Amgen Europe has launched Aranesp, a second-generation EPO product in a market dominated by Johnson & Johnson's pioneering Eprex (US name Procrit), followed by NeoRecormon from Roche. One year after the launch, the sales and market share of Aranesp are below target.
Amgen Europe has launched Aranesp, a second-generation EPO product in a market dominated by Johnson & Johnson's pioneering Eprex (US name Procrit), followed by NeoRecormon from Roche. One year after the launch, the sales and market share of Aranesp are below target.
This suite of cases begins with an overview of a promising alliance between a multinational Swiss pharmaceuticals firm and a start-up with cutting-edge technology in drug delivery systems. At the end of the case, the alliance has slid into crisis. In the six B caselets, three stakeholder groups from each partner in the alliance prepare to advance their visions of how it should continue - or end.
This suite of cases begins with an overview of a promising alliance between a multinational Swiss pharmaceuticals firm and a start-up with cutting-edge technology in drug delivery systems. At the end of the case, the alliance has slid into crisis. In the six B caselets, three stakeholder groups from each partner in the alliance prepare to advance their visions of how it should continue - or end.
With 2005 sales of $12.2 billion, Lipitor was the world's largest pharmaceutical product and, by itself, would have been the 14th largest pharmaceutical company. The (A) case describes the market entry and rise to market leadership of Lipitor.
With 2005 sales of $12.2 billion, Lipitor was the world's largest pharmaceutical product and, by itself, would have been the 14th largest pharmaceutical company. The (A) case describes the market entry and rise to market leadership of Lipitor.
The case describes the development and US launch of Celebrex, the first Cox-2 inhibitor, which is co-promoted by Pfizer and Searle. The launch was phenomenally successful. However, four months after launch Celebrex is facing three issues: (1) How to address the mix-ups between Celebrex and two drugs with similar names?
The case describes the development and US launch of Celebrex, the first Cox-2 inhibitor, which is co-promoted by Pfizer and Searle. The launch was phenomenally successful. However, four months after launch Celebrex is facing three issues: (1) How to address the mix-ups between Celebrex and two drugs with similar names?
With 2005 sales of $12.2 billion, Lipitor was the world's largest pharmaceutical product and, by itself, would have been the 14th largest pharmaceutical company. The (A) case describes the market entry and rise to market leadership of Lipitor.
With 2005 sales of $12.2 billion, Lipitor was the world's largest pharmaceutical product and, by itself, would have been the 14th largest pharmaceutical company. The (A) case describes the market entry and rise to market leadership of Lipitor.
This suite of cases begins with an overview of a promising alliance between a multinational Swiss pharmaceuticals firm and a start-up with cutting-edge technology in drug delivery systems. At the end of the case, the alliance has slid into crisis. In the six B caselets, three stakeholder groups from each partner in the alliance prepare to advance their visions of how it should continue - or end.
This suite of cases begins with an overview of a promising alliance between a multinational Swiss pharmaceuticals firm and a start-up with cutting-edge technology in drug delivery systems. At the end of the case, the alliance has slid into crisis. In the six B caselets, three stakeholder groups from each partner in the alliance prepare to advance their visions of how it should continue - or end.
This suite of cases begins with an overview of a promising alliance between a multinational Swiss pharmaceuticals firm and a start-up with cutting-edge technology in drug delivery systems. At the end of the case, the alliance has slid into crisis. In the six B caselets, three stakeholder groups from each partner in the alliance prepare to advance their visions of how it should continue - or end.
This suite of cases begins with an overview of a promising alliance between a multinational Swiss pharmaceuticals firm and a start-up with cutting-edge technology in drug delivery systems. At the end of the case, the alliance has slid into crisis. In the six B caselets, three stakeholder groups from each partner in the alliance prepare to advance their visions of how it should continue - or end.
This suite of cases begins with an overview of a promising alliance between a multinational Swiss pharmaceuticals firm and a start-up with cutting-edge technology in drug delivery systems. At the end of the case, the alliance has slid into crisis. In the six B caselets, three stakeholder groups from each partner in the alliance prepare to advance their visions of how it should continue - or end.
This suite of cases begins with an overview of a promising alliance between a multinational Swiss pharmaceuticals firm and a start-up with cutting-edge technology in drug delivery systems. At the end of the case, the alliance has slid into crisis. In the six B caselets, three stakeholder groups from each partner in the alliance prepare to advance their visions of how it should continue - or end.
This suite of cases begins with an overview of a promising alliance between a multinational Swiss pharmaceuticals firm and a start-up with cutting-edge technology in drug delivery systems. At the end of the case, the alliance has slid into crisis. In the six B caselets, three stakeholder groups from each partner in the alliance prepare to advance their visions of how it should continue - or end.
This suite of cases begins with an overview of a promising alliance between a multinational Swiss pharmaceuticals firm and a start-up with cutting-edge technology in drug delivery systems. At the end of the case, the alliance has slid into crisis. In the six B caselets, three stakeholder groups from each partner in the alliance prepare to advance their visions of how it should continue - or end.
This suite of cases begins with an overview of a promising alliance between a multinational Swiss pharmaceuticals firm and a start-up with cutting-edge technology in drug delivery systems. At the end of the case, the alliance has slid into crisis. In the six B caselets, three stakeholder groups from each partner in the alliance prepare to advance their visions of how it should continue - or end.
This suite of cases begins with an overview of a promising alliance between a multinational Swiss pharmaceuticals firm and a start-up with cutting-edge technology in drug delivery systems. At the end of the case, the alliance has slid into crisis. In the six B caselets, three stakeholder groups from each partner in the alliance prepare to advance their visions of how it should continue - or end.
Inspired by C.K. Prahalad’s “The Fortune at the Bottom of the Pyramid”, Novartis was exploring ways to build a sustainable business for the BOP in India that would improve access to healthcare for the poor while being financially profitable, unlike Novartis's traditional philanthropic and corporate social responsibility approaches.
Inspired by C.K. Prahalad’s “The Fortune at the Bottom of the Pyramid”, Novartis was exploring ways to build a sustainable business for the BOP in India that would improve access to healthcare for the poor while being financially profitable, unlike Novartis's traditional philanthropic and corporate social responsibility approaches.
Pharmaceuticals, New Product Development and Innovation, Marketing Management
