Somnio, a start-up running shoe company in California, decided to start selling its products around the world from the very beginning. In general terms name some of the challenges that a start-up company such as Somnio might face internationally? Introduction: Starting a business from scratch and running it internationally is really a big challenge. Being a start-up you will face a lots of challenges as marketing, branding, human resource, investors etc.

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At the end of 2014, a large university hospital in the Netherlands launched a procurement tender exercise for surgical suture material. The rationale for hospital management to initiate this procedure was cost-cutting and standardization. The award criteria were focussed on the most economically advantageous tender. There were different suppliers on the market that were able to produce and deliver high-quality surgical suture material for a lower price than was currently being paid. Consequently, the tender was awarded to a new supplier.The top managers and purchasing manager who initiated the tender trod carefully and implemented this relatively small-scale change initiative according to some basic change management principles (e.g. Kotter, 2012): they built a guiding coalition that incorporated renowned medical specialists, they consulted department heads and they communicated the change to surgeons through different channels. Furthermore, it was recorded in the tender that the new…

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Chapter 4, Problem 4DQ

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Somnio, a start-up running shoe company in California, decided to start selling its products around the world from the very beginning. In general terms name some of the challenges that a start-up company such as Somnio might face internationally?

Introduction:

Starting a business from scratch and running it internationally is really a big challenge. Being a start-up you will face a lots of challenges as marketing, branding, human resource, investors etc.

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At the end of 2014, a large university hospital in the Netherlands launched a procurement tender exercise for surgical suture material. The rationale for hospital management to initiate this procedure was cost-cutting and standardization. The award criteria were focussed on the most economically advantageous tender. There were different suppliers on the market that were able to produce and deliver high-quality surgical suture material for a lower price than was currently being paid. Consequently, the tender was awarded to a new supplier.The top managers and purchasing manager who initiated the tender trod carefully and implemented this relatively small-scale change initiative according to some basic change management principles (e.g. Kotter, 2012): they built a guiding coalition that incorporated renowned medical specialists, they consulted department heads and they communicated the change to surgeons through different channels. Furthermore, it was recorded in the tender that the new…

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