 |
 close |
||||||||||||||||
|
|
July 4th, 2003 Octapharma Rethinks International Marketing Globalisation, consolidation, centralisation. Buzz words for the new millennium and the core strategy of many “Big Pharma” companies. Bucking this trend, late last year Octapharma took the radical decision to decentralise its international marketing department. Thus, from January 2003, the central marketing organisation was replaced by International Business Management (IBM) units, spread across Europe, each responsible for different products or business portfolios. This new approach has resulted in a thriving competitive internal market environment and banished the all-too-familiar “them and us” culture that existed between central and local sales and marketing staff. Each International Business Manager reports to a Board member who has direct responsibility for sales and profitability,” explains Wolfgang Marguerre, Chairman of Octapharma. “This ensures rapid decision making and a level of managerial endorsement never previously available to international marketeers within the Octapharma organisation.”
Gone are the days when international marketing sat in an ivory tower far removed from the daily realities and challenges of the local subsidiaries. “Many people were sceptical when the idea was first proposed and even those who reserved judgement, secretly expected this to fail,” confided Mr. Marguerre. “However in less than 6 months the entire company is benefiting from this radical reshuffle.”
Furthermore there has been a high level of acceptance of the new structure from all subsidiaries. As each of the key affiliates has International product responsibility, an environment of both collaboration and competitiveness has been created. “The old “them and us” attitude has finally gone. If I want colleagues to buy into my strategy it makes sense that I should support theirs. International co-operation and a genuine desire for corporate success has become a key part of our working philosophy” confirmed Judi Miller. “This is not to say that we blindly accept all proposals for the sake of harmony, but rather that we now enter into dialogue looking for win-win situations”.  Each IBM has complete product responsibility. From pre-clinical business strategy, production planning and product allocation through to provision of promotional materials, people at all levels of the organisation now know where to turn. Octapharma is confident that this new structure will continue to succeed and surpass expectations for both internal and external customers. © Octapharma AG, 2003 |