Eli Lilly and Company: Innovation in Diabetes Care. Essay

Several nationwide programs and incentives were administered in the last couple of decades to promote awareness of diabetes and hopefully help prevent millions of Americans from developing diabetes. Health Agencies, such as World Health Organization (WHO) and Center of Disease Control and Prevention (CDC), have developed objectives to tackle diabetes. Some of these objectives include conducting surveillance and obtaining diabetes data to identify trends in the population, spreading awareness about the condition, and developing programs that will enhance diabetes care and ensure the longevity of the patients. Various programs have been developed but while some excel, others fail to benefit the lives of the patient.

Those target markets who rely on Johnson & Johnson health and medical needs are mostly patients, doctors, nurses and civilians. Therefore, the company need to sustain their products and services over all these years to ensure that lower income people and underprivileged patients are able to access on their medicines. This however requires the company to balance patient’s access and competitive dynamics in line with their need as the company need to have enough resources to keep on being innovating, creating new and better medicines and at the same time making sure there will be a fair return to the shareholder as well. Johnson & Johnson also work closely with the governments, physicians, non-government organizations and the international donors all around the world to provide its products within an affordable prices to its

In 2008, Johnson & Johnson was named the 3rd best performing stock on the Dow Jones Industrial Average. It has uniquely positioned itself to remain a leader in a competitive industry against the rapidly changing backdrop of healthcare. The company’s main competitors are Eli Lilly, Novartis and

The company is so large that no one drug can lift it from its current sales doldrums. In addition, the company was once highly attractive to investors, but its recent stock price fell to 1997 lows. This may put pressure on the company to attempt acquisitions at a time when the company is ill-equipped to integrate a new company into its organization, and it is engaged in a cost-cutting program at a time when it may need to invest even more in research and development (McTigue Pierce, 2005).

provider of this dependent submarket, CMI has limited alternatives, other than expanding its market share, to counter an adverse economic environment. • Historically, CMI has competed through its technical competence and by its product performance, presenting superior products as result of effective R&D processes. • Other collaborators / prescribers / influencers have an important role in the market. As CMI prepares to launch a new revolutionary

* Buyers try to switch cost because of the same product available at other retail stores.

I am certain that in most circumstances, diabetics wish the cost of their insulin was significantly lower. Heck, many my clients on any prescription, chose the lower cost generic over the higher cost brand when given the choice. A couple of years ago, one of my clients advised me that there is an option on the market available for those that are insulin dependent diabetics. Of course, let me start this article with a short disclaimer; I am not a medical professional and any resources that I share in this article are for informational purposes only. If you are interested in exploring these options, I implore you to have a detailed discussion with your physician.

The goal here is to keep the prices down, keep the people buying and keep the materials flowing. A key strategy business use to keep prices down is to externalize costs. That means that the price tags on consumer products don’t capture the true costs of producing and distributing all these stuff.

Merck’s diverse product lines provide the company with a broad target customer base of doctors and any consumer in need of medication. Their

Eli Lilly was approached by a leading pharmaceutical firm in India to consider building a joint venture together. Ranbaxy Laboratories began as a family business in the 1960’s, but with strong entrepreneurial skills the company grew to become one of the largest manufacturers for bulk drugs and generic drugs. The two companies considered pursuing a joint venture that would support on another’s products by supplying one other with ingredients to complete company products without having to trade with other companies internationally. The JV would potentially lead both companies, together to become a dominant force in the Indian market.

The last alternative could be to create a better marketing about their products, to compare their brand with the competition so the market can understand that the differences between prices is because of the good quality, the brand name, the knowledge, and that they are the only ones, the expert ones on those kind of products.

Eli Lilly and Company is a pharmaceutical company that integrates many departments and supply-chain management. The company in itself discovers, develops, manufactures, and sells its drug. The company’s smaller segment also includes animal health business. They manufactures and distribute its products through either leased or owned facilities throughout the United States, Puerto Rico, and several other countries (25), selling in approximately 140 countries.

This report provides an analytical strategic review of the global pharmaceutical industry; its origin, evolution,

(4) “Eli Lilly claimed the number one based on dollar sales and Novo Nordisk claimed the number one based on unit sales” (p. 4) Novo saw this as the impediment to their business and wanted to take leadership of the United States diabetes market by launching the pen into their product repertoire. However, Lilly became the leading company in the international insulin market, resulting in 80% of the $500 million U.S. business and

Although consumers noticed it but decided to go along with it as far as the company does not tingles with prices.