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17 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.
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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.
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.
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Reference 6088
Published 27 Oct 2014
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.
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.
Tracing the evolution of the Global Alliance for Vaccines and Immunization since its inception as the first global public-private partnership for the immunization of children in the developing world, this two-part case offers an overview of the functioning and the funding mechanisms developed to shape the vaccine market and encourage western pharmaceutical firms to produce low-price vaccines for
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Reference 5880
Published 07 Apr 2013
Topic Strategy
Region Global
Industry Pharmaceuticals
Tracing the evolution of the Global Alliance for Vaccines and Immunization since its inception as the first global public-private partnership for the immunization of children in the developing world, this two-part case offers an overview of the functioning and the funding mechanisms developed to shape the vaccine market and encourage western pharmaceutical firms to produce low-price vaccines for
Faced with increasing parallel imports, Pfizer in Europe decides to change its drug distribution strategy. It introduces a 'Direct to Pharmacy' scheme whereby distributors become mere logistics companies. Pfizer also introduces 'dual pricing' to force wholesalers to sell the drugs in the targeted country.
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Reference 5679
Published 23 Feb 2011
Topic Strategy
Region Europe
Industry Pharmaceuticals
Faced with increasing parallel imports, Pfizer in Europe decides to change its drug distribution strategy. It introduces a 'Direct to Pharmacy' scheme whereby distributors become mere logistics companies. Pfizer also introduces 'dual pricing' to force wholesalers to sell the drugs in the targeted country.
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.
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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.
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.