Since the demanding challenges of the pharma industry require continuous improvement, customer feedback is essential to find potential future improvement options. In order to assess the current customer satisfaction an online survey was conducted and investigated. Within the thesis the following aspects have been worked out: -A Status-Quo analysis of the current procedure -An analysis of potential differentiation opportunities in the order-to-cash process -One/Two concrete improvement suggestion/differentiation possibilities

To analyze the current satisfaction rating of the order-to-cash process an online survey was sent out to a selection of customers of the pharma company. Furthermore, as an internal assessment, feedback from employees or colleagues in other affiliates was gathered. In both cases, the data was analyzed in regard to the Jobs-to-be-Done Model by C. Christensen (Christensen, Cook, & Hall, 2006). Current pains and gains of the process, as well as potential future gains were identified and assessed. To visualize these aspects, the Customer Profile by Osterwalder (2014) was used.

Having analyzed the current order-to-cash process, the level of customer satisfaction has been defined majorly positive. Pre-defined pain points of the internal assessment were repeatedly confirmed within the survey and a general fulfillment of the different Jobs-to-be-Done for customers can be stated. Moreover, also several different gains have been identified as, for example, the simplicity of the order/return process, deliveries on the following day and prompt invoicing. In regard to the inconveniences in the procedure, the fixed order timeframe, the timing of shipments and a lack of weekend deliveries were identified. However, it has to be considered, that the answers resulting in current gains, outnumber the aspects that were defined as pains. Apart from that, an option for centralized ordering, a delivery tracking system and an information sheet for returns were identified as potential future gains. Therefore, two options were further evaluated as improvement opportunities.