The Strategic Business Model of the Pharmaceutical Industry

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3. How relevant do you think the Five-Forces Framework map is to identify environmental forces affecting the global pharmaceutical industry? Do these forces differ by industry sector, and where would you place the different sectors in the industry life-cycle? There is clear evidence of the five forces framework within the pharmaceutical industry. Although initially developed with business in mind, the five forces framework is relevant to most organizations. It can provide a useful starting point for strategic analysis, even were profit criteria may not apply: - Threat of entry (Barriers to entry): Scale & experience: In the global pharmaceutical industry, research & development (R&D) is key to success. The pharmaceutical industry is characterized by a highly risky and lengthy R&D process, intense competition for intellectual property, stringent government regulation and powerful purchaser pressures (Johnson, Whittington and Scholes 2011:547). Legislation on government action: The pharmaceutical industry in many countries is subject to a ‘monopsony’ – there is effectively only one powerful purchaser, the government. From the 1980’s on, governments around the world focused on pharmaceuticals, as a politically easy target in efforts to control rising healthcare expenditure. - The threat of substitutes: The biggest threat to the pharmaceutical industry is the dramatic impact of generic medicines with exactly the same active ingredients as the original brand, at a lower price. Leading pharmaceutical companies are faced with great difficulties to recover the cost of their R&D investments. - The power of Buyers: Governments and insurance companies may be categorized as buyers in the pharmaceutical industry. A 2008 report estimated that 46 million Americans, over 15 percent of the population, lacked insurance. In response to these pressures, payers used a variety of

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