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企业全球并购管理

论文作者:meisishow论文属性:短文 essay登出时间:2014-09-06编辑:meisishow点击率:8340

论文字数:2307论文编号:org201409021450203282语种:英语 English地区:比利时价格:免费论文

关键词:Pharmed outDecentralising药物研究分散化企业并购辉瑞公司阿利斯康

摘要:为何世界首屈一指的大药企的并购会出师不利,企业的发展就意味着扩大,这是一条必经之路,那么在并购的过程中会遇到哪些问题,且看这篇文章是如何分析的。

晏·瑞德这名辉瑞公司的首席执行官是不会轻易放弃的人。他为了吸引英国药品公司阿斯利康,进行了很多次的尝试,包括在议会开始之前的友好态度,并且在互联网在发布了关于于辉瑞战略的网络视频-还有最为重要的就是在五月十八号的时候公布了非常诱人的收购价格七十亿英镑(约120亿美金)。然而阿斯利康的董事会最终拒绝了该项报价并且在我们发布新闻之时,似乎已经没有希望了。


英国的政客指责辉瑞公司无情的削减开支,这样会限制美国的创新能力。这项拒绝交易似乎看起来对阿斯利康和英国都是有利的。然而这个原因并没有绕开两个最基本的事实,第一阿利斯康本身要面临坎坷的前景。其股价也在五月十九日的时候降了百分之十二。


IAN READ, the chief executive of Pfizer, is not a man easily rebuffed. His attempt to woo AstraZeneca, a British drugs firm, included politesse—appearances before Parliament, web videos on Pfizer’s strategy—and, more importantly, a sweetened offer on May 18th worth around £70 billion ($120 billion). However, AstraZeneca’s board has rejected the bid and, as we went to press, it seemed dead in the water.


British politicians had cast Pfizer as a ruthless cost-cutter, out to gut British innovators. A rejected deal would therefore seem good for AstraZeneca and good for Britain. This reasoning, however, skirts two basic facts. First, AstraZeneca faces a rocky path on its own. The firm’s share price plunged by 12% on May 19th. The company will struggle to meet its goals of expanding revenue by 75% by 2023. More importantly, any relief at having saved a “national champion” ignores how modern pharmaceutical companies work.


Drugs firms are global, with operations distributed around the world. AstraZeneca, for example, has three main research centres. One is in Britain, but the others are in Sweden and America. The company has about as many staff in the Asia-Pacific region as in Europe. Drugs companies have also had to become ever more reliant on external partners in recent years. The change follows a treacherous period. As firms headed inexorably towards the “patent cliff”, the point at which they would lose intellectual-property rights over their bestselling drugs, investors doubted their ability to turn out new blockbusters. Bureaucratic in-house research departments inspired little confidence, trudging on with mediocre drugs that failed, expensively, in clinical trials.


Now, much of the work of discovering a medicine and testing, making it and selling it is done in partnership. For example, one way to cut the cost of drug trials is to hire clinical-research organisations. One such firm, Quintiles, of America, works in 100 countries. The company’s network helps it deal with regulators, find patients to take part in trials and recruit doctors to oversee them. Morningstar, an investment-research firm, reports that 33% of global companies’ drug development was outsourced to clinical-research firms in 2012. By 2022 it expects that share to reach 50%.


Firms’ changes to their research departments have been even more dramatic. Many have made deep cuts in those departments’ budgets. (AstraZeneca spent 16% less on research last year than it did in 2007.) They have not entirely given up investigating promising routes to potential new drugs, but the burden is increasingly left with outsiders.


Profitable new treatments can be “discovered” through mergers—many of AstraZeneca’s most promising drugs are thanks to the 2007 purchase of an American company. Or through licensing: Sanofi, a French giant, has a deal to sell drugs developed by Regeneron, an American biotech firm. Pharma firms cluster near universities—GlaxoSmithKline has more 论文英语论文网提供整理,提供论文代写英语论文代写代写论文代写英语论文代写留学生论文代写英文论文留学生论文代写相关核心关键词搜索。

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