scholarly journals Strategic formulation process in pharmaceutical franchise

2015 ◽  
Vol 14 (4) ◽  
pp. 78-92
Author(s):  
Guilherme Smaniotto Tres ◽  
Marcel Lima Ribeiro Dantas ◽  
Diego Philipe de Oliveira Godeiro ◽  
Afrânio Galdino de Araújo
Keyword(s):  
Pharmaceutical Industry ◽  
Competitive Advantage ◽  
Three Dimensions ◽  
Organizational Strategy ◽  
Strategy Formulation ◽  
Strategic Process ◽  
Franchise Networks

Understand how the strategist formulates the organizational strategy is a key part to better understand how organizations achieve and maintain their competitive advantage. The aim of this study is to identify how the process of formulating the strategy from the individual's perspective is on a pharmaceutical industry franchises. Therefore, was considered the three dimensions of the strategy formulation process of De Witt and Meyer. The results confirm the existence of paradoxes in the strategic process, and suggest, for this sample, that executives formulate predominantly creative strategies, emerging and that there is a balance between evolutionary and revolutionary changes strategies. This article may, by identifying how franchisor and franchisees formulate their strategies, help to determining the appropriate strategies in the context of franchise networks.

scholarly journals Factors Influencing the Prescription Behaviour of Doctors-An Insight for the Pharmaceutical CRM Strategy Formulation

2019 ◽  
Vol 15 (4) ◽  
pp. 131
Author(s):  
Gurpreet Kaur Chhabra
Keyword(s):  
Pharmaceutical Industry ◽  
Personal Selling ◽  
Well Being ◽  
Pharmaceutical Products ◽  
Marketing Strategies ◽  
Customer Relationship ◽  
Strategy Formulation ◽  
Strategic Process ◽  
Factors Influencing ◽  
A Company

<p>Marketing has always been a major thrust area for the Pharmaceutical industry. Pharma firms usually bear a huge expenditure on marketing, especially sales efforts. Marketing in the Pharmaceutical industry is mainly done through personal selling techniques of promotion through MRs.Marketing of pharmaceutical products to doctors takes place through relationship marketing. Company representatives called medical reps meet the doctors in their specific geographic territory and promote their products to them. The doctors, in turn, prescribe the products to the patients who buy them from the chemist shop. Factors influencing doctor’s prescription behaviour can be classified into three categories: Socio-cultural factors, Personal-Psychological factors, Pharma Marketing factors. Now a day’s companies give a major thrust to the CRM aspect of their marketing strategies. Customer relationship management (CRM) is the strategic process of shaping the interaction between a company and its customers with the goal of maximizing current and lifetime value of customers for the company as well as maximizing, satisfaction for customers.CRM helps Pharma companies to generate revenue from shelf life by reaching more new prescribers (doctors) and patients (end customer) thereby keeping them loyal by increasing their well- being.</p>

Negotiation and corporate strategy

2019 ◽  
Vol 35 (2) ◽  
pp. 4-6
Keyword(s):  
Competitive Advantage ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Corporate Strategy ◽  
Organizational Strategy ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications ◽  
Consistent Approach

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Negotiation is a key tool in delivering competitive advantage but requires a clear and consistent approach closely linked to organizational strategy. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals A multi-dimensional approach for managing open innovation in NPD

2017 ◽  
Vol 37 (10) ◽  
pp. 1366-1385 ◽  
Author(s):  
Hanna Bahemia ◽  
Brian Squire ◽  
Paul Cousins
Keyword(s):  
Product Development ◽  
Competitive Advantage ◽  
New Product Development ◽  
New Product ◽  
Three Dimensions ◽  
Longitudinal Impact ◽  
Product Innovativeness ◽  
Content Type ◽  
The Impact ◽  
Positive Effect

Purpose This paper explores openness within new product development (NPD) projects. The purpose of this paper is to examine the impact of breadth, depth and partner newness on product innovativeness and product competitive advantage. The authors also seek to examine the contingent effects of the appropriability regime. The authors make suggestions to academics and practitioners based on the findings. Design/methodology/approach The authors use a structured survey instrument producing an empirical analysis of 205 NPD projects in the manufacturing sector in the UK. The authors use an ordinary least squares regression model to test hypothesised relationships between openness (breadth, depth and partner newness), product innovativeness, product competitive advantage and the appropriability regime. Findings The authors find that each of the three dimensions of openness, depth, breadth and partner newness, have a significant but differing impact on product innovativeness. Specifically, the study indicates that breadth has a positive effect but only in the presence of a strong appropriability regime, partner newness has a direct positive effect, and depth a direct negative effect. The authors also find that product innovativeness has a positive impact on product competitive advantage. Research limitations/implications Further research should focus on replicating the findings in other countries, search for further moderating factors, such as the stage of the NPD process, and analyse the longitudinal impact of openness within NPD projects. Practical implications Organisations are encouraging managers to be more open in their approach to NPD. The authors’ findings suggest that managers need to think about the three dimensions of openness, breadth, depth and partner newness. Their engagement with each of these dimensions depends on the desired outcomes of the innovation project and the strength of patents. Originality/value The research extends the extant supplier involvement in new product development literature to examine the effect of up to 11 types of external actor in NPD projects. The authors test a new multi-dimensional measurement scale for the openness construct. The authors show that each dimension has a different relationship with product innovativeness.

scholarly journals IT Supporting Strategy Formulation

2011 ◽  
pp. 2298-2304
Author(s):  
Jan Achterbergh
Keyword(s):  
Information And Communication Technology ◽  
Communication Technology ◽  
System Model ◽  
Competitive Intelligence ◽  
Strategy Formulation ◽  
Viable System Model ◽  
Knowledge Processes ◽  
Strategic Process ◽  
Information And Communication ◽  
Viable System

This overview approaches information and communication technology (ICT) for competitive intelligence from the perspective of strategy formulation. It provides an ICT architecture for supporting the knowledge processes producing relevant knowledge for strategy formulation. To determine what this architecture looks like, we first examine the process of strategy formulation and determine the knowledge required in the process of strategy formulation. To this purpose, we use Beer’s viable system model (VSM). Second, we model the knowledge processes in which the intelligence relevant for the process of strategy formulation is produced and processed. Given these two elements, we describe an ICT architecture supporting the knowledge processes producing the knowledge needed for the strategic process.

scholarly journals Determinants of Merger and Acquisition: An Indian Pharmaceutical Industry Perspective

2019 ◽  
Vol 8 (2S11) ◽  
pp. 3081-3088
Keyword(s):  
Pharmaceutical Industry ◽  
Mergers And Acquisitions ◽  
Competitive Advantage ◽  
Secondary Data ◽  
Merger And Acquisition ◽  
Company Performance ◽  
Compulsory Licensing ◽  
The Impact ◽  
Negative Factors ◽  
Indian Pharmaceutical Industry

Mergers and acquisitions (M&A) have gained prominence across the globe as a way of gaining competitive advantage and boosting the profit of the companies. The Indian pharmaceutical industry has readily embraced M&As in the recent times and has witnessed a number of profitable deals materialize, while some indeed failed. The success of M&As is contingent upon a variety of factors and eventually has a bearing on how the acquiring and target companies perform. This study intended to identify the various factors that either lead to or impede M&As and to measure their impact on company performance. The factors that motivate and discourage M&As were identified and the importance of factors such as deal size and compulsory licensing requirement in M&A success was assessed and the impact of the all these factors on the performance of the companies was assessed using both primary and secondary data. The encouraging and discouraging aspects of M&A were found to impact company performance significantly, so did the deal size and compulsory licensing requirement. The findings implied that the success of M&As depends on a variety of positive and negative factors and the participating companies need to balance these factors judiciously in order to obtain realistic profits from M&As

Green Organizational Culture: An Exploration of Dimensions

2021 ◽  
pp. 097215092110498
Author(s):  
Priyanka Aggarwal ◽  
Tanuja Agarwala
Keyword(s):  
Factor Analysis ◽  
Organizational Culture ◽  
Competitive Advantage ◽  
Environmental Sustainability ◽  
Structural Equation ◽  
Discriminant Validity ◽  
Questionnaire Development ◽  
Three Dimensions ◽  
Sustainable Competitive Advantage ◽  
The Impact

Awareness of environmental issues and stakeholder expectations has led organizations to be concerned about the impact of their products, processes and packaging on the natural environment. Environmental sustainability has become an essential tool for the competitive advantage of firms. Organizations need to bring about cultural transformation to sustain competitive advantage. This orientation has brought green organizational culture to centre stage as firms seek to institutionalize and incorporate environmental focus throughout the organization. The belief that integrating environmental concerns with organizational culture should result in sustainable competitive advantage mandates that firms measure the extent of ‘greening’ of the culture. Literature review reveals that ‘green organizational culture’ has begun to receive attention in recent years. However, a standardized and empirically validated instrument is not available for measuring the extent to which green values are internalized throughout the firm. The present study aims to fill this gap by developing a questionnaire to study green organizational culture (GOC). The model proposed by Harris and Crane (2002 , Journal of Organizational Change Management, vol. 15, pp. 214–234) is used as a basis for questionnaire development. A two-stage method of structural equation modelling in AMOS 23 is employed for data analysis. Exploratory factor analysis in SPSS reveals three dimensions of the construct measured by two items. Confirmatory factor analysis confirms the factor structure. The instrument satisfies the conditions of convergent and discriminant validity and the model fulfils the criteria for model fitness. Measurement of green organizational culture has important implications for creating and reinforcing greening through human resource policies and practices.

Logistics Management and Electronic Data Interchange Effects on Logistics Service Providers’ Competitive Advantage

2020 ◽  
Vol 3 (2) ◽  
Keyword(s):  
Competitive Advantage ◽  
Service Providers ◽  
Linear Regression Analysis ◽  
Electronic Data Interchange ◽  
Three Dimensions ◽  
Logistics Management ◽  
Significant Positive Effect ◽  
Electronic Data ◽  
Data Interchange ◽  
Positive Effect

The purpose of this research is to determine the effect of logistics management and electronic data interchange (EDI) in enhancing competitive advantage. A total of 100 questionnaires were distributed to senior managers, middle-level managers and junior-level managers and 76 were filled and returned (76% response rate). The study adopted a quantitative method through simple and multiple linear regression analysis and qualitative descriptive method through analysis of variance (ANOVA). The results of this study found that logistics management dimensions such as transport management, physical distribution management, inventory management and warehousing management have a significant positive effect on competitive advantage. As for EDI, it is found that two out of the three dimensions such as better communication, and improved billing have a significant positive effect on competitive advantage. While quick access to information was found to have a significant negative effect on competitive advantage. The results further revealed that logistics management has a significant positive effect on competitive advantage.

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