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20 cases found.
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.
- By
Reference 6690
Published 17 Jan 2022
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.
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.
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Reference 6033
Published 27 Jan 2014
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.
- By
Reference 6033
Published 27 Jan 2014
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.
The case presents a situation in which Merck’s World Wide Licensing (WWL) division needs to make important organizational decisions to increase the speed, the breadth and the efficiency of its global licensing and partnering activities.
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Reference 5962
Published 30 Jul 2014
Topic Strategy
Region Global
Industry Pharmaceuticals
The case presents a situation in which Merck’s World Wide Licensing (WWL) division needs to make important organizational decisions to increase the speed, the breadth and the efficiency of its global licensing and partnering activities.
The case investigates the impact of the increasing trend of pharmaceutical firms to outsource core research activities to biotech firms and other contract research organizations. The fluid nature of supply chain design in evolving industries is highlighted, and robust supply chain policies to respond to this evolution are proposed.
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Reference 5812
Published 27 Feb 2012
Topic Operations
Region Global
Industry Pharmaceuticals
The case investigates the impact of the increasing trend of pharmaceutical firms to outsource core research activities to biotech firms and other contract research organizations. The fluid nature of supply chain design in evolving industries is highlighted, and robust supply chain policies to respond to this evolution are proposed.
This case examines how the European pharmaceutical company Tibotec, part of J&J, engaged in a partnership with the International HIV/AIDS Alliance, an established NGO in Uganda. The case presents the learning that arises from this partnership, both for the private company and for the NGO.
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Reference 5742
Published 20 Apr 2011
Topic Responsibility
Region Global
Industry Pharmaceuticals
This case examines how the European pharmaceutical company Tibotec, part of J&J, engaged in a partnership with the International HIV/AIDS Alliance, an established NGO in Uganda. The case presents the learning that arises from this partnership, both for the private company and for the NGO.
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.
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Reference 5570
Published 01 Oct 2006
Topic Strategy
Region Global
Industry Pharmaceuticals
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.
- By
Reference 5570
Published 10 Jan 2006
Topic Strategy
Region Global
Industry Pharmaceuticals
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.
- By
Reference 5570
Published 10 Jan 2006
Topic Strategy
Region Global
Industry Pharmaceuticals
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.
- By
Reference 5570
Published 10 Jan 2006
Topic Strategy
Region Global
Industry Pharmaceuticals
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.
- By
Reference 5570
Published 10 Jan 2006
Topic Strategy
Region Global
Industry Pharmaceuticals
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.
- By
Reference 5570
Published 10 Jan 2006
Topic Strategy
Region Global
Industry Pharmaceuticals
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.