By B. Rajesh Kumar (auth.)
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Extra info for Mega Mergers and Acquisitions: Case Studies from Key Industries
Avoidance of increased R&D costs: Rising R&D costs have meant that drug companies have been unable to pursue research projects alone and have had to utilize the expertise and resources of other drug companies in order to survive in a cutthroat market. R&D investment was rising, with an increasing proportion to sales from $20 billion in the 1990s to $35 billion in 1999. Enhanced R&D capability: GlaxoSmithKline was described as the ‘most powerful force in British science’ after the UK government, with research and development spending at more than £2 billion a year accounting for almost 50 percent of such expenditure in the industry.
The combined Pharmacia & Upjohn, Inc. developed and marketed a variety of pharmaceutical and health-related products, including those for infectious and metabolic diseases, central nervous system disorders, cancer and health concerns. The company developed and sold vaccines and pharmaceuticals for pets, livestock and other food animals. The company was also involved in selling specialty products for hospitals as well as diagnostics and nutritional supplements. Formation of Pharmacia In December 1999, Monsanto and Pharmacia & Upjohn agreed to merge.
Warner fought and threatened to end the companies’ co-marketing agreement for Lipitor, adding that Pfizer’s unsolicited bid might violate a standstill agreement in the deal. Tensions began to wane, and the companies came to an agreement. 8 billion break-up fee, was terminated. AHP subsequently spun off its non-pharma businesses and rebranded itself as Wyeth—now part of Pfizer. In the year 2000, the union created the largest drug company in the US and the second largest worldwide behind Switzerland’s Novartis when ranked by sales.
Mega Mergers and Acquisitions: Case Studies from Key Industries by B. Rajesh Kumar (auth.)