Industry Snapshot The Indian pharmaceutical industry is highly dynamic and offers great opportunities for both domestic and foreign companies. The industry is estimated to have generated revenue worth US$ 13.1 billion in FY 2011, according to a new Research and Market’s report, “Indian Pharma Sector Forecast 2014.” India will emerge as a leading global player in pharmaceutical industry by 2020, securing a place among the top five major global markets, according to Ikon Marketing Consultant (IMC)
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Foreign investment opportunities for X X is among top generic pharmaceutical companies in the Europe. X’s basic line of business is the production and sale of prescription pharmaceuticals, non-prescription products and animal health products. Products are sold in five different regions: Slovenia, Central Europe, South-East Europe, East Europe, West Europe and Overseas Markets. I have done analysis of lately published report and company long term strategy from annual report. I suggest for company
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Merck & Company, Inc. Both of these companies focus mainly on the development and sale of pharmaceutical drugs. The success of companies in this industry relies greatly on research and development of new drugs. New drugs stay in the research and development phase until they are granted FDA approval. For this reason, we have selected number of FDA approvals as a KPI for Pfizer and Merck. The pharmaceutical industry is fiercely competitive. Manufacturers of drugs are constantly coming out with
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Plants and gardens have a greater purpose than simply to be an eye catching source of food. While mainstream medicine largely continues to deny the inherent healing capacity of natural plants and herbs, the insect world is abuzz with activities that confirm the plant world to be nature's medicine cabinet. According to a new study published in the journal Ecology Letters, the Monarch butterfly routinely uses medicinal plants to help its offspring resist disease and infection. Researchers observed
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- 15% of sales into R&D - generics: 20-30% decrease in price after patent expiration - GENERIC DRUG COMPANIES: o majority of revenues from selling generic drugs + generic active pharmaceutical ingredients (APIs) o sell packed version of the drug under own name or o sell generic APIs to other pharmaceuticals – package and sell o strict regulatory approval o success: low-cost production capabilities, distribution networks and ability to navigate through complex industry regulations
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COUNTRY ANALYSIS REPORT: MEXICO VS U.S.A HEALTHCARE MERCK - DIABETES Group 14 – Campus Santa Fe: Angelica Hidalgo 1461526 Alejandro Meza 1464801 Cinthia Merlos 1462113 Juan José Ibarra 1465263 April 10th, 2012 INDEX 1. INTRODUCTION 2. ECONOMIC VARIABLES
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Barron's (2000) called this merger as ‘‘a marriage of convenience-with lots of tough issues to be worked out … SmithKline is wedding itself to a slow-moving company with a lackluster pipeline of new drugs coming to market’’. We found that mega pharmaceutical merger hasn’t delivered value. The stock prices underperform both in absolute and relative terms against the index. The merger has resulted into a substantial R&D reduction and downsizing instead of a potential employment haven. Background
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R E PO R T 2 010 CONTENTS GROUP REVIEW Financial Highlights News in 2010 Letter from Daniel Vasella Interview with Joseph Jimenez 4 5 7 15 19 23 35 39 45 51 57 61 67 73 78 83 85 90 101 111 112 HEALTHCARE PORTFOLIO Contents Pharmaceuticals Novartis Institutes for BioMedical Research Vaccines and Diagnostics Sandoz Consumer Health CORPORATE CITIZENSHIP Contents Commitment to Patients Commitment to People and Communities Commitment to the Environment Commitment to Ethical Business
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Financial Feasibility 17 Part 2 - The Integration Plan 18 Bibliography 21 APPENDIXES 22 Appendix 1 - Pfizer's Executive Leadership Team 23 Appendix 2 - Pfizer's Organizational Structure Scheme 24 Appendix 3 - Five Forces Analysis for the Pharmaceutical Industry 25 Appendix 4 - Pfizer's PEST Analysis 27 Appendix 5 - Level of Competition Between the Acquirers & the Uniqueness of the Acquired Company 31 Appendix 6 - Acquisition Motives 33 Appendix 7 - Protalix Management and Board
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The Continuing Evolution of the Pharmaceutical Industry: Career Challenges and Opportunities December 2007 Michael Steiner, CFP®, CPA David H. Bugen, CFP®, MBA Brian Kazanchy, CFP®, CFA, MBA William T. Knox IV, CFP®, CFA, JD Margaret V. Prentice, MBA Lauren Goldfarb Mark P. Hurley Steven E. Cortez Christine L. Boudreaux Benjamin J. Robins Yvonne N. Kanner Shehzad Sippy Adam L. Bartkoski Ana M. Avila RegentAtlantic Capital, LLC Michael Steiner is a Wealth Manager and Principal with RegentAtlantic
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