Sanofi is a leading pharmaceutical company based in the United States. Having been in the drug production industry, it has over the years been rising and making sales globally through its transformative management they have employed in running of its affairs.
Technology in this organization has brought about a more personalized customer experience as marketers bring only the relevant information to customers. They thus choose only the details of the product that they need and discard the rest (Sanchez, Macada, Sagardoy, 2014). Once information is directed to a consumer, this makes them feel special as the company addresses them personally. The management has tried to avoid the bombardment of emails to customers. Customers are also able to access information easily through their mobile devices. They are thus able to get updates from anywhere in the world. The channels of communication have also been unified ensuring that the customers use only a few channels to access information (Eastham, Tucker, Varma, Sutton, 2014).
Being a drug production company, Sanofi employed the Lewin’s change management model to bring about change in the way activities are done in their environment. Since most people resist change, the company used less effort to effect the change. Lewin’s change management model has three stages: freezing, transition and unfreezing (Gheorghe, Sebea,2013). Sanofi was developed at a time mobile technology was not advanced and recently for customers to efficiently adjust to the change, there had to be a transition, and again the company went back to a stable condition following these guidelines. Both the internal and external stakeholders had to embrace a period of transition before the modern health technology platform was put into full use. Sanofi has embraced modernization in its framework both in how it deals with the internal and external stakeholders by use of modern equipment in the drug production and use of mobile technology in reaching out to customers.
References
AL-Ghamdi, A. (2013). Change management strategies and processes for the successful ERP system implementation: A proposed model. International Journal of Computer Science and Information Security, (n.d.).
Retrieved from https://sites.google.com/site/ijcsis/
Eastham, J., Tucker, D. J., Varma, S., & Sutton, S. M. (2014). PLM software selection model for project management using hierarchical decision modeling with criteria from PMBOK® knowledge areas. Engineering Management Journal, 26(3), 13–24.
Gheorghe, C. M., & Sebea, M. (2013). Managing technological change in the international tourism business. Journal of Information Systems & Operations Management, 1–7. Retrieved from the Walden Library databases.
Sanchez, M. A., Macada, A. C. G., & del Valle Sagardoy, M. (2014). A strategy-based method of assessing information technology investments. International Journal of Managing Projects in Business, 7(1), 43–60.
