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Pharmaceutical

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MERCK

MBA Healthcare Management Capstone (HCM650-1403B-01)
Phase 1 Individual Project
Student: Brenda Wilfred
Instructor: Professor Ruth Lindegarde
Colorado Technical University Online
August 24, 2014
Repost Professor Timothy Tapp; Applied Managerial Healthcare Finance, Professor Kristaizell Darby: Management the Healthcare Organization (HCM612-1401B-01), Professor Jenson Hagen: ECON616-1402A-0 Applied Managerial Economics, and Professor Kristy Taylor: Systems in Healthcare (HCM632-1403A-01)

Abstract
Pharmaceutical comes from Greek word “Pharmakeia” with the modern translation as “Pharmacia”. Many people owe their lives to many lifesaving medicines, without which they might not have seen another day in their life. Pharmaceutical companies are responsible for discovering new drugs, marketing them and getting them licensed for their use as medications. All drugs so produced have to go through a strict process of patenting and testing and are subjected to all sorts of safety checks and a variety of laws and regulations. These pharmaceutical companies not only play a very important role in the medicine industry but also play a significant role in the revenue industry and the development of a nation. Here are top 10 pharmaceutical companies in world.

The global economic crisis is impacting every area of business and forcing corporations to reevaluate how they conduct operations. In an effort to operate in the leanest most efficient manner, some corporations are merging operations to provide better service with greater flexibility at a lower cost. Merck and Schering Plough are two corporations attempting a merger. Merck has had some recent financial troubles when the drug Vioxx was pulled off the shelves and they have an opportunity to rebuild and develop new potentially profitable drugs if this merger is successful. Historically, mergers have proven to be successful when employee resistance is kept to a minimum and companies are upfront and forthright with information. The uncertainty the merger is creating is proving to be an issue. The organizational cultures of both organizations are melting together and transforming into something that is unrecognizable by the employees. The merging companies are going to need to develop a plan to ensure that they reach out to employees in an effort to understand the conflicts and issues that they have as well as to ensure open and personal communication between management and employees. Additionally, a well thought out education program that lays out the goals and objectives and then gives employees the resources to meet the goals will ensure that everyone is on the same page and able to come together as a team and make the merger a success.

Literature Review: Over the past several years, there have been many companies that have merged in order to provide better service to their customers. However, when a merger is taking place, there are associates that are going to be resistant to the organizational culture changes that are going to take place. After a merger takes place, there are many reasons why an employee would be resistant to the merger. There have been many studies that have been conducted on the effects of mergers in the work place. According to one study that was done in the medical field, the associates that are against a merger “argue that organizational re-structuring, rather than creating efficiencies, tends to divert time and effort from the challenges of improving healthcare delivery and that the impact on front-line clinical staff or patients is often negligible (Marshall, & Olphert, 2008). In other words, the associates of the company might feel that instead of merging the company with another company, they could find other ways to reduce cost and find more efficient ways to do the job. In the same study, the biggest reason why associates of a company are resistant to a merger is because of “uncertainty, fear, frustrations, disempowerment, and stress” (Marshall, & Olphert, 2008). If an associate has uncertainty that he/she is going to still have a job after the merger is complete, it will cause the employee to resent the merger. Another reason why associates resent a merger is because they view the merger as one organization coming in and taking over another, and this causes the associates to feel dominated (Marshall, & Olphert, 2008). If an employee feels like they are being forced to do something, they are going to resent the merger because no one likes to change the way something works. Other reasons why associates resent a merger is because they feel that their “personal value is lost or at least undermined” (Weiner, & Hill, 2008). In other words, “the dominant question in most peoples‟ minds is: Where do I fit” (Weiner, & Hill, 2008). If an associate does not feel like they fit at an organization, they will resent the changes that are taking place. When a merger takes place, there will be associates that resent the changes that are taking place within the organization. With the mergers that have taken place within the past few years, there is a great wealth of information on what effects of a merger can have on associates. The Merck Pharmaceutical Company has undergone tremendous pressure to produce in this critical time due to a poor economy and an unstable financial future. Globalization is a key resource that The Merck was considering when they merge with another pharmaceutical giant, Schering-Plough in the 4th quarter of 2009 (Arnum, 2009, pg. 35) capabilities, and creating a stronger financial profile. The combined company‟s revenue in 2008 totaled 47 billion dollars. The global restructuring will eliminate about 7200 positions (6800 active employees and 400 vacancies). There will be about 40% of the total reductions in the United States (Arnum, 2009, pg. 35). After the merger is completed, the total number of senior and mid-level executives will be lowered by 25% globally (Arnum, 2009, pg. 35). Schering-Plough are also restructuring their company so that they could achieve a cost saving target of 1.5 billion dollars by 2012, and achieving cost savings of 1.25 billion dollars by the end of 2010 (Arnum, 2009, pg. 35). Merck and Schering- Plough merger expect to save about 3.5 billion dollars by 2011, while hoping to expand its position in emerging markets and Biology (Arnum, 2009, 36). By combining companies, they are expecting to generate more than 50% of its revenues outside of the United States. The merger when completed will make this company one of the top 5 Pharmaceutical Companies in the world (Arnum, 2009, pg. 37). The mergers will also double the number of potential medicines Merck has in Phase 111 Development increasing manufacturing capabilities, and creating a stronger financial profile. The combined company’s revenue in 2008 totaled 47 billion dollars. Richard T. Clark, who will be leading the new company as Chairman, believes the combination of companies will benefit from a formidable R&D pipeline, a significantly broader portfolio of medicines, and an expanded presence in key international markets. Richard T. Clark believes that Schering- Plough employees have the talent and dedication to continue their industry leading R&D engine and late stage pipeline that is similar to Merck. Richard T. Clark said.

Merck & Co. Inc. Annual financials: Merck & Co., Inc. provides various health solutions through its prescription medicines, vaccines, biologic therapies, animal health, and consumer care products worldwide. It is a -driven global research pharmaceutical company that discovers, develops, manufactures and markets vaccines and medicines to address unmet medical needs. The company's products cover a broad range of areas, including heart and respiratory health, infectious diseases, sun care and women's health. It provides various health solutions through its prescription medicines, vaccines, biologic therapies, animal health, and consumer care products. The company operates its business through four operating segments: Pharmaceutical, Animal Health, Consumer Care and Alliances. The Pharmaceutical segment includes human health pharmaceutical and vaccine products marketed either directly by the company or through joint ventures. Its human health pharmaceutical products consist of therapeutic and preventive agents, generally sold by prescription, for the treatment of human disorders. The company sells these products primarily to drug wholesalers and retailers, hospitals, government agencies and managed health care providers, such as health maintenance organizations, pharmacy benefit managers and other institutions. Its vaccine products consist of preventive pediatric, adolescent and adult vaccines, primarily administered at physician offices. The company sells these vaccines primarily to physicians, wholesalers, physician distributors and government entities. The Animal Health segment discovers, develops, manufactures and markets animal health products, including vaccines, which it sells to veterinarians, distributors and animal producers. The Consumer Care segment develops, manufactures and markets over-the-counter, foot care and sun care products, which are sold through wholesale and retail drug, food chain and mass merchandiser outlets in the United States and Canada. The Alliances segment includes revenue from the company relationship with AstraZeneca LP. Merck - communication- differences in goal orientations & outlooks measurement- difficulties measuring contribution as product range widens customers- satisfying customers’ needs and coordinating value-chain functions location- functional structure not best way to handle regional diversity when selling/producing in multiple locations Strategic- company has outgrown its structure. Merck identify needs of each customer group and Merck management of people/functions by customer or market segments. Make different managers responsible for developing products for each group of customers. Market structure brings managers & employees closer to specific groups of customers. Increases differentiation, adds value for customers, allows for premium price Reduces bureaucratic costs associated with measurement & communications a problem economizes on bureaucratic costs for Merck drugs. Increase revenue from product differentiation. Lowers overall cost structure by obtaining economies of scope or scale move to more complex structure . Income Statement: Fiscal year is January-December. All values USD millions. | 2009 | 2010 | 2011 | 2012 | 2013 | 5-year trend | Sales/Revenue | 27.49B | 45.99B | 48.13B | 47.35B | 44.09B | | Cost of Goods Sold (COGS) incl. D&A | 8.91B | 17.99B | 16.43B | 16.26B | 15.98B | | COGS excluding D&A | 6.34B | 10.61B | 9B | 9.28B | 8.99B | | Depreciation & Amortization Expense | 2.58B | 7.38B | 7.43B | 6.98B | 6.99B | | Depreciation | 1.65B | 2.6B | 2.33B | 1.98B | 2.2B | | Amortization of Intangibles | 921.8M | 4.78B | 5.1B | 5B | 4.79B | | Gross Income | 18.58B | 28.01B | 31.71B | 31.09B | 28.11B | |

| 2009 | 2010 | 2011 | 2012 | 2013 | 5-year trend | SG&A Expense | 13.78B | 21.15B | 20.92B | 20.14B | 18.8B | | Research & Development | 5.61B | 8.16B | 7.74B | 7.91B | 7.12B | | Other SG&A | 8.17B | 12.99B | 13.17B | 12.22B | 11.67B | | Other Operating Expense | 0 | 0 | 0 | 0 | 0 | | Unusual Expense | 2.55B | 3.93B | 9.07B | 7.62B | 3.48B | | EBIT after Unusual Expense | (2.55B) | (3.93B) | (9.07B) | (7.62B) | (3.48B) | | Non-Operating Income/Expense | 11.06B | (1.22B) | 5.56B | 5.24B | (152M) | | Non-Operating Interest Income | 210.2M | 83M | 199M | 232M | 264M | | Equity in Affiliates (Pretax) | 2.24B | 587M | 610M | 642M | 404M | | Interest Expense | 458M | 715M | 749M | 714M | 801M | | Gross Interest Expense | 485M | 718M | 749M | 714M | 803M | | Interest Capitalized | 27M | 3M | - | - | 2M | | Pretax Income | 15.29B | 1.65B | 7.33B | 8.74B | 5.55B | | Income Tax | 2.27B | 671M | 942M | 2.44B | 1.03B | | Income Tax - Current Domestic | (48M) | 317M | 911M | 1.12B | 435M | | Income Tax - Current Foreign | 495.4M | 1.45B | 1.57B | 651M | 923M | | Income Tax - Deferred Domestic | 2.26B | 685M | (854M) | 992M | 68M | | Income Tax - Deferred Foreign | (437.3M) | (1.78B) | (683M) | (323M) | (398M) | | Income Tax Credits | - | - | - | - | - | | Equity in Affiliates | - | - | - | - | - | | Other After Tax Income (Expense) | (46.3M) | (2M) | (15M) | (3M) | 0 | | Consolidated Net Income | 12.98B | 980M | 6.38B | 6.3B | 4.52B | | Minority Interest Expense | 122.9M | 121M | 120M | 131M | 113M | | Net Income | 12.86B | 859M | 6.26B | 6.17B | 4.4B | | Extra ordinaries & Discontinued Operations | 0 | 0 | 0 | 0 | 0 | | Extra Items & Gain/Loss Sale Of Assets | 0 | 0 | 0 | 0 | 0 | | Cumulative Effect - Accounting Chg | 0 | 0 | 0 | 0 | 0 | | Discontinued Operations | 0 | 0 | 0 | 0 | 0 | | Net Income After Extra ordinaries | 12.86B | 859M | 6.26B | 6.17B | 4.4B | | Preferred Dividends | 2.1M | 0 | 0 | 0 | 0 | | Net Income Available to Common | 12.85B | 859M | 6.26B | 6.17B | 4.4B | | EPS (Basic) | 5.67 | 0.28 | 2.04 | 2.03 | 1.49 | | Basic Shares Outstanding | 2.27B | 3.1B | 3.07B | 3.04B | 2.96B | | EPS (Diluted) | 5.65 | 0.28 | 2.02 | 2.00 | 1.47 | | Diluted Shares Outstanding | 2.27B | 3.12B | 3.09B | 3.08B | 3B | | EBITDA | 7.37B | 14.24B | 18.22B | 17.93B | 16.3B | | Balance Sheet:
Assets
Fiscal year is January-December. All values USD millions. | 2009 | 2010 | 2011 | 2012 | 2013 | 5-year trend | Cash & Short Term Investments | 9.6B | 12.2B | 14.97B | 16.44B | 17.49B | | Cash Only | 9.31B | 10.9B | 13.53B | 13.45B | 15.62B | | Short-Term Investments | 293.1M | 1.3B | 1.44B | 2.99B | 1.87B | | Total Accounts Receivable | 6.6B | 7.34B | 8.26B | 7.55B | 7.18B | | Accounts Receivables, Net | 6.6B | 7.34B | 8.26B | 7.55B | 7.18B | | Accounts Receivables, Gross | 6.72B | 7.45B | 8.39B | 7.72B | 7.33B | | Bad Debt/Doubtful Accounts | (112.6M) | (104M) | (131M) | (163M) | (146M) | | Other Receivables | 0 | 0 | 0 | 0 | 0 | | Inventories | 8.06B | 5.87B | 6.25B | 6.54B | 6.23B | | Finished Goods | 2.48B | 1.48B | 1.98B | 1.92B | 1.74B | | Work in Progress | - | - | - | - | - | | Raw Materials | 5.75B | 4.57B | 4.31B | 4.56B | 4.42B | | Progress Payments & Other | (166.7M) | (186M) | (43M) | 52M | 73M | | Other Current Assets | 4.17B | 3.65B | 3.69B | 4.33B | 4.79B | | Miscellaneous Current Assets | 4.17B | 3.65B | 3.69B | 4.33B | 4.79B | | Total Current Assets | 28.43B | 29.06B | 33.18B | 34.86B | 35.69B | |

| 2009 | 2010 | 2011 | 2012 | 2013 | 5-year trend | Net Property, Plant & Equipment | 18.27B | 17.08B | 16.3B | 16.03B | 14.97B | | Property, Plant & Equipment - Gross | 30.87B | 30.56B | 32.47B | 33.42B | 33.09B | | Buildings | 12.21B | 11.95B | 12.73B | 13.2B | 13.63B | | Land & Improvements | 666.7M | 658M | 623M | 591M | 550M | | Computer Software and Equipment | - | - | - | - | - | | Other Property, Plant & Equipment | - | - | - | - | - | | Accumulated Depreciation | 12.59B | 13.48B | 16.18B | 17.39B | 18.12B | | Total Investments and Advances | 432.3M | 2.67B | 4.34B | 8.61B | 11.37B | | Other Long-Term Investments | 432.3M | 2.18B | 3.46B | 7.31B | 9.77B | | Long-Term Note Receivable | 0 | 0 | 0 | 0 | 0 | | Intangible Assets | 59.58B | 51.83B | 46.46B | 41.22B | 36.1B | | Net Goodwill | 11.92B | 12.38B | 12.16B | 12.13B | 12.3B | | Net Other Intangibles | 47.66B | 39.46B | 34.3B | 29.08B | 23.8B | | Other Assets | 4.88B | 4.66B | 4.35B | 4.9B | 7.13B | | Tangible Other Assets | 4.88B | 4.66B | 4.35B | 4.9B | 4.32B | | Total Assets | 112.09B | 105.78B | 105.13B | 106.13B | 105.65B | |
Liabilities & Shareholders' Equity | 2009 | 2010 | 2011 | 2012 | 2013 | 5-year trend | ST Debt & Current Portion LT Debt | 1.59B | 2.4B | 1.99B | 4.32B | 4.52B | | Short Term Debt | 206.6M | 0 | 0 | 0 | 0 | | Current Portion of Long Term Debt | 1.38B | 2.4B | 1.99B | 4.32B | 4.52B | | Accounts Payable | 2.24B | 2.31B | 2.46B | 1.75B | 2.27B | | Income Tax Payable | 1.29B | 1.24B | 781M | 1.2B | 7.03B | | Other Current Liabilities | 10.64B | 9.69B | 11.01B | 11.08B | 4.05B | | Dividends Payable | 1.19B | 1.18B | 1.28B | 1.34B | 1.32B | | Accrued Payroll | - | 77M | - | 59M | 61M | | Miscellaneous Current Liabilities | 9.45B | 8.44B | 9.73B | 9.68B | 2.66B | | Total Current Liabilities | 15.75B | 15.64B | 16.25B | 18.35B | 17.87B | | Long-Term Debt | 16.07B | 15.48B | 15.53B | 16.25B | 20.54B | | Long-Term Debt excl. Capitalized Leases | 16.07B | 15.48B | 15.53B | 16.25B | 20.54B | | Non-Convertible Debt | 16.07B | 15.48B | 15.53B | 16.25B | 20.54B | | Convertible Debt | 0 | 0 | 0 | 0 | 0 | | Capitalized Lease Obligations | 0 | 0 | 0 | 0 | 0 | | Provision for Risks & Charges | 0 | 0 | 0 | 0 | 0 | | Deferred Taxes | 8.3B | 6.94B | 5.13B | 5.21B | 6.4B | | Deferred Taxes - Credit | 8.8B | 7.41B | 5.63B | 5.74B | 6.78B | | Deferred Taxes - Debit | 500.8M | 472M | 497M | 527M | 381M | | Other Liabilities | 9.97B | 10.44B | 10.79B | 10.33B | 8.14B | | Other Liabilities (excl. Deferred Income) | 9.97B | 10.44B | 10.79B | 10.33B | 8.14B | | Deferred Income | - | - | - | - | - | | Total Liabilities | 50.6B | 48.98B | 48.19B | 50.67B | 53.32B | | Non-Equity Reserves | 0 | 0 | 0 | 0 | 0 | | Preferred Stock (Carrying Value) | 0 | 0 | 0 | 0 | 0 | | Redeemable Preferred Stock | 0 | 0 | 0 | 0 | 0 | | Non-Redeemable Preferred Stock | 0 | 0 | 0 | 0 | 0 | | Common Equity (Total) | 59.06B | 54.38B | 54.52B | 53.02B | 49.77B | | Common Stock Par/Carry Value | 1.78B | 1.79B | 1.79B | 1.79B | 1.79B | | Retained Earnings | 41.4B | 37.54B | 38.99B | 39.99B | 39.26B | | ESOP Debt Guarantee | 0 | 0 | 0 | 0 | 0 | | Cumulative Translation Adjustment/Unrealized For. Exch. Gain | (330.7M) | (1.2B) | (807M) | (1.09B) | (1.29B) | | Unrealized Gain/Loss Marketable Securities | 33.3M | 31M | 21M | 73M | 0 | | Revaluation Reserves | 0 | 0 | 0 | 0 | 0 | | Treasury Stock | (21.04B) | (22.43B) | (23.79B) | (24.72B) | (29.59B) | | Total Shareholders' Equity | 59.06B | 54.38B | 54.52B | 53.02B | 49.77B | | Accumulated Minority Interest | 2.43B | 2.43B | 2.43B | 2.44B | 2.56B | | Total Equity | 61.49B | 56.81B | 56.94B | 55.46B | 52.33B | | Liabilities & Shareholders' Equity | 112.09B | 105.78B | 105.13B | 106.13B | 105.65B | |

Cash Flow Sheet:
Operating Activities Fiscal year is January-December. All values USD millions. | 2009 | 2010 | 2011 | 2012 | 2013 | 5-year trend | Net Income before Extra ordinaries | 13.02B | 982M | 6.39B | 6.3B | 4.52B | | Depreciation, Depletion & Amortization | 2.58B | 7.38B | 7.43B | 6.98B | 6.99B | | Depreciation and Depletion | 1.65B | 2.6B | 2.33B | 1.98B | 2.2B | | Amortization of Intangible Assets | 921.8M | 4.78B | 5.1B | 5B | 4.79B | | Deferred Taxes & Investment Tax Credit | 1.82B | (1.09B) | (1.54B) | 669M | (330M) | | Deferred Taxes | 1.82B | (1.09B) | (1.54B) | 669M | (330M) | | Investment Tax Credit | - | - | - | - | - | | Other Funds | (11.32B) | 2.62B | 867M | 212M | 1.27B | | Funds from Operations | 6.1B | 9.89B | 13.15B | 14.16B | 12.45B | | Extraordinaries | - | - | - | - | - | | Changes in Working Capital | (2.71B) | 930M | (766M) | (4.14B) | (794M) | | Receivables | 165.2M | (1.09B) | (1.17B) | 349M | 436M | | Accounts Payable | (45.2M) | 124M | 182M | (302M) | 522M | | Other Assets/Liabilities | 330.1M | (258M) | (269M) | (2.95B) | 431M | | Net Operating Cash Flow | 3.39B | 10.82B | 12.38B | 10.02B | 11.65B | |
Investing Activities | 2009 | 2010 | 2011 | 2012 | 2013 | 5-year trend | Capital Expenditures | (1.46B) | (1.68B) | (1.72B) | (1.95B) | (1.55B) | | Capital Expenditures (Fixed Assets) | (1.46B) | (1.68B) | (1.72B) | (1.95B) | (1.55B) | | Capital Expenditures (Other Assets) | 0 | 0 | 0 | 0 | 0 | | Net Assets from Acquisitions | (12.97B) | (256M) | (373M) | 0 | (246M) | | Sale of Fixed Assets & Businesses | 4B | 0 | 498M | 0 | 46M | | Purchase/Sale of Investments | 7.87B | (2.64B) | (1.18B) | (5.06B) | (1.69B) | | Purchase of Investments | (3.07B) | (7.2B) | (7.33B) | (12.84B) | (17.99B) | | Sale/Maturity of Investments | 10.94B | 4.56B | 6.15B | 7.78B | 16.3B | | Other Uses | 0 | 0 | (116M) | 0 | (57M) | | Other Sources | 5.72B | 1.07B | 0 | 207M | 350M | | Net Investing Cash Flow | 3.16B | (3.5B) | (2.89B) | (6.81B) | (3.15B) | |
Financing Activities | 2009 | 2010 | 2011 | 2012 | 2013 | 5-year trend | Cash Dividends Paid - Total | (3.22B) | (4.73B) | (4.81B) | (5.24B) | (5.28B) | | Common Dividends | (3.22B) | (4.73B) | (4.81B) | (5.24B) | (5.28B) | | Preferred Dividends | 0 | 0 | 0 | 0 | 0 | | Change in Capital Stock | 186.4M | (1.23B) | (1.6B) | (1.28B) | (5.31B) | | Repurchase of Common & Preferred Stk. | 0 | (1.59B) | (1.92B) | (2.59B) | (6.52B) | | Sale of Common & Preferred Stock | 186.4M | 363M | 321M | 1.31B | 1.21B | | Proceeds from Stock Options | 0 | 0 | 0 | 0 | 0 | | Other Proceeds from Sale of Stock | 186.4M | 363M | 321M | 1.31B | 1.21B | | Issuance/Reduction of Debt, Net | 1.78B | 748M | (471M) | 3.16B | 4.53B | | Change in Current Debt | (2.42B) | 90M | 1.08B | 624M | (159M) | | Change in Long-Term Debt | 4.2B | 658M | (1.55B) | 2.54B | 4.69B | | Issuance of Long-Term Debt | 4.23B | 2B | 0 | 2.56B | 6.47B | | Reduction in Long-Term Debt | (25.3M) | (1.34B) | (1.55B) | (22M) | (1.78B) | | Other Funds | (390.4M) | (225M) | (22M) | 86M | 60M | | Other Uses | (390.4M) | (225M) | (22M) | 0 | 0 | | Other Sources | 0 | 0 | 0 | 86M | 60M | | Net Financing Cash Flow | (1.64B) | (5.44B) | (6.9B) | (3.27B) | (5.99B) | | Exchange Rate Effect | 33.4M | (295M) | 42M | (30M) | (346M) | | Miscellaneous Funds | 0 | 0 | 0 | 0 | 0 | | Net Change in Cash | 4.94B | 1.59B | 2.63B | (80M) | 2.17B | | Free Cash Flow | (1.28B) | 4.41B | 5.85B | 2.83B | 4.83B | |

The most important to me about Pharmaceutical Companies are: Pharmaceutical industry to become the world's leading producer of cheap generic medicines. By protecting different production processes, the old patent regime led to a situation where thousands of companies could compete with each other with practically identical products. A side effect of this intense competition is that drug prices in India are generally much lower than in other countries, including most countries in the developing world. Without state-funded health provisioning, high drug prices mean that poorer people cannot afford all the drugs they need. I would argue, then, that Global Corporate Citizenship is not a brake on freewheeling capitalism, but rather a strategy of extending and accelerating it by new means. Different programmer for destroying collective structures which may impede pure market logic, “but a programmer aimed at fostering collective structures that enhance profitability, Such as pro-corporate patient activism; it does not destroy social bonds to give free rein to capitalism in all spheres of life, but it creates new social bonds to distract from less obvious market mechanisms. It does not spread a kind of "Darwinism" that rewards winners and discards losers, but it rewards some of the poor to reap even bigger rewards from the rich. In this sense, I think it would be more ethical by corporations to tone down I would argue, then, that Global Corporate Citizenship is not a brake on freewheeling capitalism, but rather a strategy of extending and accelerating it by new means. Programmed for destroying collective structures which may impede pure market logic, but a programmed aimed at fostering collective structures that enhance profitability, such as pro-corporate patient activism. It does not destroy social bonds to give free rein to capitalism in all spheres of life, but it creates new social bonds to distract from less obvious market mechanisms. It does not spread a kind of "Darwinism" that rewards winners and discards losers, but it rewards some of the poor to reap even bigger rewards from the rich. In this sense, I think it would be more ethical by corporations to tone down the claim of being a "good citizen" and to state in simple capitalist terms why they are doing what they are doing. If medicines such as Glivec are not "free gifts" but part of a global pricing strategy, this should not be disguised through rhetoric of good citizenship. Merck is a social innovation to improve healthcare for the poor in rural areas by promoting disease prevention through a healthy lifestyle and laying focus on Community Education & not sell-in to stockiest. It also aims to form partnerships with healthcare companies to implement a complete healthcare program. Until recently, drug companies doing business in emerging economies have catered mostly to the wealthy and middle class. Now, Merck is turning to what it calls, in internal marketing discussions, the bottom of the pyramid. Its program within is an exercise in how to reduce prices enough to attract poorer customers while still turning a profit. Selling drugs in American ghettos has always been profitable, so why not branch out and go global? There are a lot of sick people at the bottom of the pyramid. If they've got cash to spend on satellite dishes and air conditioners, surely they can cough up some dough for Singulair or Fosamax, and Isentress. For the first time in a half-century, sales of prescription drugs are forecast to decline this year in the U.S., historically the industry's biggest and most profitable market. The Obama administration and Congress's attempt to pass legislation overhauling the health-care system, including provisions that could lower the cost of medicine, could put drug makers' U.S. businesses under further pressure. As a result, developing countries have begun to look more attractive to the industry. Sales of prescription drugs in emerging markets reached $152.7 billion in 2008, up from $67.2 billion in 2003, according to IMS Health, which tracks the industry. IMS forecasts sales will climb to $265 billion by 2013. Until recently, drug companies doing business in emerging economies have catered mostly to the wealthy and middle class. Now, Merck is turning to what it calls, in internal marketing discussions, the bottom of the pyramid. Its program in Venezuela is an exercise in how to reduce prices enough to attract poorer customers while still turning a profit.

The history of Merck Pharmaceutical:

Merck's origins are in 17th-century Germany, where Friedrich Jacob Merck purchased an apothecary business in 1668. The original apothecary shop was located south of Frankfurt in a town called Darmstadt, and the business stayed in the family for several generations after Friedrich died. In 1827, Friedrich's descendant Heinrich Emmanuel Merck shifted the Merck family business away from merely selling drugs to manufacturing them. Early products included codeine, cocaine, and morphine. Heinrich also renamed the business to E. Merck AG, and products from the company were sold under this name until the company moved its base to the United States in 1903. Merck is an American-based international pharmaceutical company that focuses on innovative research and consumer education. Throughout the company's history, which spans almost 350 years, Merck has maintained a positive reputation as a trustworthy and ambitious producer of drugs. Due to myriad mergers over the years and the company's longevity, today Merck is one of the top three pharmaceutical companies in the world by production volume. Products manufactured by E. Merck AG were first sold in the United States in 1887. Theodore Weicker was sent as a representative to open the first offices in the United States, and four years after he set up shop George Merck, Heinrich's grandson, joined him to expand the business. Over the next eight years, Merck and Weicker expanded brand recognition in the States and constructed a massive production plan on 150 acres of land in New Jersey. They also commissioned the creation of "The Merck Manual," the first general medical text that listed all known symptoms, drugs and therapies in one volume. The first edition was published under the title "The Merck Manual of Material Medical" in 1899 and continues to be updated today. In 1903, the U.S. name of the company officially changed to Merck and Company.
World War I and Post-War Years: When the United States entered World War I against Germany, George Merck yielded part of his stake in the company to the U.S. government to show his patriotism. In 1919 entire control was returned to Merck, and he was recognized for this gesture. The company flourished in the postwar years of the 1920s and 1930s, experiencing a massive merger in 1927 with the pharmaceutical giant Powers-Weightman-Rosengarten and the formal incorporation of Merck and Co. With profits exceeding $13 million in the final years of the 1920s, Merck had the capital to open a laboratory in 1933, where research led quickly to identifying the essential vitamin B12.
Merck Laboratories and Mergers: After World War II, Merck laboratories continued to pioneer research--synthesizing cortisone and isolating the antibiotic streptomycin were among the discoveries. However, foreign competition and a lack of new consumer products threatened the strength of the company, in turn encouraging the merger with their competitor Sharp and Dohme, Inc. In 1965, control of the company shifted for the first time to a non-Merck family member when Henry Gadsen became CEO. Under Gadsen, many smaller pharmaceutical companies were brought into the Merck family, including Calgon, Kelco, and Aircoil. By the 1980s, Merck was the largest producer of drugs for the major markets of the United States, Europe, and Japan.
Merck Today: Today Merck employs over 55,000 and produces some of the most well-known pharmaceutical products on the market, including Singulair and Gardasil. The company's interests range from pharmaceuticals, vaccines and veterinary health to consumer education. Merck reported 2008 earnings as almost $24 billion, with the predominant profits made in the United States.

References * Marshall, J., & Olphert, A. (2008, December). Understanding the effects on staff and patients in the NHS: A case study of local Primary Care Trust Mergers. Management Services, 52(4), 20-24, 26-28; * Weiner, S., & Hill, R. (2008). SEVEN STEPS TO MERGER EXCELLENCE. Ivey Business Journal Online, 72(5), 2-4. R; * Arnum, Patrica Van. (Aug. 2009). Big Pharma Tightens Its Belt in Global Manufacturing. Pharmaceutical Technology. 33(8). Page 34-37; * Fagerberg, Paula. (2002, October). Merck: with affinity groups and programs for innovative leadership, this pharmaceuticals company embraces diversity The Free Library and; * Goodman, Michael. (2008, December). Biobusiness Briefs: Market Watch: Pharmacy industry strategic performance: 2007-2012E. Nature Review. 967(7). http://www.nature.com/nrd/journal/v7/n12/full/nrd2768.html

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