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Abstract

In the early 1990s, Merck faced a series of challenges because of significant changes in its competitive and regulatory environment (e.g., growth in power of buyers of pharmaceuticals such as managed care organizations led to price pressures, President Clinton''s review of the entire U.S. health care industry, etc.). The case describes the company under its previous CEO, and primarily under Ray Gilmartin, the new CEO. Discusses the strategic, organizational, cultural, and management challenges that Merck faced, as well as Gilmartin''s change program from 1994 to 1998, which was aimed at helping Merck address these issues.; Students will have to analyze the environment, and Merck''s organization and management, and evaluate the company''s efforts to realign the organization and its management practices with the new competitive realities.

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Abstract

In the early 1990s, Merck faced a series of challenges because of significant changes in its competitive and regulatory environment (e.g., growth in power of buyers of pharmaceuticals such as managed care organizations led to price pressures, President Clinton''s review of the entire U.S. health care industry, etc.). The case describes the company under its previous CEO, and primarily under Ray Gilmartin, the new CEO. Discusses the strategic, organizational, cultural, and management challenges that Merck faced, as well as Gilmartin''s change program from 1994 to 1998, which was aimed at helping Merck address these issues.; Students will have to analyze the environment, and Merck''s organization and management, and evaluate the company''s efforts to realign the organization and its management practices with the new competitive realities.

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