could review and guide top management, and could create access for it to major publics such as the scientific community. . . . This, in turn, led to a long-run strategy for Merck which, within a decade, gave a company that had started far behind the old pros in its ... lots nationally a rather than simply in mere hundreds of $5 mail orders to sanitarium patients and the health-conscious in nearby regions.
|Title||:||Corporate staying power|
|Author||:||James B. Hobbs|
|Publisher||:||Free Press - 1987|