strategic-alliance战略联盟-Eli-Lilly.docx
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strategic-alliance战略联盟-Eli-Lilly.docx
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CONTENT
ExecutiveSummary1
1.Introduction1
2.DriversofStrategicAlliance2
3.MainProblemsofStrategicAlliance5
4.Conclusion7
5.References8
ExecutiveSummary
Thetermofstrategicallianceisdefinedas“avarietyofinterfirmcooperationagreements,rangingfromsharedresearchtoformaljointventuresandminorityequityparticipation”(Barlettetal2008;560).CullenandParboteeah(2005;259)definedinternationalstrategicalliancesare“cooperativeagreementsbetweentwoormorefirmsfromdifferentcountriestoparticipateinbusinessactivities”.Inkpen(2001)summarisedthreefeaturesofstrategicalliances.Firstly,thetwoormorepartnerfirmsremain“independentsubsequenttotheformationofthealliance”(Inkpen2001;403).Secondly,alliancesarebaseduponmutualinterdependence,whichmeansonefirmiseasilyinfluencedbytheother(Parkhe1993).Finally,onefirmisuncertainabouttheotherfirm’sactionduetotheindependentpositionsofeachfirm(Powell1996).Therearevariousreasons/driversgivingrisetotheformingofstrategicalliancesandanumberofproblemsmaybeencounteredduringtheprocessofalliancemanagement.ThisreportwilldiscussthesedriversandproblemswithreferencetothepharmaceuticalcompanyofEliLilly.Inthefirstpartofthisreport,thecompanyofEliLillywillbeintroducedbriefly.Then,driversofstrategicallianceswithinthecompanywillbecriticallydiscussedfollowedbyananalysisofthemainproblemsencounteredinthealliances.
1.Introduction
EliLillyandCompanyisaglobalresearch-basedpharmaceuticalcompanywithmorethan130years’historyheadquarteredinIndiana,US.Itisconductingclinicalresearchinmorethan50countriesandmarketingproductsin143countrieswithapproximately38,350globalemployees(EliLillyandCompany2011a).Thecompany’smissionisto“discover,develop,andcommercializeinnovativepharmaceuticaltherapiesthatenablepeopletolivelonger,healthier,andmoreactivelives”(EliLillyandCompany2008).ThankstohighersalesofAlimta,Cymbalta,Humalog,ZyprexaandErbitux,thecompanyachievedtotalrevenueof$21,836millioninthefiscalyearof2009,increasedby7.2percentthanthefiscalyearof2008,(Datamonitor2010).Atthesamefiscalyear,itsoperatingprofitreached$5,587.3million(ibid).
Activeinnovation,advancedresearchandsuccessivelaunchofnewpharmaceuticalproductsarecrucialtotheoperationofEliLilly’soperation.AsthepresidentandCEOofEliLilly,JohnLechleiter,putit“Lilly'snumber-onepriorityisincreasingtheflowofinnovativeproductsthatmakearealdifferenceforpatients.Partneringhasbeenakeyelementofourstrategyformorethanadecade,andsuccessfulpartnershipsareessentialforLilly'songoingpursuitofinnovation”(EliLillyandCompany2008).SeniorVicePresidentofthecompany,GinoSantiniechoedtheimportanceofthepartnershipbysayingthat“dynamicpartnershipsareatworkacrossLilly’sentirevaluechain…successfulalliancesbroughtproductslikeActos,ByettaandCialistomarket”(EliLillyandCompany2011b).
EliLilly’straditionofstrategicallianceswithselectedpartnershasplayedanintegralroleincreatinginnovativeproducts,boostingthecompany’sgrowth,andmaintainsthecompetitiveadvantageintheworldmarket.
2.DriversofStrategicAlliances
Thedriversormotivationsofstrategicalliancesarediscussednumerouslyinallianceliterature(e.g.Campbell2004;CullenandParboteeah2005;Gulati1998;Inkpen2001;OsbornandHagedoorn1997;PorterandFuller1986).
Thereareseveralgeneraldriversunderlyingstrategicalliances.Itisgenerallyagreedthatstrategicalliancepartnersarelikelytoleverageresourcesandcorecompetencesbetweentheminordertoimprovetheirbusinessperformanceandspecialiseintheirowncompetencies.Forinstance,nearly100yearsago,BantingandMacleoddiscoveredinsulinandpatentedtheirinsulinextract.Then,theydevotedalltherightstotheUniversityofToronto.AlliancepartnershipwiththeUniversityofTorontohelpedEliLillytoproducethefirstcommercialinsulinproductintheworld(EliLillyandCompany2011b;Nobelprize.org2011).About60yearslater,humaninsulinwasgeneratedbythebiotechnologycompany,Genentech.In1982,EliLillyobtainedthelicensefromGenentechandlaunchedhumaninsulinproductintothemarket(TheMotleyFool2011).Inbothexamples,EliLillyuseditsproductioncapabilitiestocombinewithpatentandlicenseoftheUniversityofTorontoandGenentechtobringtheinsulinproductsintothemarket.Hencecorecompetencesandresourcesofpartnerswereleveragedtoachievethesynergyandbenefitedtobothpartnersofalliancesasaresult.DeWitandMeyer(1998)presentedotherpotentialsourcesofresourceleveragingthatmayboosttheformingofalliances,includingbargainpoweragainstcustomersorsuppliers,relationswithdistributors,marketingresourceandfinanceresource.AnotherexampleisthealliancebetweenEliLillyandIndia-basedPiramalLifeSciences.Inthispartnership,Lillygainedtheimprovementofproductivityindrugdevelopmentleadingtoanincreaseincorecompetenceforthecompany(EliLillyandCompany2008).
Spreadingandreducingcostsisanotherimportantdriverformanystrategicalliances.Lilly’spartnershipwithBelgium-basedGalapagostocooperateinthefieldofosteoporosiswiththeircomplementaryexpertise.Currently,Galapagosisundertaking12osteoporosisdrugdiscoveryprograms.EliLillysharedthecostsandrisksintheprocessoftestinganddrugdiscoveryinthispartnership(EliLillyandCompany2008).AnotherexampleistheAmylin/LillyAlliance.In2002,EliLillyandAmylinPharmaceuticalssignedastrategicagreementandformedthealliancededicatedtoresearchonatreatmentoptionfordiabetes.Accordingtheagreement,LillyandAmylinincurredthetotaldevelopmentandcommercializationcostsequallyinsidetheUS.WithregardtocostsoutsidetheUS,thetwocompaniessharedthedevelopmentcostsequallybutLillyhadtotakethecommercializationcosts(EliLillyandCompany2011c).AsthepharmaceuticalresearchneedsagreatdealofinvestmentandLillyisinvolvedwithanumberoffieldsofdrugdeveloping,alliancepartnerscanshareandspreadtheR&Dcostsandrisksforthecompanyandenhancethefeasibilityofresearchasthesametime.
Tolearnknowledgefromapartneralsocanbeageneraldriverofstrategicalliances.KyowaHakkoKogyoCo.,LtdisaTokyobasedcompanywithacancertherapy,aninhibitorofthemitotickinesinEg5.LillyenjoysexclusivelicenseofthecompoundandhavetherightstodevelopandmarketitintheworldmarketexceptinJapan(EliLillyandCompany2008).Inthisalliance,Lillyacquiredtheaccesstopreclinicalprogramthattargetonavarietycancersandthegreatopportunitytogainknowledgeononcologycapabilitiesandexpertise(ibid).StrategicallianceisacrucialstrategyofEliandLilly.Thisstrategyenablesthecompanytoparticipateinnumerousfieldsofpharmaceuticalresearchandmarketitsproductsallovertheworld.Throughawiderangeofallianceswithdifferentresearchinstitutionsindifferencefields,thecompanygainedagreatamountofknowledgeandenhancedtheresearchcapabilitysignificantly.Additionally,inordertomarketitsproducts,thecompanyalsohaspartnershipwithmanycompaniesfromlocalmarket.Throughcooperation,thecompanylearnedthelocalmarketknowledgeaswellascultural,politicalandeconomicdifferences.
Inadditiontoabovethreedrivers,companiesmaybestrategicallyalliedtoavoidorcountercompetition.Somemarketcanonlyaffordcertainnumberofcompetitors.Thus,competitorcompaniesmayallytoavoidfiercecompetitionortwoormorefirmsmayformstrategicalliancestocompetewithmarketleaders.Moreover,strategicalliancesmayaimatsecuringverticalandhorizontallinks.Verticalalliancescanhelpfirmsensuretheirsupplyandincreasetheefficiencyacrossthevaluechainwhilehorizontalallianceleadstoefficiencyinexistingdistribution.
Inadditiontogeneraldrivers,therearesomemoredriversforinternationalstrategicalliances.Strategicalliancescanhelpcompaniesgainlocation-specificassets.Inthisway,companiesarelikelytoovercomecultural,political/legal,competitiveandeconomicbarriers.In1992,LillyformedajointventurewithRanbaxyLaboratoriesLimited,India,focusingonmarketingLilly’sproducts(Barlettetal2008).Thejointventurewasestablishedwithequalcapitalcontribution,equityshare,boardofdirectorsandmanagementcommittees.WiththisjointventurewithIndiancompanies,LillyobtainedtheassetsinIndiaandsuccessfullyovercamethelegalconstraintsfromtheIndiangovernment.Thisisbecauseatthattime,foreignownershipcompaniesarenotallowedinpharmaceuticalindustryinIndia.Therefore,LillygotaccesstotheIndianmarketbyformingjointventurewithRanbaxytoovercomelegalbarriersaswellasculturalbarriers.Furthermore,LillycanlearncertainmarketingknowledgefromtheIndiancompany.
Strategicallianceisoneofcompanies’preferredentrymodelstoexpandintooverseasmarket.Throughstrategicalliance,companiescanspreadtheirassetsacrossbordersquicklyandsmoothly,whichfacilitatecompanies’geographicallydiversification.Furthermore,strategicallianceshelpcompaniesreduceriskswhentheystepintotheforeignmarketsforthefirsttime.
3.MainProblemsofStrategicAlliances
Inthecollaborationprocessofstrategicalliance,differencesinnationalandcorporationculturesmaygiverisetoincompatibleoperationsorconflictingevaluationsof
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