The Study of Key Customer Management and Organization Change of Original Development Pharmaceutical Company–A case Study of Merck Sharp & Dohme Corporation,Taiwan Branch.

• Main Authors: Tung-Loug Chan, 詹東龍
• Other Authors: H. Jason Huang
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/20780800089101460353

碩士 === 國立中山大學 === 企業管理學系研究所 === 97 === In today’s ever-changing, competitive business environment, professional managers are challenged with the aims of attracting target markets, establishing relationships, increasing competitiveness, and achieving objectives. The business must continually add value, create a long-term competitive advantage, and satisfy customer needs in order to maintain a position of leadership in the market. In opening Merck Sharp Dohme at a time when medical organizations are undergoing such global change, one must consider the relationship between the aim of the organization and the clients’ needs. In 2007, the “Key Customer Unit” was established, a new marketing approach (New Strategic Selling) was adopted, and the competitiveness of the organization was enhanced, a new method of managing the client base was created, which assisted the company in reaching its global objectives. This research paper used explorative research methods adopting qualitative and quantitative means of analysis, as well as on the spot investigation into internal operations of the “Key Customer Unit” of the Taiwanese branch of an American pharmaceutical factory. Through the implementation of KAM and CRM, research was conducted into the operation of the “Key Customer Unit”. Discussions were carried out into my degree of satisfaction with the achievement of company objectives. Discussions also touched upon my satisfaction with current policies, the operation of the “Key Customer Unit”, the results and cohesiveness of the “Key Customer Unit”, staff qualities, on the job competence as well as limitations. Conclusions of the thesis are listed below: 1. Solving on-the-spot problems for the “Key Customer Unit” as well as providing a platform for long-term cooperation. 2. The importance of the operation and cohesiveness of the “Key Customer Unit”, creating a plan for clients, and servicing clients. 3. Members dealing with the “Key Customer Unit” demonstrated experience, confidence, logic, and the ability to execute, delegate, and communicate effectively. 4. The ability to coordinate was the skill most valued by clients and staff. 5. Key reasons behind success of the “Key Customer Unit” was, choosing the right staff, systematic thought, professional management on the part of the client manager, coordination of resources, marketing activities, coordinating the duration of the client plan, as well as complete dedication to the task at hand. 5 key points developed from the conclusion: 1.The execution of MERCK’s 5 Ring policy aims at building motivation for the “Key Customer Unit” 2.Finding the right person to carry out the right steps is the cornerstone of success behind the “Key Customer Unit”. 3.The driving force behind the success of managing the “Key Customer Unit” is the Client Manager. 4.Opportune spending and proper use of resources is the most impressive result when managing the “Key Customer Unit”. 5.The key point to adding value to your “Key Customer Unit” is separation of customer teams to increase internal competitiveness.