Pharmaceuticals and medical devices

BEYOND MARKETING THEORY

There are no bosses except the customer

Following the Pulse of the Market

In view of providing more efficient and improved services, we have expanded the implementation of 4Ps namely product, price, promotion, place to process, performance, programming, principles, placing.

1. By process we can control all the production procedures separately
   by aligning all the methods used in order to meet our core aims.
2. By Performance we develop and deploy effective Performance Management Systems, so as to control and measure the performance level of the company by identifying the factors we want to measure
   (e. g. Customer's Satisfaction, Employee's Efficiency etc.).
   This way the company's performance can reach its peak.
3. Programming refers to the strategic planning that aims to deliver high quality services to our partners. We establish top-level Annual Program Objectives. Then we define how we intend to achieve those goals and demonstrate the most suitable program of performance measurement.

We are a customer-driven company which means that we prioritise our partners as they are the foremost important factor. Therefore we focus on benchmarking methods to gain insight into ways of improving our services as follows:

• Principles are the ethical considerations established parallel to the programming, namely our visions, values and objectives (the set of basic precepts that define what our company is and what it stands for). These guiding principles provide the framework that directs our company and place the boundaries.
• Planning-Placing

1. Internal communication is regarded as the link between
   planning and practice.
   The entire workforce has to fully understand what is expected throughout the process. Leadership's strategy must be clearly understood by the entire workforce.
2. Planning is a continuous and systematic process.
   The planning process is handled with flexibility and dynamism.
   New information acquired from customers, competitors and market changes was factored into the planning process.
   We plan without “missing a beat”. The strategic plan was more of an operationally useful framework and deliberate effort and less a static view of what took place at a particular point in time.
   By “Process” we take into consideration the full spectrum of actions and activities from aligning the organisation behind clear long-term goals to putting in place organisational and personal incentives, allocating resources, and developing the workforce to achieve the desired outcome.
3. Our focus is to utilise our organisational capacity by the use of a team approach to problem solving.
   

We have acknowledged that developing “Customer - Partners Focus” is an absolute necessity. The importance of understanding customers' desires, needs and expectations cannot be obscured the short-term desire on maximising profit.

Customer-Driven Planning means that we maintain a focus on our customers' expectations, both spoken and unspoken, in an attempt to improve the product or service provided.

More specifically focus means that the organisation actively seeks to examine its products, services and processes through “the eyes of the customer”.
Needs and expectations mean that the customers' preferences and requirements, as well as their performance standards, timeliness and cost are all input to the planning of the organisation products and services. Spoken and unspoken means that not only the needs and expectations of the customers must be listened to, but also the information acquired from our customers concerning their preferences and standards will be used as an input to the organisational planning.

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PHARMALL E.E.B.E. Pharmaceuticals & Medical Devices

Belief in

Shared Value

The high standards of quality, marketing and distribution led the Ministry of Health and the distributors- importers of the private markets to entrust Pharmall and constantly award the products of its represented companies with notable contracts.

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