Industry Analysis of Nucleon, Inc.

Nucleon has a strong patent for a niche area of cell regulating proteins and its therapeutic properties. It requires venture capital to bring drugs to clinics fast and before the competition gets there first. The company needs the venture capital to finance the pilot manufacturing facility for Phases I & II trials but also to establish process and manufacturing processes for scaling up production from a laboratory environment to a commercial plant. The drug would be clinically tested for treatment of burns and kidney failure, but CRP-1 has the potential for many other therapeutic uses .

Nucor has been facing many industry challenges including the overall development of the industry. They are competing with foreign firms on cost and efficiency. Nucor has a low cost strategy because as they say their product is not necessarily very attractive. It does not have attractive or unique selling features other than its cost. The commodity of steel is in a very competitive market. Nucor understands that innovation and productivity are going to be key factors to keep their buyers satisfied with their prices. Nucor is facing many challenges with a growing world market and many of their competitors merging in order to create stronger more dominate

The core strategy of Nucor is that of cost leadership via the use of technology. Through innovation and the use of high quality technology to process their steel, Nucor was able to achieve this cost advantage.

In addition, we believe that it would be to our competitive advantage to continue with our strategic marketing and advertising plan as opposed to outsourcing this process.

Nucor lacks of internal R&D, which makes it too dependent on searching other’s new technologies

Northrop Grumman Electronics Systems is a subsidiary of the U.S. company Northrop Grumman Corporation, based in Falls Church, VA. The financial analysis was conducted on the parent company, Northrop Grumman Corporation.

These lessons allow business to thrive and not get knocked down from first place in their

The global growth market in the industry where Nucleon competes is dynamic and complex. Many of the large pharmaceutical enterprises have R&D capabilities along with in-house manufacturing technologies. Some also have collaboration with startup companies.

The main issue is that Nucleon has to be able to find enough cash in-flow not only for the founding of the clinical trials for CRP-1, but also for the further development of the two new cell regulating factors and of the mammalian cells fermentation technology. Therefore, by choosing its manufacturing strategy, Nucleon should not only focus on the percentage of the

Recommendation 3: Other than expanding internationally, Nucor should make joint ventures with suppliers to keep the cost down of the product. A lot of scrap that is used is imported so it would be a good idea for Nucor to utilize that to reduce costs of making their products.

There are several rewards to consider with expansion of Biocon. Currently in India, there is a growing market for contract research organization and the growth of Biocon falls right within this opportunity. The growth is expected to last for more than few years with a rate that looks promising. Clinigene is expected to reap revenues much higher than the current Biocon and Syngene combined (Kalegaonkar A., Nov 4, 2008). It will take clinical studies to a higher level with better options in terms of drug manufacturing. With other countries ready to outsource the service of clinical studies, Clinigene’s future looks bright.

Nucleon is a small biotechnology start-up company focused on developing biotechnological pharmaceutical products based on a class of proteins known as cell regulating factors. The company has been in the market for five years, and currently, they are in the process of human trials for their first potential product, “cell regulating protein-1” (CRP-1). Overcoming these phases, Nucleon has to decide among several alternatives on producing CRP-1. Knowing that the process involved a tremendous amount of time and money, Nucleon has to choose the right decision for their long-term survival in the intensively competitive and high-stakes drug industry.

Nucor must now consider the need to keep up with the changing dynamics of a globalized corporate world. Nucor already has a business model that proved to be successful in the American markets. Using the same business model, Nucor should now consider penetrating and exploiting other international markets that promise low costs of production and higher revenue generation such as India and China. This could be done by either setting up operations in those countries or getting into

Nucleon is a small biotechnology start-up with a very promising potential product (CRP-1), which is also the first product that Nucleon is planning to go into the clinic market. Nucleon has reached to human clinical trials phase with its product and it has no manufacturing facilities that satisfy the guidelines for these clinical trials and testing. Nucleon is on the verge of making a critical choice of manufacturing strategy, which will affect Nucleon’s survival in the intense competition in the long haul. Nucleon management is aware of the facts that they have a limited budget to start with, the financial environment in biotechnology is rapidly changing and establishing the safety and efficacy of products like CRP-1 is

Nucor was the first in the industry to adopt a number of new products and innovative processes. Nucor’s strategy can be elaborated as follows;