Product details

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Published by: Institute for Management Development (IMD)
Originally published in: 2020
Version: 12.11.2020
Revision date: 08-Dec-2020
Length: 18 pages
Data source: Field research

Abstract

This is part of a case series. Case (B) is set in January 2020 when CEO John Davison decided to step down as CEO by end of June 2020. It describes the specific actions of Zuellig Pharma's transformation and how they resulted in more than doubling the company's net profit between 2015 and 2019. These actions included: (1) driving operational excellence by successfully completing the ERP implementation and taking other steps to fix operational problems; (2) fostering the leadership team through selective changes and aligning it around an integrated regional strategy; (3) increasing head office control while ensuring that country operations had the autonomy needed to operate effectively; (4) resetting the relationship between the management and the board to create more alignment and trust; (5) strengthening relationships with key distribution clients; and (6) growing the solutions businesses which accounted by 2019 for over 20% of GOR and net profit. The case also describes the situation facing Zuellig Pharma as the COVID-19 pandemic began to unfold, and John Davison's initial thoughts on related key issues facing the company.

Time period

The events covered by this case took place in 2014-2020.

Geographical setting

Region:
Asia
Country:
Singapore

Featured company

Zuellig Pharma
Employees:
10000+
Industry:
Pharmaceuticals

About

Abstract

This is part of a case series. Case (B) is set in January 2020 when CEO John Davison decided to step down as CEO by end of June 2020. It describes the specific actions of Zuellig Pharma's transformation and how they resulted in more than doubling the company's net profit between 2015 and 2019. These actions included: (1) driving operational excellence by successfully completing the ERP implementation and taking other steps to fix operational problems; (2) fostering the leadership team through selective changes and aligning it around an integrated regional strategy; (3) increasing head office control while ensuring that country operations had the autonomy needed to operate effectively; (4) resetting the relationship between the management and the board to create more alignment and trust; (5) strengthening relationships with key distribution clients; and (6) growing the solutions businesses which accounted by 2019 for over 20% of GOR and net profit. The case also describes the situation facing Zuellig Pharma as the COVID-19 pandemic began to unfold, and John Davison's initial thoughts on related key issues facing the company.

Settings

Time period

The events covered by this case took place in 2014-2020.

Geographical setting

Region:
Asia
Country:
Singapore

Featured company

Zuellig Pharma
Employees:
10000+
Industry:
Pharmaceuticals

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