Show simple item record

dc.contributor.authorBhargava, Kshitij
dc.contributor.authorKarasu, Ufuk
dc.date.accessioned2021-04-27T19:01:51Z
dc.date.available2021-04-27T19:01:51Z
dc.date.issued2020
dc.identifier.urihttp://hdl.handle.net/20.500.12127/6747
dc.description.abstractThis report aims to bring out the nuances of services provided for a typical medical device manufacturing business unit i.e. Terumo Pharmaceutical Solutions (TPS) headquartered in Leuven, Belgium. The report throws light on the assessment of the services that currently exist at TPS and searches for some possible solutions so that these services could be better defined or crafted. TPS has excellent services and its products have premium quality, but services have not been defined in a manner that they could make a direct connection with their customers or the aspiring ones. For a rapidly growing business unit such as TPS, it becomes essential to have a clear path to promote the services and a strategy which allows TPS to have its service the most impact on the market full of renowned competitors. The careful elaboration of the existing services and the processes underlying the same would then help TPS to have a concise idea about promoting the services on different channels. TPS can then edit brochures, leaflets or their website so as to have a prolific approach towards their customers. Also, outcomes of this report would help TPS to align them with the customer segmentation project and draft their services or the overall product offer accordingly. In order to bring out the best possible value addition that a service package could offer, it was essential to look deep into the dynamics of various departments at TPS. This was achieved by conducting interviews with personnel from different departments, department heads, regional heads (different global locations) and higher management. This helped to get the basic idea of how the services are shaped at the moment, what are the struggles in delivering efficient service to the customer, internal communication, customer complaints and as to how the existing machinery could be improved so as to give the best possible service package to the customers sprawling across nations. The data collection has been entirely qualitative therefore, it has helped to explore the hidden values or the efforts that have been supporting the services that are provided by TPS to its customers. The findings revealed some interesting facts and helped in getting a holistic understanding of the problem statement. This also meant that a completely new face of a service package could be recommended, and some service options could be pondered upon for charging if they breach the existing set of standards. TPS is a global business unit and there are different regions on the world across which TPS functions. The different regional parts of TPS have different styles of working and that is something creating a mismatch when it comes to its global operational style. The overall services and its efficacy are indeed impacted due to the regional differences. The problem looks bigger as the demand is high and limited resources makes it difficult for decision making process as well. At the end of the day, customers get impacted. Although, many steps have been taken in the recent times, to improve the overall situation, but the fact that TPS is part of globally reputed Terumo Corporation, Japan, has an effect on the working core of TPS too. The Japanese culture and way of working has influenced the executive decision making and it sometimes slows things down when it comes to implementation. The services and the product offerings must be globally same when it comes to TPS’s global approach. This would help the customers to have a single, clear and effective overview of the product offerings presented by TPS. The recommendations of the report have been explicitly divided into two parts (i.e. low hanging fruits and high hanging fruits) which would enable the reader to immediately grasp the core of possibilities and feasibilities. Low hanging fruits for TPS would mean a quick win or likely feasible and high hanging fruits would mean that big investments or significant restructuring might be required to achieve optimum services.
dc.language.isoen
dc.titleAssessment or reassessment of non-product-related added values (services and capabilities) offered by a b2b drug delivery partner for pharma, according to their relevance and to their value level – in order to reinforce the total offer
dc.source.numberofpages174
vlerick.knowledgedomainOperations & Supply Chain Management
vlerick.supervisorSamii, Behzad
dc.identifier.vperid126207
vlerick.companynameTerumo Pharmaceutical Solutions
vlerick.companysupervisorIsaac, Thomas
vlerick.programmeMIMS
vlerick.programmeMGM
vlerick.typebusresprojectIn-Company Project


This item appears in the following Collection(s)

Show simple item record