Dendrite International

GROUP 1
KARTHIK JANIPALLI MBA21083
KHYATI MEHTA MBA21089
KUNAL JAIN MBA21095
MANDORA SHREYASH SACHINDRA MBA21103
MOHAMMAD NADEEM MBA21111
NAVYA LAL MBA21121
 5C ANALYSIS
COMPANY CUSTOMER

A leading sales automation supplier to Major pharmaceutical firms in the United States.
Pharmaceutical firms. Hospitals
Established Dendrite division in 1985 in Pharmacies
Sydney HMOS
It is a 23 million dollar company by 1992.

COMPETITION COLLABORATORS CONTEXT

Dendrite was too new to the market
STI, Financial Support - Chemical with fierce competition in the market.
Walsh international, company Change was necessary in
Pharma system Platform - Unix system by organizational structure,
and cornet AT&T's Bell Labs market positioning and technology
applications.
 PROBLEM STATEMENT & ALTERNATIVES
DECISION PROBLEM
Dendrite International is a leading sales automation supplier to Pharmaceutical firms
with their clients present in many countries. The successful business model is to provide
both software and service to Pharmaceutical firms. Currently they had established
subsidiaries in Belgium, England, France, Germany, Italy, Japan and Spain. At present
John Baliye, President of Dendrite international is looking at strategic choices which will
serve as potential routes for the growth of company

OPTION 1 OPTION2 OPTION3

Expand into other vertical
Concentrating on sales
Expand into other applications and

markets which require similar

large field sales forces to sell vertical areas within product enhancements
their products. Some possible Pharmaceutical firms which increase
sectors are insurance, dendrite’s value to
consumer package goods etc. pharmaceutical clients.
 EVALUATION OF ALTERNATIVES
Option 1: Expanding into different vertical markets
may be beneficial as
Dendrite's software is well established Efficiency - Effectiveness Matrix
according to the technology

Right Way
The entry point for new vendors is already

(Do things right)

Die Fast Flourish
smaller and has high competition

Efficiency
Option 2 Option 3
Option 2: Expanding into other functional areas:
The data with the company already provides

Wrong Way
cross-functional value for clients
Die Slowly Grow Slowly
Expert in Network technologies
Option 1 Current
Option 3: Enhance sales and marketing
application:
Wrong Things Right things
Competitive Threats
Effectiveness
Sales automation is required
(Do right things)
 RECOMMENDATION
We recommend expanding in other vertical areas within the pharmaceutical
firms because of the following reasons

1) Since they are already operating in the pharma industry it will be easier
for the sales team to pitch to companies. Moving to other industries will
take a long time.
2) Investment is significantly less (2-5 million$)
3) Already have a trained and experienced workforce
4) Competitors don't have customizable and optimized systems to provide
cross functional value for clients.
 PLAN B
USE SOME FRAMEWORK AND METRIX
THANK
THANK YOU
YOU
Evaluation of Alternatives