Marketing Crisis Management of C Pharmaceutical Company: Basis for Strategic Plan

Abstract

This research employed a quantitative descriptive research methodology to analyze the marketing crisis management of C Pharmaceutical Company, a Company Limited operating in Hunan Province since 2002. The study unveiled the company's evolution over its 21-year operational history, from a single drug business to a prominent player in centralized drug production, medical device research, and sales. With a workforce of 300 employees, extensive collaborations, and a unique role as the exclusive supplier of ephedrine and caffeine raw materials, the company showcased stability, growth orientation, and influence in the pharmaceutical industry, supported by robust financials with total assets of 2,034.7 billion yuan and annual sales revenue of 200 million yuan. The research recognized C Pharmaceuticals' marketing crisis management for its well-defined and adaptable scope, organized structure, and effective strategies. However, challenges in the dynamic communication landscape, internal team issues, and industry-specific preparedness were identified. The proposed strategic plan took a comprehensive approach, addressing challenges through proactive monitoring, industry-specific preparedness, improved crisis communication, internal resilience, and adapting to evolving communication channels. Additionally, engaging with industry experts for insights and advice was suggested to enhance the company's crisis management strategies. The research underscored the significance of continuous improvement, adaptability, and proactive measures in navigating the intricate nature of crisis management in the pharmaceutical industry.