Inspired by C.K. Prahalad's "The Fortune at the Bottom of the Pyramid", Novartis was exploring ways to build a sustainable business for the BOP in India that would improve access to healthcare for the poor while being financially profitable, unlike Novartis's traditional philanthropic and corporate social responsibility approaches. To succeed, it had to answer a series of strategic questions: Which BOP patients should be targeted to best achieve the social and financial goals of the programme? Which diseases should it cover, and with what types of products (patent-protected, generics, OTC)? Which stages of the patient journey should the programme address? Which stakeholders should be targeted? What communication channels should be used? What should be the programme scale? Where to 'house' the social business group in the Novartis organization?
This suite of cases begins with an overview of a promising alliance between a multinational Swiss pharmaceuticals firm and a start-up with cutting-edge technology in drug delivery systems. At the end of the case, the alliance has slid into crisis. In the six B caselets, three stakeholder groups from each partner in the alliance prepare to advance their visions of how it should continue - or end.
This suite of cases begins with an overview of a promising alliance between a multinational Swiss pharmaceuticals firm and a start-up with cutting-edge technology in drug delivery systems. At the end of the case, the alliance has slid into crisis. In the six B caselets, three stakeholder groups from each partner in the alliance prepare to advance their visions of how it should continue - or end.
This suite of cases begins with an overview of a promising alliance between a multinational Swiss pharmaceuticals firm and a start-up with cutting-edge technology in drug delivery systems. At the end of the case, the alliance has slid into crisis. In the six B caselets, three stakeholder groups from each partner in the alliance prepare to advance their visions of how it should continue - or end.
This suite of cases begins with an overview of a promising alliance between a multinational Swiss pharmaceuticals firm and a start-up with cutting-edge technology in drug delivery systems. At the end of the case, the alliance has slid into crisis. In the six B caselets, three stakeholder groups from each partner in the alliance prepare to advance their visions of how it should continue - or end.
This suite of cases begins with an overview of a promising alliance between a multinational Swiss pharmaceuticals firm and a start-up with cutting-edge technology in drug delivery systems. At the end of the case, the alliance has slid into crisis. In the six B caselets, three stakeholder groups from each partner in the alliance prepare to advance their visions of how it should continue - or end.
This suite of cases begins with an overview of a promising alliance between a multinational Swiss pharmaceuticals firm and a start-up with cutting-edge technology in drug delivery systems. At the end of the case, the alliance has slid into crisis. In the six B caselets, three stakeholder groups from each partner in the alliance prepare to advance their visions of how it should continue - or end.
NICE (National Institute for Health and Clinical Excellence) reviews the cost effectiveness of medicines for the treatment of multiple sclerosis (annual cost per patient 10,000-18,000) and does not authorize their use within the UK National Health Service. However, an agreement between the manufacturers and the Department of Health is reached on an innovative risk sharing scheme.
This suite of cases begins with an overview of a promising alliance between a multinational Swiss pharmaceuticals firm and a start-up with cutting-edge technology in drug delivery systems. At the end of the case, the alliance has slid into crisis. In the six B caselets, three stakeholder groups from each partner in the alliance prepare to advance their visions of how it should continue - or end.
The French subsidiary of the German publishing company Gruner & Jahr, itself a subsidiary of the Bertelsmann Group, is considering the launch of a new business magazine called CAPITAL. The market looks unattractive, is new to the company, and the financial risk is high. The case describes the various steps in product development. Students must decide on whether to introduce the magazine and how. CAPITAL was subsequently launched and became the business magazine with the largest circulation in Europe.
Supplement to case IN1271. The cases describe the development, worldwide launch, and subsequent marketing of a new pharmaceutical product which, although it represented only a slight improvement over the category pioneer, not only became the leading product in its category, but the largest prescription pharmaceutical product overall worldwide. Its success propelled Glaxo, the company which developed and marketed the product, from the minor leagues to the top ranks in the pharmaceutical industry.
The cases describe the development, worldwide launch, and subsequent marketing of a new pharmaceutical product which, although it represented only a slight improvement over the category pioneer, not only became the leading product in its category, but the largest prescription pharmaceutical product overall worldwide. Its success propelled Glaxo, the company which developed and marketed the product, from the minor leagues to the top ranks in the pharmaceutical industry.