Beruflich Dokumente
Kultur Dokumente
Lukmon Sumola
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Table of Contents
List of Abbreviations
The Organisation for Economic Co-operation and Development
OECD
MPA Mobile Product Authentication
WHO World Health Organisation
RFID Radio Frequency Identification
ERP Enterprise resource Planning
SC Supply Chain
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1.0 Introduction
The number of manufacturing products moving backward and forward across global
marketplaces due to the integration of world economy, globalisation, increase in high speed
internet and telecommunication is astonishing. It provides substantial business opportunities and
challenges, products and services can be purchased from suppliers in different geographical
locations. Therefore, it opens doors for the counterfeit products to travel easily to countries with
weak regulatory and enforcement systems.
The fake goods is manufactured across every business sectors and the list of counterfeit products
create a daunting challenge to compile. However, the socio-economy implication of
counterfeiting cannot be overlooked, the magnitude and impact compel tougher action from
governments, consumers, and businesses alike. The counterfeiting of pharmaceuticals further
highlight the danger, fake medical products are a major health risk for us all. The amount of
counterfeit pharmaceuticals sold across border is staggering, the third world countries are the
likely destination and the breeding ground often used by the counterfeit criminals.
This writing aims to present the innovative solution leverage by Sproxil to eradicate counterfeit
medical products market in the less developed countries. It looks into how the company
capitalised in the gap in pharmaceutical security market to provide differentiated service
offerings that open up a new market and create immense value to their customers, government,
and customers’ customers. In this article, we delineate the constituent components of value chain
as it applied to Sproxil operations and recommend six thinking hats to bring out workforce
creativity.
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2.0 The Counterfeit Products Market
The counterfeit products are found everywhere in the world and in all sectors of the economy.
The accuracy of defining the extent of fake products is a problem, obtaining accurate field
statistic is a herculean task, and the estimate varies. However, the counterfeit products is a multi-
billion dollar underground economy producing hundreds of billion dollars fake products yearly.
The Organisation for Economic Co-operation and Development (OECD) statistic shows that
counterfeit products rate is minimum in the industrial countries but high in the countries where
regulatory and enforcement systems are weak. The region with the highest rate of counterfeit
products are African countries, Asia, and Latin America. In most of these countries, more than
30% of the prescription drugs in the market can be counterfeit.
The counterfeit products market is estimated by the OECD to be at region of $250 billion
annually in 2009. There are other studies that report approximately $600 billion annual increase
in the counterfeit products in the last four years, of which Counterfeit medicine alone accounts
for $200 billion. The pharmaceutical industry world-wide loses considerable amounts to
counterfeit criminal. However, the ultimate losers are the customers that received suboptimal
prescription drugs at excessive price which can sometimes exposed them to health and safety risk
or possibly death.
In some less developed countries, the counterfeit pharmaceutical fatalities yearly statistic figures
can be in the estimate of six figures. Although, the death tolls is unknown but significant number
of people have lost their life. According to WHO, over 100,000 deaths yearly linked to counterfeit
pharmaceuticals in Africa alone. The estimate of 700,000 deaths globally caused by counterfeit
malaria and tuberculosis medicines reported by The British think-thank network. Therefore, to
reduce and eradicate counterfeit pharmaceutical, discourage counterfeiters, minimise death tolls
caused by usage of fake products, and improve sales of genuine prescription drugs, the
investment in technology present the best way forward.
Overt – The overt features enable the end users to verify the authentication of a pharmaceutical
product package, the feature is attached to the pack but it is difficult and expensive to reproduce.
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The most popular overt features is the dove hologram used to protect credit cards. The examples
include, unique sequential numbering, Holograms, optical variable devices, security graphics etc.
Covert- The covert features have hidden component not visible to outsider, it helps the brand
owner to identify fake medicines. The example of Covert include, embedded image, digital
watermarks, laser coding etc.
Forensic Markers- use require laboratory testing or field test kits to scientifically prove
authentication. The example include, Biological taggants, DNA taggants etc.
Track and Trace – It involves assigning a unique identification number to each product unit
during manufacture, which then remain with the product throughout it life cycle. The example
include, serialisation, barcodes, radio frequency Identification (RFID) etc.
Sproxil differentiate its service offering from other competitors by leverage the existing growing
technology at our fingertips to prevent consumers of being reap off and expose to health and
safety risk by the counterfeiters.
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The financial outlook of anti-counterfeit market is quite attractive, and the external factors of five
competitive forces swing in favour of Sproxil at the moment. Being the early adopter, the
company could earn attractive return on investment. Although, the new entrant to the market
posed low threat due to setup cost and technological knowhow. The substitute brand in the market
technology systems are not as effective. The industry competitors will need to reinvent the wheel
to retain the market share. The product manufacturers will do anything to keep counterfeiters at
bay. The backward integrations from the mobile network, software and hardware suppliers are
the major worries that pose high threat to the Sproxil existence.
According to Porter (1998) it is necessary to examine all the activities a company performs and
how they interact to analyse the source of competitive advantage. The source of Sproxil
competitive advantage stem from series of activities the company perform to deliver value-added
services the customers are willing to pay for. These discrete activities a company perform in
designing, producing, marketing, delivering and supporting was coined by Porter (1998) as a
value chain. The concept of value chain is based on a process view of an organisation, it is the
idea of viewing organisation as a system made up of subsystems each with inputs, transformation
processes and output that acquire and consume resources. In the form of labour, money,
materials, building, equipment, land, administration and management. Porter (1998) further
stated that how company manages value chain activities determines costs and affect profit. The
two main categories of business activities identified are primary and support activities, of which
all the activities are interlinked and act as a complete business system.
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The primary activities consist of the following:
3.1.2 Operations
All the activities Sproxil required to transform input into outputs to satisfy their customers (The
consumer, the distributor and the brand owners). The daily operations will include collection of
products data from the manufacturers, through integrated ERP system between Sproxil and the
customers. The backend system will use the data to monitor customers products as it travel
through the supply chain pipeline until it finally consumed. The customer support desk designed
to give 24/7 support to their customers’ customers by providing assistance during verification
process, give medical advice, and escalate counterfeit or stolen products. The backend system
response to SMS text message in real time alerting consumers of fake/nor fake or stolen products.
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prepare a unique service offering that meet specific needs of the customers and focus on
delivering of exceptional value difficult for prospect customers to turn down. The company use
various medium of market communicate tools suitable to the targeted region to promote its
products. In addition, due to the nature of the solutions the company provide, Sproxil supports
anti-counterfeit campaign to raise awareness of it services and lobby the countries policy makers
and the regulators. The code counter on the website used as a testimony to show that the service
is effective and efficient in combating fake pharmaceuticals and that people are using the
services.
3.1.5 Services
It includes all the activities required to keep the services provided by Sproxil to be working
effectively for the customers. Sproxil offers exceptional customer service to the customers’
customer at zero cost. It partners with all local mobile network providers to ensure that the
confirmation SMS text message is at no cost for the end users. The company respond on time to
customers’ customer queries and formed a partnership arrangement with their key customers.
Sproxil’s client portal provides access to pharmaceutical manufacturers concerning
pharmaceutical sales, stolen drugs, and suspected counterfeit.
Porter (1998) tells us that support activities are divide into four generic categories, each activity
have numerous distinct value activities, which includes:- Procurement, Human Resources,
Technological development, and Infrastructure.
3.1.6 Procurement
The function responsible for all the purchasing of materials, services, and other consumable
items. This will includes the building sproxil used to carry out its operations, the office
equipment, hardware and software, stationery etc. The company outsource all components or
operations that cannot be performed in-house without incur high cost to third-party company to
concentrate on core competence.
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substitutable source of competitive advantage. The company invest in staff development program
and training.
3.1.9 Infrastructure
It consists of numerous activities including planning, management, finance, accounting, quality
management, and government affairs. Effective management of all sproxil information and
technological systems can contribute significantly to the company cost position. While at the
same time, service offerings quality lapse will have direct implication on revenue thereby threat
the market position of Sproxil.
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The six thinking hats are characterised by the following colours –
White It focuses on information and data. The white hat is neutral and objective.
It is about feelings, intuitions and emotions. The hat allow you to present view without
Red justification and explanation.
It is for caution, risk assessment, and critical. It is possibly the most useful hat. It should not be
Black overused, though, it is easy to be overused. It can be dangerous when overused.
Yellow The logical positive. It is about hope and positivity. It help find benefits and value in a situation.
It a creative hat, about generating new ideas, concepts, and perceptions. When this hat is put
Green on, everybody is creative, find possibilities and alternatives.
Blue It is use for thinking about thinking. It is about process, control, and taking overview.
5.0 Recommendation
The anti-counterfeit technologies market is growing at a rapid rate. The individual market players
will continue to fight to widen their market share and extend competitive advantage. Sproxil
cannot continue to rely and depend on the old recipes, standing still mean falling down.
Therefore, for Sproxil to sustain and improve competitive position, and continue to provide
value-added services customers are willing to pay for. The company must create a learning
workforce through education and training to promote innovative skills within. Education and
training is a predictor of employees’ commitment and job satisfaction. When employees are
committed, they stays with the company through thick and thin, and shares company goals.
Investment in six thinking hats training to invent constructive medium of thinking among
workforce bring huge benefits, especially in generating creative and innovative ideas.
Deployment of De Bono literal thinking tools in Sproxil will ensure that all workforce are
thinking in the same direction cooperatively. Thinking together in parallel will improve meeting
time and boost innovation. The training should start from the top management cascading
downward to the floor workers.
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6.0 Reference
http://www.unodc.org/documents/data-and-analysis/tocta/8.Counterfeit_products.pdf viewed
on 5th Nov.,2013.
Morris, J. & Stevens, P. (2006) Counterfeit medicines in less developed countries: Problems
and solutions, publisher, MacGuru Ltd, UK. Viewed on 6th Nov, 2013 on
http://www.hks.harvard.edu/var/ezp_site/storage/fckeditor/file/Morris_Stevens.pdf
Porter, M.E (1998) Competitive Advantage: Creating and Sustaining Superior Performance.
Bansal, D., Malla, S., Gudala, K., and Tiwari, P. (2012) Anti-Counterfeit Technologies: A
Pharmaceutical Industry Perspective Sci. Pharm. Vol. 81, no.1, Pp. 1–13.
Bono, E.D. (1985) Six Thinking Hats: An Essential Approach to Business Management.
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