EBOS Healthcare: Basic Information
EBOS Healthcare was founded in Australia in 1922 and has been providing Australian and New Zealand healthcare organizations with the products that allowed improving the quality of healthcare services to a considerable degree (EBOS Healthcare para. 1). Starting as a B2B organization operating in the healthcare environment, EBOS has gradually grown to become “the largest diversified marketer, wholesaler, and distributor of healthcare” (EBOS Healthcare para. 3). Despite the recent increase in competition levels in the target market due to the enhancement of the globalization processes and the emergence of new market entries, the firm has been enjoying impressive popularity among New Zealand customers due to the high quality of the equipment and devices produced. At present, the organization should seek new means of improving its competitive advantage; particularly, a heavy emphasis must be placed on the rebranding process and the opportunities for product quality improvement (i.e., reduction of waste levels and percentage of defects per produced item). As a result, rapid economic growth in the context of the New Zealand market can be expected, with a consistent increase in the number of customers and their loyalty levels.
EBOS’s Competitive Advantage
The diversity of services and products offered by the organization can be viewed as its primary competitive advantage. Indeed, according to the official statement of the company, EBOS specializes in not only producing the goods that allow for a significant improvement of the quality of healthcare in Australia and New Zealand but also distributing them and, most importantly, conducting all-embracing research regarding the latest health issues (EBOS Healthcare para. 3). Indeed, the R&D Department of the firm has been exploring the most efficient methods of managing the needs of a diverse population for a significant amount of time. As a result, the quality of the products is extraordinarily high, and the premises for a consistent improvement are created (Pyzdek and Keller 57).
The emphasis on innovation as the basis for not only conducting research but also communicating with the key stakeholders, designing and managing its supply chain, exploring the existing marketing options, etc., should also be considered as a crucial part of EBOS’s competitive advantage. It is remarkable that the company strives to meet the needs of all parties involved, including its customers, suppliers, shareholders, etc.
EBOS versus Fisher and Paykel: Comparison
Even though EBOS has advanced greatly in the designated area, one must admit that its main competitor, Fisher, and Paykel, also has a lot to offer to its target customers. Much like EBOS, Fisher and Paykel have been around for quite a while, which means that it has established a strong presence in the Australian and New Zealand markets. Consequently, designing the brand image that could help stand out and become memorable is the priority for each of the organizations at present (Narula 117).
It should be kept in mind, though, that the taxation issue is currently the primary reason for concern for Fisher and Paykel. EBOS, on the other hand, has been rather comfortable in the target market despite the taxation. Therefore, financial opportunities and the ability to manage the relevant risk should be deemed as the essential strength of the company (Buff and Terrell 76).
Both organizations strive to focus on quality enhancement. However, EBOS is also geared toward innovativeness and the incorporation of the latest technological tools into its operations. As a result, the use of innovative approaches can be considered another component of the firm’s competitive advantage. Despite having a rather powerful competitor, EBOS is likely to succeed in the target market once the company leaders align their priorities (Fisher and Paykel para. 1).
References
Buff, Maureen J., and Timothy D. Terrell. “The Role of Third-Party Payers in Medical Cost Increases.” Journal of American Physicians and Surgeons, vol. 19, no. 2 (2014) pp., 75-79.
EBOS Healthcare. EBOS brands. n.d., Web.
EBOS Healthcare. About EBOS Healthcare. 2017, Web.
Fisher and Paykel. Our Culture. 201, Web.
Narula, Rajneesh. The Modern MNE as an Efficient Meta-Integrator: Emerging Market MNEs Need to Foster Internal Embeddedness to Succeed. Henley Business School, 2016.
Pyzdek, Thomas, and Paul Keller. The Six Sigma Handbook. 4th ed., McGraw-Hill Education, 2014.