Introduction to Marketing ()

Department of Organisation and Pharmacy Management
Basics of Managament in Pharmacy
Myths on the Management
Myths on the Management
Recipes on taking control of business firms, health care units,
pharmacies, production sites, wholesalers, pharma companies... ?
Theory or a common sense ?
Is an enterprise a living organism ?
How to improve performance ?
Are people a mystery of organisational structure ?
Strategy and vision vs reality ?
Is a change an opportunity ?
Basics of Managament in Pharmacy
Flow of lectures and expected outcomes
Margeting I.
Pharmaceutical market and its stakeholders. Customer Related
Management. Targeting and Segmentation. SWOT analysis,
differentiation and competetivness.
Marketing II.
Marketing strategy, strategic planning. Life cycle management.
Marketing mix and action plan.
Marketing III.
Communication and business ethics.
Basics of Managament in Pharmacy
Presentations on Marketing I., II., III. – outcomes of lectures
Recommended literature
Baker . J.: Marketing Strategy & Management, Palgrave Macmillan 2007, pp 577
Kotler P., Keller K.L., Brady M., Goodman M., Hansen T.: Marketing Management,
Pearson Education Ltd.2009, pp 877(selected chapters)
Report of the third WHO Consultative Group on the Role of the pharmacist,
Vancouver, Canada, 27 – 29 August 1997. Available at: hhtp//
„Seven-star pharmacist“
Good Pharmaceutical Practice
Progress from a traditional role to the „7-plus-one“ competency profile of
pharmacist by WHO Vancouver Cosultancy -1997, FIP Council, Vienna - 2000
* Care–giver: the pharmacist provides caring services (e.g.
clinical, analytical, technological, regulatory) at the highest quality.
The pharmacist must be comfortable in interacting with
individuals and population and must view his(her) practice as
integrated and continuos with those of the health care system
and other pharmacists.
* Decision-maker: the appropriate, efficacious and cost effective
use of resources (e.g. personnel, medicines, chemicals, equipment,
procedures, pracices) should be at the foundation of his (her)
work. Achieving this goal requires
the ability to evaluate, synthetize and decide.
„Seven-star pharmacist“
* Communicator: the pharmacist is an ideal position between
physician and patient. As such he or she must be
knowledgeable and confident while interacting with other
health care professionals (HPs) and the public. Communication
involves verbal, non-verbal, listening and writing skills.
* Leader: the pharmacist faces a multidisciplinary team or
situations and interactions with other HPs – he (she) is
obliged to assume a leadership position in the overall welfare
of the community. Competent leader is able to make decision,
communicate and manage effectively.
* Manager: the manager must effectively manage resources
(human, physical, fiscal) and information, he (she) is able
effectively interact /cooperate whether with an employer or
the members of a health care team.
Competency profile of the 21st century manager (see next)
„Seven-star pharmacist“
* Life-long-learner : it is no longer possible to learn all one
must learn in school in order to practice a carrer as a
pharmacist. The concepts, principles and commitment to lifelong-learning must begin while attending pharmacy study and
must be supported throughout the pharmacist´s carrer.
* Teacher: the pharmacist has a responsibilty to assist with the
education and training of future generations of pharmacists. It
is also an opportunity for the practitioner to gain new
knowledge and to fine-tune existing skills.
* Innovator: thinking „out of the box“, creative, he (she) has a
sense for enterprising.
21st CENTURY Manager
New challenges for manager – impact of globalisation, less hierarchy – less
layers in organisational structures, more on networking,, new technologies
Matrix – new structural concept
Equal managerial position
Proactivity, initiatives, advanced communication .... „ENGAGEMENT“
Multidisciplinary aspect
Decision making driven by long term sustainability and value propositions
„WIN-WIN“ strategy towards meeting common stakeholders´ and society (as
the whole) objectives
3 SKILLS every 21st CENTURY Manager NEEDS (5/6)
New challenges for manager – impact of globalisation, less hierarchy – less
layers in organisational structures, more on networking, new technologies
SKILL 1. Code switching between cultures
To work well with foreign colleagues
and how to avoid a risk of feeling inauthentic
and incompetent
Ref.: Harvard Business Review, Jan-Feb 2012, pp 139 – 143.
3 SKILLS every 21st CENTURY Manager NEEDS (6/6)
Wielding digital influence
As companies become less hierarchical, the effective
use of online networks will be crucial to success.
Dividing attention deliberately
Brain is built to multitask role, that evokes its multiinspiring capacity.
Positive distraction that relieves stress and boosts