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67 case(s) found.
The Sackler family and their 100%-owned company, Purdue Pharma, produced OxyContin pills by the millions, amassing a vast family fortune in the process. Those painkillers were responsible for a devastating opioid epidemic in the United States. For a business family, the “Oxy-Sacklers” are distinguished by their greed and lack of moral compass.
Reference 6849
Published 28 Nov 2023
Length 11 page(s)
Topic Family Business
Region North America
Industry Pharmaceuticals, Law Practice
The Sackler family and their 100%-owned company, Purdue Pharma, produced OxyContin pills by the millions, amassing a vast family fortune in the process. Those painkillers were responsible for a devastating opioid epidemic in the United States. For a business family, the “Oxy-Sacklers” are distinguished by their greed and lack of moral compass.
The case describes the lead-up to the offer to acquire Baxalta Inc by Shire PLC in the summer of 2015, weeks after Baxalta was spun out of Baxter’s BioScience business. The setting is the biopharmaceutical sector – the fastest-growing in the global pharmaceutical industry in 2014, when M&As reached a record $219.4 billion.
Reference 6690
Published 17 Jan 2022
Length 19 page(s)
Topic Strategy
Region Global
Industry Pharmaceuticals
The case describes the lead-up to the offer to acquire Baxalta Inc by Shire PLC in the summer of 2015, weeks after Baxalta was spun out of Baxter’s BioScience business. The setting is the biopharmaceutical sector – the fastest-growing in the global pharmaceutical industry in 2014, when M&As reached a record $219.4 billion.
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.
Reference 6388
Published 26 Mar 2018
Length 15 page(s)
Topic Responsibility
Region Asia
Industry Pharmaceuticals
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.
This case examines how a drug price increase by one small company, Turing Pharmaceuticals, became the focal point of a controversy that engulfed the entire drug industry. Turing’s decision to raise the price of its anti-infection drug Daraprim, from $13.50 to $750 per dose, is emblematic of the debate about the responsibilities of pharmaceutical companies and business more generally.
Reference 6253
Published 29 May 2017
Length 20 page(s)
Topic Responsibility
Region North America
Industry Pharmaceuticals
This case examines how a drug price increase by one small company, Turing Pharmaceuticals, became the focal point of a controversy that engulfed the entire drug industry. Turing’s decision to raise the price of its anti-infection drug Daraprim, from $13.50 to $750 per dose, is emblematic of the debate about the responsibilities of pharmaceutical companies and business more generally.
An international pharmaceutical company must decide on the pricing and access strategy for the first targeted medicine approved in China to treat advanced non-small cell lung cancer, a high mortality condition, in ALK-positive patients.
Reference 6138
Published 20 Aug 2021
Length 5 page(s)
Topic Marketing
Region Asia
Industry Pharmaceuticals
An international pharmaceutical company must decide on the pricing and access strategy for the first targeted medicine approved in China to treat advanced non-small cell lung cancer, a high mortality condition, in ALK-positive patients.
With the publication of CK Prahalad’s “The Fortune at the Bottom of the Pyramid” (2005), the poor were suddenly seen as a potential market in the eyes of multinational corporations (MNCs). Although poor, the BOP is a large and growing market.
Reference 6088
Published 27 Oct 2014
Length 27 page(s)
Topic Strategy
Region Asia
Industry Pharmaceuticals
With the publication of CK Prahalad’s “The Fortune at the Bottom of the Pyramid” (2005), the poor were suddenly seen as a potential market in the eyes of multinational corporations (MNCs). Although poor, the BOP is a large and growing market.
This case illustrates different growth strategies in the pharmaceutical industry. R&D management is a critical component of growth strategies, and the case demonstrates the importance of using a holistic framework for R&D when expanding the firm's business footprint.
Reference 6074
Published 21 Aug 2015
Length 10 page(s)
Topic Operations
Industry Pharmaceuticals
This case illustrates different growth strategies in the pharmaceutical industry. R&D management is a critical component of growth strategies, and the case demonstrates the importance of using a holistic framework for R&D when expanding the firm's business footprint.
This case illustrates different growth strategies in the pharmaceutical industry. R&D management is a critical component of growth strategies, and the case demonstrates the importance of using a holistic framework for R&D when expanding the firm's business footprint.
Reference 6074
Published 21 Aug 2015
Length 6 page(s)
Topic Operations
Industry Pharmaceuticals
This case illustrates different growth strategies in the pharmaceutical industry. R&D management is a critical component of growth strategies, and the case demonstrates the importance of using a holistic framework for R&D when expanding the firm's business footprint.
This is a two-party negotiation between a pharmaceutical company and a government agency to decide if a new medication will be put on the reimbursement list. The pharmaceutical company has a valuable new product, the government has semi-monopolistic power over whether (or not) drugs are listed.
Reference 6033
Published 27 Jan 2014
Length 4 page(s)
Topic Economics & Finance
Region Global
Industry Pharmaceuticals
This is a two-party negotiation between a pharmaceutical company and a government agency to decide if a new medication will be put on the reimbursement list. The pharmaceutical company has a valuable new product, the government has semi-monopolistic power over whether (or not) drugs are listed.
This is a two-party negotiation between a pharmaceutical company and a government agency to decide if a new medication will be put on the reimbursement list. The pharmaceutical company has a valuable new product, the government has semi-monopolistic power over whether (or not) drugs are listed.
Reference 6033
Published 27 Jan 2014
Length 5 page(s)
Topic Economics & Finance
Region Global
Industry Pharmaceuticals
This is a two-party negotiation between a pharmaceutical company and a government agency to decide if a new medication will be put on the reimbursement list. The pharmaceutical company has a valuable new product, the government has semi-monopolistic power over whether (or not) drugs are listed.
Companies regularly face difficulties, but sometimes they have to face a "life threatening" crisis. Such events challenge leadership, not least because of their complexity - technological puzzles, loyalty and political maneuvering, branding and communication issues, to name a few.
Reference 6031
Published 27 Jan 2014
Length 11 page(s)
Region Europe
Industry Pharmaceuticals
Companies regularly face difficulties, but sometimes they have to face a "life threatening" crisis. Such events challenge leadership, not least because of their complexity - technological puzzles, loyalty and political maneuvering, branding and communication issues, to name a few.
Companies regularly face difficulties, but sometimes they have to face a "life threatening" crisis. Such events challenge leadership, not least because of their complexity - technological puzzles, loyalty and political maneuvering, branding and communication issues, to name a few.
Reference 6031
Published 27 Jan 2014
Length 6 page(s)
Region Europe
Industry Pharmaceuticals
Companies regularly face difficulties, but sometimes they have to face a "life threatening" crisis. Such events challenge leadership, not least because of their complexity - technological puzzles, loyalty and political maneuvering, branding and communication issues, to name a few.