Endoq Essay

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John: What is the current debt reduction plan of Endo? What is the target/optimal level of debt that Endo wishes to achieve as a result of their plan? How does Endo plan to change/overhaul their sales strategy in order to meet the needs of a medical device company rather than strictly specialty pharma? How do they plan to restructure their R&D department into becoming more diverse into med devs & other health care products – funding? Govt regulations? FDA approvals? Patent protection for med devices relative to specialty pharma, differences? Dan: What are the most relevant statistics/metrics for industry comparison of specialty pharma/med device companies? What are the key statistics to evaluate a specialty pharma/med devices company? Evaluate on the AMS, other integration progress/costs, how is Endo’s management team in terms of handling the upcoming acquisitions & integrations into a more diverse health care company. What is Endo’s management M&A experience? Have they done these types of external turnovers before? Do they have experience with efficient integration & acquisition activity? Can management make it work? Does Endo have any international exposure plans in the future? If so, how much would international expansion translate to their bottom line, what % of sales figures? Emerging markets exposure? What are Endo’s continued acquisition targets moving forward? Costs of such potential acquisitions? What value ballpark of acquisitions are to be expected in the future? What direction are they looking at for such acquisitons? Lidoderm patent expiration in 2015 – how will they react considering its such a huge source of revenue for Endo. What internal or external activities Endo will take to continue to be competitive with expiry of Lidoderm. How will the Lidoderm patent expiration contribute to Endo’s bottom line? What are their

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