Comparative Analysis and Benchmarking: Corporate Strategy Analysis of Four International Pharmaceutical CompaniesThis research of corporate strategy analysis implements comparative analysis and benchmarking to analyse and examine the corporate strategy of the pharmaceutical sectors of 4 international pharmaceutical companies. This research adopts the hybrid approach of combining qualitative and quantitative methods in a two stages research design. Quantitative method is applied first to deal with the comparative figures, and then qualitative method is used to find out the problem. The design of this multiple research includes three phases: data collection, analysis, and reporting. The findings of this research can be divided into 4 parts: R&D/marketing, technology alliances, strategic acquisitions and merger, and manufacturing. The drug innovative projects are recommended being developed within the company's familiar therapeutic areas in order to take its marketing advantage. Through this comparative analysis, some of this type of problems of these international pharmaceutical companies is identified. A big pharmaceutical company forming alliances with some small biotechnology companies has become a trend within pharmaceutical industry since 1980s. For pharmaceutical companies, to take advantage of R&D through biotechnology is the main purpose of alliances with small biotechnology companies. It is important to note that most pharmaceutical acquisitions belong to the type of absorption with high resource transferring and low autonomy. Due to the high profit margin and the essential importance of R&D and marketing, the operation management of manufacturing of pharmaceutical industry is relatively poor. The low asset utilisation rate pointed out this problem. Academic researches have revealed that existing theories of operation management of manufacturing, such as action research, set-up reduction, teamwork, continuous improvement, collaboration, and involvement, are applicable and beneficial to pharmaceutical industry rather than waiting for the technology breakthroughs. |
Contents
| 9 | |
Research Theoretical Framework 25 26 27 | 25 |
The Pharmaceutical Industrial Background | 41 |
Comparative Figures of Markets | 55 |
Comparative Figures of RD | 85 |
Cross Analysis Empirical Findings and Managerial Implications | 99 |
Summary of Important Research Findings | 113 |
Common terms and phrases
acquisitions Aerospace alliances analyse the corporate analysis and benchmarking Annual Report Ansoff Ansoff Matrix Anti-bacteria Anti-virus Augmentin Automotive British Industrial Performance British pharmaceutical industry Business Publication 1998 cardiovascular combinatorial chemistry comparative analysis comparative figures Comparison of turnover Comparisons of R&D competition competitors corporate strategy cost Dermatology drug innovation existing market existing theories Gastro-intestine Glaxo Wellcome Global pharmaceutical markets GW SB Zeneca Historical Analysis ICC Business Publication identified implemented IMS Health Industrial Performance Comparisons Inter-company Comparison international pharmaceutical companies key products Mach management of manufacturing market share merger million in 1997 Novartis Group Novartis GW SB NSAID oncology operation management organisation pharmaceutical price regulation Product development pipeline profit margin R&D and marketing R&D expenditure R&D investments R&D/marketing interface Report and Accounts respiratory sales amount set-up reduction SmithKline Beecham Source strategy analysis technology breakthrough therapeutic area turnover by key turnover by therapeutic Unrelated technology Wang Warwick Manufacturing Group Wellcome's Zantac Zeneca Group
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