Wharton Business Plan

Wharton Business Plan-71
The injectable liquid would be the first spinal regenerative approach in the market, said Sigal Saar, the team leader and a first-year Wharton M. Because one in four patients undergoing this surgery has poor bone quality--a statistic expected to increase with the aging of the population--this is a significant problem.To solve it, Huang's team proposes to develop the Cortical Anchor, which applies the dry wall anchor concept used for securing pictures to the spine.To solve this problem, his team proposes a portable, low-cost breast cancer screening device called the Piezo Sensor that uses piezoelectric technology, or the ability of some materials to generate an electric field in response to mechanical stress.

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The device expands as the screw is inserted into the bone, negating the presence of osteoporosis conditions.

Cortical Concepts says the market for the device is 720,000 units or $300 million a year.

The team, which was named a finalist in the Tulane University Business Plan Competition, proposed aggressive promotional marketing to create customer interest and already has lined up 25 surgeons from Johns Hopkins University who are ready to use the technology.

With a provisional patent filed, Cortical Concepts projects an acquisition value in year five of $180 million.

Cellulosic proposes a solution in the form of a biomedical device called the Cellulo Disc. The group expects a product launch in the European Union in 2014 and in the U. However, if the patient suffers from osteoporosis, a common disease among older patients, there is a high tendency for those rods and screws to pull out.

The device allows regeneration of the core part of the spinal disc using variants of a naturally occurring polymer to produce scaffolds for tissue regeneration. Team leader Stephanie Huang, a first-year student at the University of Pennsylvania's School of Medicine, explained that the process in those cases is like trying to hang a picture in drywall.More than 230 teams entered the competition compared to 162 last year and 145 the year before.More than 250 judges were involved in the various phases of the competition, which begins in the fall with the initial submission of students' business concepts.As for competitors, Nuttall told the judges that when he approached large multinationals with this concept, they were interested but not prepared to be the first mover. college students who spend over 0 billion annually, particularly on brands they perceive as elevating their social status, students usually have a limited budget.So he expects larger beverage companies to come "knocking on his door" after the business is more established. This presents a problem for producers of consumer goods because it's difficult to build loyalty and give students the prices they want without diluting company brands. student Aymeric de Hemptinne, is Kembrel.com, an invitation-only online private sales club for college students.The team in second place received ,000 and ,000 in legal and accounting services, and the team in third place received ,000 cash as well as ,000 in legal and accounting services.A People's Choice Award of ,000 also was presented.The ideas included a cervical cancer screening device, an antibiotic to treat infections caused by drug-resistant bacteria, a private sales club for students and a healthy beverage for bottom of the pyramid markets.Competing for more than ,000 in combined prizes and in-kind legal/accounting services, the finalists presented their plans recently to five judges and an audience of venture capitalists, business leaders, faculty and students.With a prototype already developed, the group intends to start a pilot study this year. According to Nuttall, Power Water will be positioned as a healthy alternative to juices and soft drinks offered by the large multinational companies.Hector Beverages LLC: Priced at just 18¢, Hector's Power Water is currently sold at the lowest price among branded beverages in India and is the only widely available health-oriented drink in that market, said team leader James Nuttall, a second-year Wharton M. With the beverage market in India worth .2 billion and annual sales growth of 30%-40%, Nuttall expects Hector's revenue to exceed 0 million within its first five years.


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