本篇文章的主要內容是功利主義風格策略和權利基礎策略，問題:目前的問題是，我的諮詢公司與BR簽訂了合同，分析一項新技術對胰島素依賴型糖尿病的總體市場影響，以及這項技術將如何影響他們現有的注射器市場。 BR擔心這項新技術可能會影響其盈利能力。公司代表希望的識別是由使用類似的技術來源的其他公司和他們如何可能影響BR,也想知道作為一種替代方法,他們可以購買技術和埋葬它從來沒有市場。本篇論文代筆價錢文章由英國論文人EducationRen教育網整理，供大家參考閱讀。
Issue: The issue at hand is where my consulting firm was contracted by BR for analyzing a new technology for 1) general market impact for insulin dependence diabetes and 2) how the technology would have an impact on their existing market for syringes. BR is concerned that the new technology might affect its profitability. Company representative wants for identification of sources of similar technology that is made used of by other companies and how they could affect BR and also wants to know if as an alternative, they could purchase the technology and bury it so that it never makes it to the market.
This would mean that the greater society would suffer because of lack of a new technology that could help them. Both utilitarian style strategies and rights basis strategies are considered below.
Strategy 1- BR creates new technology to compete with cell encapsulation technology and is able to gain patents along with increased profits or utility (Utilitarianism)
Strategy 2- BR buys technology and adapts it so as to ensure they get maximum benefits and at the same time not lose out on its syringe market, even if it means not all of society could benefit from it (By Virtue of Rights)
Strategy 3- Do Nothing. BR loses financial sovereignty while watching its profits dwindle as a biotech company removes need for insulin injections.
Strategy 4- BR buys the biotech company ready to market cell encapsulation device and profits from new technology though its syringe market is drastically reduced.
Strategy 5- BR buys the biotech company early in development and then buries technology due to high cost of development but protects its syringe market.
Strategy 6- BR identifies closed-feedback insulin delivery system as a way to beat cell encapsulation to market in an attempt to generate new avenues for selling similar products to what it has in the past.
Strategy 7- BR finds a way to combine the sales of both its syringe market segment and its newer technology.
Strategy 8-BR attempts to make use of research team specifically for the purpose of analyzing for whether the newer technology is flawed in any way so as not to adopt it.
The line chart generated overlaps as the priorities assignment based on strategy are similar. In the chart, the lowest the value, the highest the priority.
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