Mgt/Swot Analysis

2198 WordsOct 19, 20129 Pages
Pfizer 's SWOT Analysis MGT/521 June 8, 2011 Professor Craig Clark Pfizer 's SWOT Analysis Pfizer has come a long way since its modest beginnings in 1849, when it founded by cousins, Charles Pfizer and Charles Erhart and their sole product was citric acid, which would lead to the development of penicillin. Today Pfizer is the world’s largest research-based pharmaceutical company. The company consists of three Strategic Business Units: Health Care, Animal Health, and Consumer Health Care. Pfizer’s portfolio consists of 168 prescription products which is a big accomplishment since its inception 162 years ago (pfizer.com, Janu). However, as a mutual fund’s manager, one must look at various analytical tools and resources in deciding…show more content…
The company had record sales of $67.8 billion (Pfizer, Marc). This growth was driven by acquisition of Wyeth products, sales in the other two strategic business units, and cost containment measures. Pfizer also increased their global revenue by 41% (Pfizer, Marc). This has created a strong cash flow to reinvest in R&D, marketing, and acquisitions. Pfizer could not achieve its goals without a sales force. The sales force will help determine company profits and revenues, in addition to, educating physicians about products. Pfizer recruits top sales professional with a range of education and experience. The training pharmaceutical sales representative receive are considered the best in the industry. Therefore, this makes the sales force unique and expensive to replicate by other companies, notwithstanding, Pfizer has the largest sales force in the industry. This part of the SWOT analysis will look at weaknesses. As stated under strengths, Pfizer is the largest pharmaceutical company in the world. However with this distinction come challenges. Integration of large acquisitions does not necessarily translate into and excellent return on investment. Furthermore, combining companies involve restructuring, displacement of employees, and more bureaucracy that lead to disruptions in operations. Therefore, strategic planning is paramount to a smooth transition. There is also the added pressure and expectations from stakeholders,

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