The case illustrates the problems faced by manufacturers of high retail concentration and the application of negotiation skills. The consequences of the termination of the relationship between the manufacturer and the distributor are also analysed.
The case illustrates the problems faced by manufacturers of high retail concentration and the application of negotiation skills. The consequences of the termination of the relationship between the manufacturer and the distributor are also analysed.
The French subsidiary of the German publishing company Gruner & Jahr, itself a subsidiary of the Bertelsmann Group, is considering the launch of a new business magazine called CAPITAL. The market looks unattractive, is new to the company, and the financial risk is high. The case describes the various steps in product development.
The French subsidiary of the German publishing company Gruner & Jahr, itself a subsidiary of the Bertelsmann Group, is considering the launch of a new business magazine called CAPITAL. The market looks unattractive, is new to the company, and the financial risk is high. The case describes the various steps in product development.
This case describes a technological partnership between a large firm (Ciba-Geigy) and a small firm (ALZA), over the period 1977-84. It describes the pharmaceutical industry setting, the companies and the events leading up to the partnership opportunity.
This case describes a technological partnership between a large firm (Ciba-Geigy) and a small firm (ALZA), over the period 1977-84. It describes the pharmaceutical industry setting, the companies and the events leading up to the partnership opportunity.
The case describes the evolution, between the 1970s and the 1990s, of the new product development process in the Calor division of the French SEB group, a world leader in small household durables. Calor has tried out a wide range of different approaches to new product development, some highly successful, others less. Marketing domination of the process was not associated with success.
The case describes the evolution, between the 1970s and the 1990s, of the new product development process in the Calor division of the French SEB group, a world leader in small household durables. Calor has tried out a wide range of different approaches to new product development, some highly successful, others less. Marketing domination of the process was not associated with success.
The cases describe the development, worldwide launch, and subsequent marketing of a new pharmaceutical product which, although it represented only a slight improvement over the category pioneer, not only became the leading product in its category, but the largest prescription pharmaceutical product overall worldwide.
The cases describe the development, worldwide launch, and subsequent marketing of a new pharmaceutical product which, although it represented only a slight improvement over the category pioneer, not only became the leading product in its category, but the largest prescription pharmaceutical product overall worldwide.
The cases describe the development, worldwide launch, and subsequent marketing of a new pharmaceutical product which, although it represented only a slight improvement over the category pioneer, not only became the leading product in its category, but the largest prescription pharmaceutical product overall worldwide.
The cases describe the development, worldwide launch, and subsequent marketing of a new pharmaceutical product which, although it represented only a slight improvement over the category pioneer, not only became the leading product in its category, but the largest prescription pharmaceutical product overall worldwide.
The cases describe the development, worldwide launch, and subsequent marketing of a new pharmaceutical product which, although it represented only a slight improvement over the category pioneer, not only became the leading product in its category, but the largest prescription pharmaceutical product overall worldwide.
The cases describe the development, worldwide launch, and subsequent marketing of a new pharmaceutical product which, although it represented only a slight improvement over the category pioneer, not only became the leading product in its category, but the largest prescription pharmaceutical product overall worldwide.
This case series deals with a technological partnership between a large firm (Ciba-Geigy) and a small firm (ALZA). It covers a period of about eight years: from 1977 until 1984. The first cases describe the pharmaceutical industry, the two companies, and the events leading up to the partnership opportunity.
This case series deals with a technological partnership between a large firm (Ciba-Geigy) and a small firm (ALZA). It covers a period of about eight years: from 1977 until 1984. The first cases describe the pharmaceutical industry, the two companies, and the events leading up to the partnership opportunity.
Abstract: See Advanced Drug Delivery Systems: ALZA and Ciba-Geigy (A) - (F).
Abstract: See Advanced Drug Delivery Systems: ALZA and Ciba-Geigy (A) - (F).
Abstract: See Advanced Drug Delivery Systems: ALZA and Ciba-Geigy (A) - (F).
Abstract: See Advanced Drug Delivery Systems: ALZA and Ciba-Geigy (A) - (F).
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
