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Case
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Reference no. IMD-7-2242
Published by: International Institute for Management Development (IMD)
Originally published in: 2020
Version: 12.11.2020
Revision date: 08-Dec-2020
Length: 8 pages
Data source: Field research

Abstract

This is part of a case series. Case (C) is set in July 2020 when John Graham took over as Zuellig Pharma's new CEO and he needed to decide how to take the company forward. Prior to that, John Graham had effectively led the company's Commercial Solutions business. However, as the new CEO he needed to manage the entire portfolio of new solutions businesses and investments in digital startups. Zuellig Pharma had successfully navigated the first six months of the COVID-19 pandemic. It had benefited from its earlier efforts to increase the robustness of its supply chain as well as the resilience and dedication of its employees. The COVID-19 crisis had accelerated the roll-out of its new e-Commerce platform, which allowed for online ordering and cash collection. At the same time, the company had suffered financially because some costs had significantly increased. Zuellig Pharma faced an even more difficult environment with new stakeholders (like patient groups and Ministries of Health) playing a more important role. Given these challenges, its leadership needed to decide how to take the company forward and ensure that it continues to thrive in the future.

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 (C) is set in July 2020 when John Graham took over as Zuellig Pharma's new CEO and he needed to decide how to take the company forward. Prior to that, John Graham had effectively led the company's Commercial Solutions business. However, as the new CEO he needed to manage the entire portfolio of new solutions businesses and investments in digital startups. Zuellig Pharma had successfully navigated the first six months of the COVID-19 pandemic. It had benefited from its earlier efforts to increase the robustness of its supply chain as well as the resilience and dedication of its employees. The COVID-19 crisis had accelerated the roll-out of its new e-Commerce platform, which allowed for online ordering and cash collection. At the same time, the company had suffered financially because some costs had significantly increased. Zuellig Pharma faced an even more difficult environment with new stakeholders (like patient groups and Ministries of Health) playing a more important role. Given these challenges, its leadership needed to decide how to take the company forward and ensure that it continues to thrive in the future.

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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