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South African multinational pharmaceutical organisations : facing change and future challenges in a managed health care environment

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dc.contributor.advisor Van Veijeren, C. F. en Van den Berg, Marius Johan en 2009-08-25T10:49:50Z 2009-08-25T10:49:50Z 2002-01 2002-01-01 en
dc.identifier.citation Van den Berg, Marius Johan (2002) South African multinational pharmaceutical organisations : facing change and future challenges in a managed health care environment, University of South Africa, Pretoria, <> en
dc.description.abstract The South African health care environment is a two-tier health care delivery system consisting of the public sector and the private sector. The focus of this study is on the private health care sector. Private health care is funded by medical schemes through employer and employee contributions. The private sector is also the most profitable sector for multinational pharmaceutical organisations to market and sell their products within the South African health care environment. The major cost saving initiative by employers and medical schemes in the private health care sector has also been the introduction of managed health care initiatives. The goal of managed health care is to establish a system which delivers value by giving people access to quality and cost-effective healthcare. The new reality of managed health care initiatives are changing the boundaries of the South African pharmaceutical industry. The managed health care wake is overturning the business processes which made the pharmaceutical industry so successful and are rendering obsolete the industry's conventional models of corporate strategy and management systems. In the context of these turbulent changes, pharmaceutical companies are being forced simultaneously to develop new strategic approaches for the future, design new business processes which will link them more firmly to their new customers, and implement the cultural changes neccessary to accomplish the transformation from yesterday's successful pharmaceutical company to tomorrow's customer-led, integrated health care supplier. The way forward lies in three organising concepts. The first is cutomer alignment. The effort of transformation must start with an understanding of how the customer defines the value of the services and/or products offered by the organisation. Everything that follows involves aligning internal processes with external contingencies. The second is sequencing. It is vital to understand not just what needs to happen first in the transformation process, but also what the subsequent steps is and in what order the steps need to be undertaken. The third organising concept is learning. The sequence of interventions that lead to organisational transformation must occur in such a way as to maximize the ability of the organisation to learn: from customers and the marketplace, and from itself. en
dc.format.extent 1 online resource (294 leaves)
dc.language.iso en en
dc.subject South African health care environment
dc.subject Medical schemes industry
dc.subject Restructuring national health system
dc.subject Pharmaceutical industry
dc.subject Managed health care
dc.subject Disease management
dc.subject Change management
dc.subject Organisational transformation
dc.subject New core competencies
dc.subject Strategic positioning
dc.subject.ddc 658.160968
dc.subject.lcsh Organizational change -- South Africa
dc.subject.lcsh Corporate reorganizations -- South Africa.
dc.subject.lcsh Disease management -- South Africa
dc.subject.lcsh Managed care plans (Medical care) -- South Africa
dc.subject.lcsh Pharmaceutical industry -- South Africa
dc.subject.lcsh International business enterprises -- South Africa
dc.title South African multinational pharmaceutical organisations : facing change and future challenges in a managed health care environment en
dc.type Thesis en
dc.description.department Business Management en D.B.L. en

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