Gsk: Internal Innovation Strategy

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

1. The maintenance of cultures as parallel and equal to the dominant culture in a society is?

EPPOSI is an international association committed to support healthcare policymaking. It is an advisory committee for pharmaceutical industries, academic and patient organisation to interact and exchange knowledge. The members of EPPOSI include five industrial associations and 18 large pharmaceutical and biotechnology companies. Through advanced innovation programs, EPPOSI research is focused on chronic conditions management (AIP-CCM), health technology assessment (AIP-HTA), innovation in healthcare (AIP-INNO) and rare diseases

The company mission statement indicates that it envisions becoming a principal pharmaceutical manufacturing corporation with a special dedication to advance innovation in medicine with the

3) 3M, Hewlett-Packard, Lego, and other companies use the ________ to manage the innovation process.

Now that the product claim, healthcare market, and product has been established, it’s important to interpret the steps found previously to the vaccination patch. In doing so, this will establish the roles of each management team as well as vision of the product. This clear and concise strategy will be utilized to help receive sponsors. It includes the exact outline of the path needed in order for the product to be successful. This includes the company executives, investors, scientists, the project manager, and medical professionals as it requires various aspects of the company in order to produce the vaccination patch. More specifically, the vaccination patch will include the requirements of developing the vaccination patch in not only the United States but also in other countries as well. This further enable options such as distribution channels focused on meeting needs of those in underdeveloped countries. This is a 3-4 month time frame is as every detail must be accounted for in precision.

The clinical research market is a very vast and ever changing market. There are continuous evolutions taking place and there are always new products coming into market everyday. Though it takes many years for a drug to come into market there is a continuous research going on. There are advancements taking place continuously in this industry, which is not possible without the main players and stakeholders within the industry. These stake holders range in a broad area which include site management organizations, researchers, developers, regulators, participants, government agencies etc.

Value creation means increase the value of products, service and even business to meet the customers’ needs and requirements so that they can get competitive advantages. (Business Fundas, 2012) As we analyzed, fast food industry’s threat of new entrants is low and the availability of substitutes is high. It’s a fare market which the buyers have strong powers.

Amgen Inc. is a biotech company. The responsibilities of the Product Development Teams (PDT’s) can be described as “discretionary cost centres”. The output of a PDT is therefore difficult to relate to its

“GlaxoSmithKline (GSK) is a global healthcare company specialized in the discovery, development, manufacturing and marketing pharmaceutical and consumer health-related products. GSK has operations in about 114 countries, with products being sold in over 150 countries”.

D. Identify and briefly describe the three things that companies need to be good at in order to

Achieve a median composite eight-year product development cycle by 2010. Deliver two new molecular entity (NME) launches on average per year from 2010. In order to achieve the above objective, ensure that we have 10 or more NMEs in Phase III development by 2010. Development cycle times and quality for small molecules and biologics. Number of NME launches per year. Attrition rates. Number of development projects by phase. Number of in-licensing deals, alliances and acquisitions. R&D investment levels. Improving R&D quality and speed through leading-edge science, effective risk management and decision-making and overall business efficiency. Maximising the value of our biologics business and continuing to build a major presence in this fast-growing sector. Investing in external opportunities to enhance our internal innovation through in-licensing, alliances and acquisitions. 2008 target exceeded for small molecule development cycle times. NME and life-cycle management progressions

GSK is the 2nd largest pharmaceutical firm in the world, and the largest in the UK by sales and profits, it is responsible for 7% of the worlds pharmaceutical market, and has its stocks listed both in UK and US (O 'Rourke, 2002). The origin of the so called blockbuster model, is partly linked with Glaxo (as it was previously known). In the early 80’s, then Glaxo brought to light their first blockbuster drug, Zantac, which was an anti-ulcer drug, which was very similar to the a pre existing drug Tagamet (first ever blockbuster) sold by Smith Kline & French, their completion at the time (MONTALBAN and SAKINÇ, 2011). The introduction of this drug, brought about an increasing sales force in the US, the company soon became dependent on the drug, because it represented a large part of their profit. In 2002, 8 blockbusters of GSK contributed to $14.240 million sales revenue, taking up 53% of its total ethical sales (Froud et al 2006). However, due to the nature of the pharmaceutical industry, the patent began to expire, in other to avoid the patent cliff, Glaxo merged with Wellcome in 1995, which ensured a growing number of sales force, and with Beecham in 2000 (Froud et al., 2006) this merger, boosted the confidence of investors, by growing the business inorganically. For Big Pharma, this block buster model is very profitable, because with the high cost of R&D, the drugs are able to generate ample profit, to cover the sunk costs

Although R&D has been retained by the large pharmaceutical firms, there has been a continuous decline in the R&D productivity. Controlling R&D is imperative to the success of a Pharmaceutical firm. However, as the pharmaceutical industry is maturing, there are diminishing returns to the R&D investment. Fewer and fewer blockbuster drugs are being discovered and therefore R&D is not the most value adding component in the value

This is a strategic analysis of GlaxoSmithKline that examines the key factors that influence the company and its activities. The strategic analysis will examine key factors in the company’s internal and external environment and their influence on the company’s strategies. GlaxoSmithKline is a global healthcare company that offers pharmaceutical, vaccines and consumer products. The company is a product of various mergers, the latest occurring in 2001 between GlaxoWellcome and SmithKline Beecham. The company started in London United Kingdom in 1715 as Plough Court pharmacy and has evolved to become one of the leading global healthcare companies. The healthcare company operates in more than 150 countries with 89 manufacturing locations and research centers in the USA, China, UK and Belgium. In 2015, the company’s sales grew to £23.9 billion from £23.0 billion in 2014 (GlaxoSmithKline plc. 2015).