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A. CASE STUDY (20 Points) Answer the following questions. You may write your answer in points. "IF YOU WON'T LOOK YOU WON'T SEE-PHARCO THE PHARMACEUTIAL GIANT Pharco Pharmaceuticals is one of the largest Egyptian private medical manufacturers in the Middle East. Established in 1984, the company has recently grown to become the fourth largest manufacturer in Egypt, accounting for approximately 14.7% of the massive market. With such a large scale of operations, the pharmaceutical company caters to several different target segments of the market. While the company engages in selling high priced drugs in order to keep up with the significant inflation inflicting the current Egyptian markets, Pharco actually aims at serving mostly the lower class segment. Mainly targeting the segment that cannot afford the highly expensive medicines of the recently privatized industry in Egypt seeking mainly profitability. The company's activities are not only limited to selling drugs to various segments but also operates as a 3rd party manufacturer for other pharmaceutical companies in the same market. Pharco aims to provide high quality products and affordable pricing to all of its clients, whether final consumers or other manufacturers. The values at Pharco are so high that not only do they believe in serving their customers, but they also serve the market as a whole by helping their competitors through a method management coined as Coopetition". With a dedicated management headed by Dr. Shereen Helmy, the son of Dr. Helmy the founder, Pharco helped introduce new technologies in Egypt and the Middle East, for example, Soft Gelatin Capsule Pills in which at the time was a unique edge in the Egyptian market. Dr. Shereen did not only exert effort into understanding the market, but he also maintained a leadership style, which involved understanding his subordinates. Dr. Shereen realized that the turnover rate of his employees was staggeringly high in comparison to international benchmarks because of cultural pressures influencing young employees to get married and settle down. This was very costly and afflicting considering the high initial investment Pharco used to put into hiring, training, and maintaining the most competent of employees. Therefore, in 1993, Dr. Shereen ordered and designed himself the construction of living quarters for his employees, complete with housing settlements, nurseries, graveyards, and all basic living requirements to serve better his subordinates. The company presents itself as a decent entity paying regularly all its taxes to the government and contributed tremendously to the success of education by supporting various universities across the country through grants aimed at the advancement of education. With a history and a present of a successful endeavor, Parco's future may look like a bright one. However, the family as well as the company cannot realize this without overcoming the challenges that the company faces. The third generation's starting point may be a strong one, but the main question remains, how to sustain such a company growth in light of the global economic as well as medical challenges that prevail. What is the most appropriate strategy for this growth given the prevalence of generic medicines as well as the continuous interference from the government in regulating the drug pricing? With the surge of several pandemics, how can the company profit from these opportunities to fuel its growth further while maintaining the same corporate culture? Dr. Sherine has a lot to think about to make sure that this company's growth will be sustainable in the Era of a third generation. He is still contemplating this blurry road with a lot of ambition coupled with thoughts. Case Questions 1. Explain whether Pharco is working B2B and/or B2C, and why? (2 points) 2. Describe Pharco's target segment using evidence from the case. (3 points) 3. Outline the role of business in society according to your understanding of the course and the case. (5 points) 4. Mention the different departments that might be available in Pharco and explain the role of each department. (5 points) 5. Describe the challenges facing Dr. Shereen and his sons (the third generation) in maintaining the company growth. Please suggest from your point of view your recommendations to approach them. (5 points)
