...the Lilly Ledbetter case. Pay discrimination. Equal pay for equal work. Lilly’s employer short changed her pay, her overtime and her retirement, She was getting 40% less than male co- workers. 2. What laws were responsive (prior law) to the issues involved in the Lilly Ledbetter case? In 1963, John F. Kennedy signed into law pay equity, equal pay for equal work for women and minorities and previous law of Title VII in 1964. 3. How was the Lilly Ledbetter case resolved? Ledbetter lost her gender pay discrimination lawsuit gainst Goodyear after the Supreme Court ruled she did not file a complaint on time. The Supreme Court ruled, in a five-to-four decision against Ledbetter stating that she should have filed a complaint within six months of the company’s first decision to pay her less, and took away two years’ of her back pay. 4. What does the Lilly Ledbetter Act say about Fair Pay for the same work. It restored The Equal Pay Act (EPA) which prohibits sex-based wage discrimination between men and women in the same establishment who perform jobs that require substantially equal skill, effort, and responsibility under similar working conditions. 5. What is your reaction to this case, are you surprised that the mindset reflected in the CEO's comments to women professionals reflect old attitudes? It really upset me that women are still treated in this manner. Age old attitudes of women being inferior to men can still be found in many companies to date. Lilly is totally...
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...MANAGEMENT OF TECHNOLOGY Case Brief on Eli Lilly: The Evista Project TIMELINE 4000-2000 BC – Ancient Egyptians developed compresses around Skull to stop migraines. 1876 – Eli Lilly founded in Indianapolis, Indiana by Colonel Eli Lilly. 1970s – Early research in Lilly on Serotonin. 1988 – Prozac launched to market 1991 – Serotonin “1f” receptor cloned by Lilly’s collaborator, Synaptic Pharmaceutical Corporation. CNS group starts screening serotonin like compounds from Lilly’s historical library 1992 – Glaxo launched sumatriptin (Imitrex) 1994 March/April “Hot” lead compound found from the screen with good fit at the serotonin 1f receptor Kaldor gives combinatorial chemistry seminar to an in-house audience at Lilly March/June Improvement upon this lead made using traditional chemistry September Sphinx acquired December Schaus presents seminar on his research to other CNS research group leaders 1995 – PTAC(Project Approval Committee) meets to discuss strategic choices in migraine project 2001 – Projected launch, if approved, of Lilly’s migraine product 2003 - Patent protection of Prozac ends What is a heavyweight project team and how does it differ from a traditional approach used for organizing development projects at Eli Lilly? A functional structure is a traditional approach found in most mature and larger companies where people are grouped in disciplines that work under a sub-function manager. The different subfunctions coordinate ideas through detailed specifications...
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...Parinaz Kokabi OP 300 “Elli Lilly and the Company: The Flexible Facility Decision” case analysis Due to the fierce competition in pharmaceutical industry, Elli Lily has to change its product development process to retain its situation in the market. Steve Mueller, manager of strategic facilities planning, must suggest the company what type of manufacturing facilities to construct. These new facilities were needed for three new products (Alfatine, Betazin, and Clorazin), which the company expected to launch in 1996. His decision will be based on decreasing the lead-time by 50% and reducing the costs by 25%. According to the case, Mueller suggest three options: one option is to build one specialized facility; the second option is to build one flexible facility, and the third options which is stated under the second option is a combination of specialized and flexible facility. The first choice, building a specialized facility, will not reduce the production lead-time. In addition, since the facility is built only for one type of product, if that product cannot be launched to the market the part of the facility might have to be retrofitted to produce another product. Further, it can cause delays in production, which can cost the company millions of dollars in loss. However, this option is very productive (almost 16,000 kilograms of output per rig at 80% of utilization) because the plant is dedicated to a set of special products and there is no changeover. Moreover...
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...The Problem Joint Ventures do not always work and when they do they don’t work indefinitely. What Eli Lilly and Ranbaxy are facing now is the dilemma of rather to continue with their JV, Eli Lilly Ranbaxy, or should they separate and continue each one by its own means. The situation represents both a problem and an opportunity to both companies, as there are important trade-offs to be considered before any decision is taken. The Environment In the last decade the environment for the pharmaceutical industry changed radically in India. Before the 1990’s there were no regulations for patent recognition and the government had an active role in establishing drug prices through the DPCO, which were situated amongst the lowest in the world. Profit margins were also regulated at around 6% of sales. As a result many of the multinationals started exiting the Indian market. As India enter the GATT and the WTO in 1994 patent protection would become active in India from 2004-2005. In the international arena, patent regulation was also little by little becoming stronger and many of the big players were going through M&A processes that further increased the sales concentration in few companies. These companies had a hard time competing with local laboratories that produced generic drugs with no R&D expenses and at a fraction of the price. Eli Lilly Ranbaxy portraits the example of the traditional JV in which Ranbaxy, a company from less-industrialized country, offered the knowledge and...
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...Eli Lilly: Developing Cymbalta Study AMBA 650 University of Maryland University College (UMUC) Professor: Dr. Minkus-Mckenna Brian Natoli October 31, 2010 TABLE OF CONTENTS 5.0 Strategy5 6.0 Alternative Actions6 7.0 Recommendations7 8.0 Conclusion8 5.0 Strategy Based on the strengths, weaknesses, opportunities, and threats, the following strategies should be adopted by Lilly: 1. Taking advantage of its positive brand image can present advantages in obtaining opportunities that exist in their market. This will help Lilly broadening its portfolio. 2. Their long presence in the market and being one of the oldest companies in the pharmaceutical industry will be very positive for the company to obtain alliances for faster growth, better brand recognition, and to meet market’s competitive forces. 6.0 Alternative Actions: For the resolution of the lowered sales volume and the firm's shared market, there are three suggested alternative course of actions. Lilly’s first alternative includes the launching of new products with required features, such as pain relief, and one time dosage, however, capital consumption would be required for the production process, time and labor for marketing of new products would need longer lead times, and clinical trials would be required which create additional expenses for the Lilly. The next alternative for the company is to conduct preliminary market research. The customers' response for the existing drugs as well for...
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...Eli Lilly is a leading pharmaceutical company located in Indianapolis, Indiana, which specializes in treatment of several high profile diseases. Evista, a newly developed drug by Eli Lilly, is an estrogen replacement therapy medicine for prevention of osteoporosis which through testing has seemed to lower the incidence of breast cancer in women. This FDA approved drug is expected to be a potential blockbuster and generate revenue of 1 billion US dollars per year for the company. Pharmaceuticals is a highly competitive market and it is imperative for the leading companies to recuperate their development costs and generate returns for stockholders as well as fund research and development for potential new drugs at almost a constant rate. With the profitable lifetime for drugs, in United States, being significantly shortened since the 1980’s, Lilly Research Laboratories was able to develop Evista in a much shorter time period by adopting a Matrix-Based development approach and utilizing heavyweight teams. This strayed from their usual path of function-based product development strategy. With the possibility of profound profits from the commercialization of Evista, Dr. Gus Watanabe has to weigh whether the increasing internal resistance to heavyweight teams and shortage of resources is worth it. Watanabe needs to make a decision about adopting this new successful heavyweight team approach for commercialization of Evista as well as product development. Changes in the past few years...
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...Running head: ELI LILLY – DEVELOPING CYMBALTA CASE ANALYSIS 1 Week 4: Eli Libby – Developing Cymbalta Case Analysis Mary Juanita Hawkins University of Maryland University College Author Note This individual assignment was prepared for AMBA650, Section 9245, taught by Professor Philemon O. Oyewole. Introduction Eli Lilly and Company was established on May 10, 1876 in Indianapolis, IN and has been in business more than 132 years. The founder of this pharmaceutical company was Colonel Eli Lilly who was a union army member during the Civil War. This company deals with the development, discovery, sell, and manufacturer of drugs, such as Prozac and integrates supply-chain management within its departments. The first success that the company achieved was the coating of pills using gelatin. In 1923, the company marked another success by introducing Iletin that was used in improving diabetes. This project was the first largest insulin production that the company together with the University of Toronto invented. All through the 1950’s, various advancements were introduced such as the invention of the oral penicillin and the antibiotic known as Erythromycin. Prozac was produced in 1988 and latter succeeded in 1990. In 2000, the drug Zyprexa was utilized in the treatment of schizophrenia and later, the drug Gemzer was introduced for chemotherapy. Before Prozac the treatment available was Tofranil also known...
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...Assignment 2 —Eli Lilly in India: Rethinking the Joint Venture Strategy Executive summary Eli Lilly entered the Indian market in a joint venture with Ranbaxy, in order to capitalize on increasingly favourable market conditions, low costs and to gain a foothold for entering other Asian markets. This move succeeded because of a commitment to values for the two partners, cooperation and excellent management. Ranbaxy smoothed the way with existing distribution networks, government contacts and local market knowledge. Lilly provided foreign expertise, competent managers and capital. The venture earned both firms significant advances in market share and earnings, and the relationship remained positive throughout. As the Indian economy has become increasingly liberalized and open to foreign investment, there is great potential in the market. Other foreign firms are entering the market, and as a well-established powerful player in the market Lilly no longer needs to use Ranbaxy as an intermediate. Lilly seeks continued, stable growth in the region and needs to consolidate and refocus its business in niche drugs to remain competitive in a changing global business environment. Ranbaxy wants to move away from generics to become a more internationalized and R&D based company like Lilly, but needs significant cash flow in order to grow abroad. Both firms are considering options for the future. Problem statement Eli Lilly-Ranbaxy, a joint venture in India...
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...Caso Eli Lilly and Company: Estrategia tecnológica del proceso de manufactura (1991) Problema: Las grandes compañías farmacéuticas hacen inversiones enormes en Investigación. Aunque sólo 1 entre 5.000 ó 10.000 compuestos nuevos tienen proyección comercial, las leyes de patentes permiten explotar los productos en forma exclusiva por un promedio de 9 años. Para ellas es fundamental ser los primeros en salir al mercado con productos para públicos específicos, los cuales son tan rentables que permiten recuperar la inversión siempre que se logre conquistar el mercado rápidamente. Sin embargo, el sector está bajo un estricto control de los gobiernos, cuyas regulaciones pueden retrasar el lanzamiento de nuevos y reducen el tiempo en el que se pueden aprovechar las ventajas de las patentes. La mejor forma de contrarestar el efecto de estas demoras es crear eficiencia en las operaciones por medio de una transición fluida entre las etapas investigación, desarrollo y producción. Eli Lilly & Co. (Lilly) fue fundada en 1876. En los años 80, estaba orientada a la investigación para el desarrollo de nuevos productos en áreas específicas y logró el éxito con derivados de insulina, antibióticos y antidepresivos. Bajo una gerencia cuidadosa, Lilly promovía vínculos fuertes con universidades y centros de investigación. Sus esfuerzos de mercadeo dirigidos a los médicos le dieron una posición de liderazgo en el mercado. Lilly combinaba efectivamente dos de los elementos que forman parte de...
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...Executive Summary With the evolution of the Pharmaceutical industry in the US and the current decline of the blockbuster products of Eli Lilly which were coming to an end of their life cycle, the company is in the process of developing three new products that plan to launch in 1996. A great number of factors such as decrease of the industry growth rate, steady decline of innovation, increasing competition from competitors, generic drug substitutes, government regulations and an ever increasing cost in manufacturing, R&D and quality protocols and processes have made the decision to launch new products into the market place a necessity and created a topic of debate within the management and leadership of the company. In response to these conditions, the management has established a company-wide initiative and goals to accomplish in the launching of their three new upcoming products. These goals were set up keeping in mind that the company wanted to bring new innovative products to their customers faster, cheaper and serving the needs of their customers. 1. Reduce manufacturing costs by 25%. 2. Reduce product development lead time by 50% as compared to the current lead time of 8 to 12 years. 3. Never Stock out – meet projected manufacturing demands. The dilemma facing this company and the upcoming challenge has given rise to a difficult decision by Steve Muller, Manager of Strategic Facilities and Planning at Eli Lily and Company. The decision was to decide on the type...
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...of the store has a big sign that says “Eli Lilly.”. Inside, shelves overstuffed with bottles of medication and boxes of pills line the perimeter of the store. Colonel Eli Lilly is rolling pills in the back of the store, while his son takes the finished pills to dip in sugar. His wife is at the register, eagerly awaiting a customer. [thesis] Colonel Eli Lilly wasn’t expecting much when he opened his new business, as he was a man of many previous failures. He was born on July 8, 1838 on the...
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...1. Did Eli Lilly pursue the right strategy (i.e., should it have used a joint venture) to enter the Indian market? Why or why not? You should refer to Chapter 6 of the notes for guidance. With the upward trend of globalization, cross-border commercialization has become inherent in business strategies pursuing not only improved competitiveness but to avoid market share erosion. Expanding to new markets, reducing friction with socio-cultural and legal barriers, reduce capital costs, securing raw materials and implementing economies of scale are just a few motivations which to look abroad for and consider the intricacies of operating in another country. Changes in India’s economic policies from an import substitution to an export-driven one, was the legal foundation that allowed Eli Lilly to pursue its interest to market its drugs in India, where it already had relationships with local manufacturers to produce human or animal insulin for the Soviet Union market, but did not for the Indian market (Bartlett & Beamish, 2014, p. 524) The opportunity presented by Ranbaxy, the second largest pharmaceutical company in India, to supply certain active ingredients or intermediate products to formulate and complete Lilly’s, and for the Joint Venture (JV) to sell and distribute those products, was the perfect opportunity to enter a “new” market while sharing the costs and risks with a well-known and respected partner. With the then existing market conditions (Sales turnover caps, mandatory...
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...ADMN417 Assignment 2: Eli Lilly in India: Rethinking the Joint Venture Strategy Executive summary: Eli Lilly entered into a joint venture with Ranbaxy in India in 1992. A decade later both must decide whether this relationship remains mutual beneficial. Both companies have enjoyed a strong working relationship with identical value system as well as strong growth. Ranbaxy has become international and thus needs to concentrate more on generics and growth in US and UK; the joint venture with Eli Lilly no longer seems to be central to Ranbaxy’s current goals. With major changes in India’s regulation and patent protection, Eli Lilly can now enter the Indian market independently and soon would enjoy product patent protection. Dr. Lorenzo Tallarigo, president of Intercontinental Operations at Eli Lilly should end the joint venture with Ranbaxy in India. Eli Lilly will purchase all outstanding shares held by Ranbaxy at a fair market value, rebrand its name in India to simply Eli Lilly, and maintain current staff from the joint venture. The current operation from the previous joint venture should be maintained without any additional major changes since profits are already assured beyond 2005. Ranbaxy will be able to focus on the international markets with additional capital and Eli Lilly to continue growth in India. Problem statement: A decade after the formation of the joint venture, several changes have occurred in both the external environment as well as the expectation of...
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...CASE 6-3 “Eli Lilly in India: Rethinking the Joint Venture Strategy” 1. I think Eli Lilly pursued the right strategy joining Ranbaxy Laboratories to enter the Indian market. While companies were using the global market to amortize the huge investments required to produce a new drug, they were hesitant to invest in countries where the intellectual property regime was weak. During the 1990s both companies had a strong reason for the joint venture. Ranbaxy wanted to make its presence globally and Lilly wanted to get their feet on Indian grounds. In 1992, Ranbaxy approached Lilly to investigate the possibility of supplying certain active ingredients or sourcing of intermediate products to Lilly in order to provide low cost sources of intermediate pharmaceutical ingredients. Based on the strategic alliance, Ranbaxy would supply certain products to the joint venture from its own portfolio that were currently being manufactured in India and then formulate and finish some of Lily’s products locally. From the beginning, both companies had a lot in common, they both believed in high ethical standards, technology and innovation, and future of patented products. They created the joint venture with $7.1 million capital and an initial subscribed equity capital of $3 million, with equal contribution from Lilly and Ranbaxy, leading to an equity ownership of 50 percent each. India, with an 800 million population had about 300 million of people that were considered to...
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...that were available before Prozac, such as tricyclic antidepressants (TCAs) and monoamine oxidase inhibitors (MAOIs) for treating depression, were too toxic or tricky to use except by trained psychiatrists. In the early 1970s, Ray Fuller, a senior Lilly pharmacologist, had been following new European research showing that a low concentration of serotonin in the brain was linked to depression. A Lilly chemist Bryan Malloy had synthesized some compounds intended to boost serotonin without the side effects of the TCAs. Human research data produced consistent and positive data. The new lower dose human studies revealed that 20 mg once a day was better than placebo and just as effective as TCAs taken multiple times a day. Prozac also produced fewer side effects, and was not lethal in overdose. Dropout rates on Prozac were comparable to the other TCAs and lower than for placebo that contributed to its success. • Thoughtful Marketing Launch Plan: When Prozac was launched in January 1988, Ken Cohen, the Marketing Manager made sure that Lilly was fully educated about depression, serotonin, and the practice of psychiatry in general. This was necessary because Lilly didn’t know the psychiatry field and the field didn’t know Eli Lilly. Cohen also recognized that there would be significant reluctance within the company to enter this new market.Prozac threatened to alter the company’s view of itself. He proactively planned to educate and overcome initial resistance from within the...
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