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Authors: Daniel S. Fogel (University of Pittsburgh); Joseph Gurecka (University of Pittsburgh)
Published in: 2002
Length: 24 pages
Data source: Published sources

Abstract

An emerging area of biotechnology known as regenerative medicine was poised to use genomic data to solve problems by applying knowledge of critical developmental biological processes to replace or regenerate organ function and living tissue. New companies, such as Curis Inc, of Cambridge MA, were rising in the field of regenerative medicine. The focus of this case study is on Curis Inc who was developing products in regenerative tissue medicine. Curis CEO Doros Platika, MD, hoped to be profitable in five years and his new company had one product, OP-1, on the market and a host of promising biotherapeutic products in various stages of clinical trials. Doros must define the strategic focus of the company to best allocate the limited resources of his fledgling company to achieve growth and profitability in a highly competitive environment. Executives and analysts were asking whether Curis had the right mix of core competencies and intellectual capital needed to generate this growth. The case is best used in an advanced MBA or undergraduate strategy class to discuss core competencies and other sources of competitive advantage such as alliances and networking.
Location:
Industry:
Size:
150 employees
Other setting(s):
1999-2002

About

Abstract

An emerging area of biotechnology known as regenerative medicine was poised to use genomic data to solve problems by applying knowledge of critical developmental biological processes to replace or regenerate organ function and living tissue. New companies, such as Curis Inc, of Cambridge MA, were rising in the field of regenerative medicine. The focus of this case study is on Curis Inc who was developing products in regenerative tissue medicine. Curis CEO Doros Platika, MD, hoped to be profitable in five years and his new company had one product, OP-1, on the market and a host of promising biotherapeutic products in various stages of clinical trials. Doros must define the strategic focus of the company to best allocate the limited resources of his fledgling company to achieve growth and profitability in a highly competitive environment. Executives and analysts were asking whether Curis had the right mix of core competencies and intellectual capital needed to generate this growth. The case is best used in an advanced MBA or undergraduate strategy class to discuss core competencies and other sources of competitive advantage such as alliances and networking.

Settings

Location:
Industry:
Size:
150 employees
Other setting(s):
1999-2002

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