Teva Pharmacuetical

Corporations and business organizations have to face lawsuits due to breach of different laws i.e., consumers laws, copyright laws, compensation laws, security laws, antitrust, employment or environmental laws. For violating any of these laws companies have to pay fines and even go bankrupt. Current paper is a report on one such lawsuit that caused GlaxoSmithKline loss of billions of dollars. The author selected "Avandia Lawsuit" to focus in this report. Avandia is a drug used to treat type 2 diabetes and was prepared by GlaxoSmithKline which was approved by U.S Government in 1998 and became best selling drug. Company generated profit through its sale but soon complains arose due to increasing incidences of heart disease and stroke as side effect of the drug.

Among many companies presently operating in the US market, I choose to analyze the CVS Health Corporation (NYSE:CVS) and Omnicare, Inc. (NYSE: OCR). CVS Health Corp., formerly known as CVS Caremark Corporation is an American retail pharmacy company, established in 1963 with headquarters in Woonsocket, Rhode Island, which operates in the industry of Healthcare Services (Pharmacy services and Retail Drugstore). Stimulated by the aspiration of assisting its customers in improving their health and quality of life, CVS, through its owned subsidiaries and third-party organizations alongside its own stores provides a range of quality products and services, administering a business activity constituted of three major operating segments including:

The first category of stakeholders in this case are the executives and managers. Their consideration is that the business strongly relies on partners helping them in the provision of the best value products to their customers. Retailers become increasingly dependent on strong managerial relationships in providing the best quality products within their customers’ optimal price points. The second category of stakeholders are the Medicare, Medicaid, and VA patients. These are the main cutomers of PharmaCARE. They are mainly interested in quality customer service as well as top-range products to address their needs (Jennings, 2010). For this reason,

I selected the oral argument in the United States Supreme Court case Teva Pharmaceuticals USA, Inc. v. Sandoz, Inc., No. 13-854 (argued, October 2014). This argument was presented on October 15, 2014. First I will provide a summary of the prosecution history behind this case. Teva Pharmaceuticals USA created a multiple sclerosis drug called Copaxone and subsequently obtained a patent for the drug. Sandoz Inc. desired to create a generic version of Copaxone and submitted their request to the Food and Drug Administration. In 2012, Teva sued Sandoz in the U.S. District Court for the Southern District of New York on the grounds of patent infringement. The District Court then considered the patent through claims construction by examining the patent’s plain language and its prosecution history. Then, the court examined expert testimony and the public record to the patent in order to see if the terms were definite. The

The total mg of drugs sold in the first quarter for all of the six classes of drugs specified by the Nova Scotia College of Pharmacists is 494,625.

By 2006 there were only three major health care distributors, Cardinal, Amerisource, and McKesson, all offering the same products and services (Pearce, 2011). But, Cardinal stood far apart from its competition because a larger percentage of their overall operating income came from non-distribution activities. Their portfolio was diversified into distributing pharmaceuticals, packaging them, providing devices to hospitals that automate dispensing of drugs through their Pyxis subsidiary and providing pharmacy services through Medicine Shoppe (Pearce, 2011).

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

In 2010, the Tavazo brothers were thinking about how to keep on growing and started to analyse opportunities for further expansion. One potential source of growth is represented by the chance of expanding its current business within Canada and Iran, through the retail or wholesale channels. One plus point of this strategy is that it would let the company to maintain the same organizational structure without introducing revolutionary changes, which would be costly to make. Indeed, focusing on these two markets would let the company to grow constantly and would allow the management to produce gradual changes to the organization alongside with its expansion. However, a potential downside of the strategy is given by the nature of the Tavazo

Within the United States, pharmaceutical companies are protected from competition and have much power in negotiation, unlike countries with national health insurance systems who utilize delegated bodies to negotiate drug costs or reject product coverage due to disproportionately high costs (Kesselheim et al., 2016). There are two types of market protection for pharmaceutical companies: government-granted monopoly rights to their new small-molecule drug products. Pharmaceutical companies have a guaranteed period of five to seven years before the generic form can be sold, and the U.S. Patent and Trademark Office intellectual property right for patent-related exclusivity that can last up to 20 years or more (Kesselheim et al., 2016).

Merck has initiated towards combining functional departments with a core cross-functional structure that focused on strategies and implementation. For instance, Ray Gilmartin established the Worldwide Business Strategy Teams (WBST) in 1995. The WBST, which consisted of 12 or 15 members from the US Human Health, marketing and MRL’s internal group, focused on managing, improving efforts and coordinating therapeutic franchises worldwide. Cross-functional groups can promote resources for category drugs, decide if marketable drug be evaluated in Phase V studies, look at possible impact sales and push for initiatives. If cross-functional groups are designed and perform correctly, then they will be

A company like Teva Pharmaceuticals is subject to all of the factors of the external environment given the nature of its business and global expansion. Pharmaceuticals is an industry where high profits can be achieved, but it is also an extremely challenging business when one considers all of the political/legal aspects involving government regulation and patents. Every country has strict regulation and testing requirements for drugs that affect companies differently depending on their position in the market. Originally, innovative pharmaceutical companies had to obtain patent protection and FDA approval but this would translate to years of protection from the generic competition. Once the

strong position in the pharmaceutical distribution business in the US and Canada provides it with a competitive edge. But, changes in the Canadian healthcare environment may affect the company's

Cardinal Health is a leader in healthcare industry on many fronts. Split into many segments, Cardinal brings to the table a wide array of business offerings to the healthcare industry to include distribution of branded and generic pharmaceuticals, over-the-counter (OTC) healthcare products and pharmaceuticals, consumer healthcare products, manufacturing and preparation of radiopharmaceuticals, distribution of medical supplies across the globe and even specialty solutions for pharmaceutical manufacturers to include 3PL (third-party logistics, APS (Access Patient Support), and commercial pharmacy services (MarketLine Company Profile, 2015). This SWOT analysis will capture strengths, weaknesses, opportunities, and threats as they relate to the Specialty Solutions division of Cardinal Health.

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 best strategy to market Cardinal Health and its products is through branding which involves having a competitive advantage over the competitors. In the case of Cardinal Health this strategy has enabled them the purchase of a product is not only the end of a sales cycle but the beginning of a customer’s exploration of their product. Cardinal Health’s access to the product manufacturers and their consumers has enabled the company to evaluate the value of the total chain. This opportunity has made Cardinal purchase Pyxis Company. The Pyxis automated drug dispensing machines has made the healthcare company stand out. This is because it is safe and efficient. The machines will therefore strengthen the brand of Cardinal Health’s products as consumers especially hospitals will prefer