CellaVision: Sysmex Relationship History & Key Customer Risk

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Regarding new product development, like the DI-60, is that done in the US, Europe, or Japan? How does the decision-making pipeline work?

It originates from Japan., but they collaborate with marketing teams across regions. Each region has representation to provide input during the development of marketing requirements. It's not just a case of developing a product and then selling it. They gather input from representatives who visit customers in various countries. This information is then passed to the R&D team in Japan. There is some interaction between regional teams and the R&D team, but primarily a group in Japan consolidates and filters the information. They handle trade-offs between marketing demands and R&D capabilities, particularly concerning project timelines.

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If we go back a bit in time, maybe you can take me back to when digital morphology kind of came on the market. How did that happen? I guess, who was first? Was CellaVision first and the only one, or were there a couple of players back in the day? How did that happen in the early days?

CellaVision had a product on the market called the Diff Master. At the time, Yvonne Mårtensson was the CEO of CellaVision. She and her team saw the advantages of acquiring IMI because of the technologies they had developed with automation in their Diff Master product. This acquisition brought about the first real automated DM product. Thinking about it, DM likely stands for Diff Master, which just clicked for me.

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If we go back a bit in time, maybe you can take me back to when digital morphology kind of came on the market. How did that happen? I guess, who was first? Was CellaVision first and the only one, or were there a couple of players back in the day? How did that happen in the early days?

She realized that the way to get the CellaVision products into the market was through the major manufacturers. At that time, Coulter was still the global leader in hematology, but Sysmex was also growing and expanding their market share. She understood that the best strategy was to have the major hematology manufacturers sell, distribute, and service their products. This approach would provide better global coverage and use them as a vehicle to introduce CellaVision into labs, making the brand more widely known.

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