PHARMACEUTICAL

Excerpt from Article in Pharmaceutical Executive Magazine
Written for Consulting Firm
China: Challenge and Opportunity for Pharmaceutical Companies 

The pharmaceutical industry, like much of the business world, had for a time been enamored with The Republic of China. The reasons for that attraction were many. Most alluring was China's ever-increasing population—now 1.2 billion. Plush state-funded healthcare reimbursement plans encouraged the sale of drugs. Chinese consumers perceived foreign pharmaceutical products to be of high quality. And the Chinese government was offering significant incentives for foreign investment. As a result, China enjoyed a hearty influx of foreign pharmaceutical investments in the 1980s.

More recently, however, the industry learned that China was not quite as attractive as it appeared. Doing business there was far more difficult than some initially thought. Today, though opportunities in China are still vast, competition is intensifying, and the challenges in seizing the opportunities are significant. 
 

Excerpt from Consulting Firm's Capabilities Brochure
Promote Product Development

Product exclusivity is the lifeline of competitive advantage, but even in the largest pharmaceutical companies, research capabilities are limited. Yet there are many small biotech firms working on solutions to diseases. Alliances with such firms are proving to be a viable alternative or supplement to in-house development. 

(Company) has been involved in identifying suitable matches (with domestic and international companies) and putting together relationships that have proven highly synergistic. We can help you help structure the arrangement, facilitate the sharing of rights and profits, and audit royalties.

Excerpt from White Paper 
NAFTA: Threat or Opportunity?

In dealing with cost and price pressures, the pharmaceutical industry has been pulled apart by the need for global economies on one hand and national barriers on the other. This dichotomy has lead to the fragmentation of operations across countries. The industry is, in other words, beset by many plants and little integration.

For some time, national barriers to trade and investment have forced companies to splinter their operations. For example....

Excerpt from Article in Pharmaceutical Executive Magazine Written with Consultant
Managing the Aftermath of Mergers and Acquisitions

... Many mergers and acquisitions do not generate the benefits that were expected because the companies do not address properly two key issues: people and processes. For example, top performers leave, and with them go the driving force behind major initiatives and prospects. Or employees are so focused internally on the merger, they neglect their day-to-day responsibilities. Or with people worrying about where they will fit in the new scheme, operational paralysis sets in, delaying and influencing important decisions. In brief, mergers and acquisitions fall short of their intended goals because the partners do not devote enough attention to the impact on the people and processes that give life to a company.