MBA 699 Alternative Buyer Options Global Medical and P.docx

MBA 699 Alternative Buyer Options
Global Medical and Pharmaceutical Companies
• Alkermes
• Gilead Sciences, Inc.
• Jazz Pharmaceuticals
• Johnson & Johnson
• Novartis
• Nova Nordisk
• Regeneron Pharmaceuticals
• Vertex Pharmaceuticals
Organization chart
Mirjam Nilsson
President
Augusta Bergqvist
VP Business Development

Omar Mattsson
Manufacturing Director
Flora Berggren
VP Worldwide Sales
Elaine Hartwick
Acting Director
John Martensson
Research Director
Stan Raffety
Human Resources Manager
Patrick Heaton
Research Lab Manager
Mei Zheng
Joanne Lawrence
April Hansson
Marketing Manager
You!
Business Development
Manager
Juanita Gonzalez

Manager
Angelica Astrom
Supply Chain Strategies
Nidal Eidwat
Middle Eastern Operations
Ian Smith
North American Operations
Chris Botting
Sales Executive
Ian Hansson
VP Human Resources
Leslie Krupp
Sales Rep
MBA 699
Life Sciences Organization
MBA 699�Life Sciences Organization
MBA 699 Employee Personas
The first step in putting together the kind of team that can direct
a change effort is to find
the right members. Characteristics of effective guiding coalition
members are:
• A combination of management and leadership skills to develop

both plans and vision
• Position power
• Expertise (discipline, work experience, decision-making
ability)
• Credibility (good reputation with the firm, in the industry, or
both)
The VP of the life sciences organization you are working for
has identified the following
employees who might be suitable for inclusion in the guiding
coalition:
Name Job Role Characterization Past
Experience
With M&A
Span of
Control
Time at
the
Organizati
on (Years)
Job
Satisfactio

n
(1=low,
4=high)
Years
Since
Last
Promoti
on
Juanita Business
Developmen
t Manager
(your
counterpart)
Extremely
intelligent,
motivated, and
productive, she has
been struggling

lately with
managing her time
and commitments
since returning from
maternity leave.
Juanita has
never been
involved in a
merger or an
acquisition,
but she
worked at a
firm during its
complete
reorganization
.
Individual
contributor

(niece of one
of the firm’s
owners)
2 2
n/a
Stan Human
Resources
Manager
Often characterized
as “a complacent
member of human
resources,” Stan is
usually the point of
contact who is
assigned to
company-wide
committees.

Formerly
involved in a
workforce
deployment
change
initiative, he
has familiarity
with what
works (and
doesn’t work)
in a guiding
coalition.
Individual
contributor
8 1 7
Name Job Role Characterization Past
Experience

With M&A
Span of
Control
Time at
the
Organizati
on (Years)
Job
Satisfactio
n
(1=low,
4=high)
Years
Since
Last
Promoti
on
Omar Manufacturi

ng Director
Highly successful
director,
responsible for
opening up the
company’s supply
chain in the Middle
East. Although he
sometimes “rubs
people the wrong
way,” he has proven
effective.
Omar came to
the firm
through an
acquisition
and has been
pleased with

how the
integration
has gone so
far.
Manages 12
manufacturin
g plants
comprising
580 hourly
workers
3 4 n/a
John Research
Director
John is responsible
for the scientific
research behind the
company’s flagship
oncology drug, and

“doesn’t stop until
the job is done.”
A member of
the firm’s
founding
team, he has
seen more
mergers fail
than succeed.
Oversees the
company’s
research labs
in three
countries,
including
more than
100 scientists
22 4 15

Leslie Sales Rep During her tenure
with the firm, Leslie
has consistently met
her sales targets,
exceeding her
quotas every
quarter.
Leslie has
been through
more change
in her career
than most
sales reps.
Individual
contributor
14 2 8
Elaine Acting
Director

Although she has a
reputation for being
difficult to work
with, Elaine is
known for
appreciating
complementary
strengths in others
and is often called
“a true visionary.”
Elaine is a
strong leader
when it comes
to adapting to
changing
situations.
Manages 18
senior

managers
(direct
reports)
10 3 2
Chris Sales
Executive
Known for
“micromanaging,”
Chris has a realistic
sense of his
weaknesses and
limitations.
Chris led the
integration of
two prior
acquisitions
while at
another

company.
Oversees
more than
150 sales
reps around
the world
10 2 4
HR-Employee-
AttritionEmployeeNo.StatusAgeBusinessTravelDepartmentEduc
ationEducationFieldGenderJobRoleJobSatisfactionMaritalStatus
MonthlyIncomeNumCompaniesWorkedPercentSalaryHikePerfor
manceRatingTotalWorkingYearsTrainingTimesLastYearWorkLi
feBalanceYearsAtCompanyYearsInCurrentRoleYearsSinceLastP
romotion1Former41Travel_RarelySalesAssociate DegreeLife
SciencesFemaleSales ExecutiveVery
SatisfiedSingle599381138016402Current49Travel_FrequentlyRe
search & DevelopmentHigh School or EquivalentLife
SciencesMaleResearch ScientistSomewhat
SatisfiedMarried51301234103310713Former37Travel_RarelyRe
search & DevelopmentAssociate DegreeOtherMaleLaboratory
TechnicianSatisfiedSingle209061517330004Current33Travel_Fr
equentlyResearch & DevelopmentGraduate DegreeLife
SciencesFemaleResearch
ScientistSatisfiedMarried290911138338735Current27Travel_Ra
relyResearch & DevelopmentHigh School or
EquivalentMedicalMaleLaboratory TechnicianSomewhat

SatisfiedMarried346891236332226Current32Travel_Frequently
Research & DevelopmentAssociate DegreeLife
SciencesMaleLaboratory TechnicianVery
SatisfiedSingle306801338227737Current59Travel_RarelyResear
ch & DevelopmentUndergraduate
DegreeMedicalFemaleLaboratory
TechnicianUnsatisfiedMarried2670420112321008Current30Trav
el_RarelyResearch & DevelopmentHigh School or
EquivalentLife SciencesMaleLaboratory
TechnicianSatisfiedDivorced269312241231009Current38Travel
_FrequentlyResearch & DevelopmentUndergraduate DegreeLife
SciencesMaleManufacturing
DirectorSatisfiedSingle95260214102397110Current36Travel_Ra
relyResearch & DevelopmentUndergraduate
DegreeMedicalMaleHealthcare
RepresentativeSatisfiedMarried52376133173277711Current35Tr
avel_RarelyResearch & DevelopmentUndergraduate
DegreeMedicalMaleLaboratory TechnicianSomewhat
SatisfiedMarried2426013365354012Current29Travel_RarelyRes
earch & DevelopmentAssociate DegreeLife
SciencesFemaleLaboratory
TechnicianSatisfiedSingle41930123103395013Current31Travel_
RarelyResearch & DevelopmentHigh School or EquivalentLife
SciencesMaleResearch
ScientistSatisfiedDivorced2911117351252414Current34Travel_
RarelyResearch & DevelopmentAssociate
DegreeMedicalMaleLaboratory TechnicianVery
SatisfiedDivorced2661011332322115Former28Travel_RarelyRe
search & DevelopmentUndergraduate DegreeLife
SciencesMaleLaboratory
RarelyResearch & DevelopmentGraduate DegreeLife
SciencesFemaleManufacturing
DirectorUnsatisfiedDivorced998011131013109817Current32Tra
vel_RarelyResearch & DevelopmentAssociate DegreeLife

SatisfiedDivorced3298012375262018Current22NontravelResear
ch & DevelopmentAssociate DegreeMedicalMaleLaboratory
TechnicianVery
SatisfiedDivorced2935113312210019Current53Travel_RarelySa
lesGraduate DegreeLife SciencesFemaleManagerVery
SatisfiedMarried1542721633133158320Current38Travel_Rarely
Research & DevelopmentUndergraduate DegreeLife
SciencesMaleResearch ScientistVery
SatisfiedSingle3944511263332121Current24NontravelResearch
& DevelopmentAssociate DegreeOtherFemaleManufacturing
DirectorSatisfiedDivorced4011018355242122Former36Travel_R
arelySalesGraduate DegreeLife SciencesMaleSales
RepresentativeUnsatisfiedSingle34077234104353023Current34T
ravel_RarelyResearch & DevelopmentGraduate DegreeLife
SciencesFemaleResearch DirectorSomewhat
SatisfiedSingle1199401111343126224Current21Travel_RarelyR
esearch & DevelopmentAssociate DegreeLife
SciencesMaleResearch ScientistVery
SatisfiedSingle1232114106300025Former34Travel_RarelyResea
rch & DevelopmentHigh School or
EquivalentMedicalMaleResearch
ScientistUnsatisfiedSingle2960211382342126Current53Travel_
RarelyResearch & DevelopmentUndergraduate
DegreeOtherFemaleManagerSatisfiedDivorced19094411326321
413427Former32Travel_FrequentlyResearch &
DevelopmentHigh School or EquivalentLife
ScientistUnsatisfiedSingle391912241053102628Current42Trave
l_RarelySalesGraduate DegreeMarketingMaleSales
ExecutiveSomewhat
SatisfiedMarried68250113102397429Current44Travel_RarelyRe
search & DevelopmentGraduate
DegreeMedicalFemaleHealthcare RepresentativeVery
SatisfiedMarried1024831432443226530Current46Travel_Rarely
SalesGraduate
DegreeMarketingFemaleManagerUnsatisfiedSingle18947312322

2222231Current33Travel_RarelyResearch &
DevelopmentUndergraduate DegreeMedicalMaleLaboratory
TechnicianVery
SatisfiedSingle2496411373311032Current44Travel_RarelyRese
arch & DevelopmentGraduate DegreeOtherMaleHealthcare
RepresentativeVery
earch & DevelopmentAssociate DegreeMedicalMaleLaboratory
TechnicianSatisfiedSingle220611331053100134Former39Travel
_RarelySalesUndergraduate DegreeTechnical DegreeMaleSales
RepresentativeVery
SatisfiedMarried20863143196410035Former24Travel_RarelyRe
search & DevelopmentUndergraduate
DegreeMedicalMaleResearch ScientistVery
earch & DevelopmentAssociate DegreeMedicalFemaleResearch
ScientistSatisfiedDivorced2645112363253137Former50Travel_
RarelySalesAssociate DegreeMarketingMaleSales
RepresentativeSatisfiedMarried2683114332332038Current35Tra
vel_RarelySalesUndergraduate DegreeMarketingFemaleSales
RepresentativeVery
earch & DevelopmentGraduate DegreeLife
ScientistUnsatisfiedMarried3419914363411040Current33Travel
_FrequentlySalesUndergraduate DegreeLife
SciencesFemaleSales
ExecutiveUnsatisfiedMarried53762193103353141Current35Trav
el_RarelyResearch & DevelopmentAssociate
DegreeOtherMaleLaboratory TechnicianVery
SatisfiedDivorced1951112113310042Current27Travel_RarelyRe
search & DevelopmentGraduate DegreeLife
SciencesFemaleLaboratory
TechnicianUnsatisfiedDivorced2341113316310043Former26Tra
vel_RarelyResearch & DevelopmentUndergraduate DegreeLife

TechnicianSatisfiedSingle2293112112210044Current27Travel_F
requentlySalesUndergraduate DegreeLife SciencesMaleSales
ExecutiveSatisfiedSingle8726115390398145Current30Travel_Fr
equentlyResearch & DevelopmentAssociate
DegreeMedicalFemaleLaboratory TechnicianVery
SatisfiedSingle401112341223128346Former41Travel_RarelyRes
earch & DevelopmentUndergraduate DegreeTechnical
DegreeFemaleResearch
DirectorSatisfiedMarried195451123230322151547Current34No
ntravelSalesGraduate DegreeMarketingMaleSales
ExecutiveSatisfiedSingle45680204102395848Current37Travel_
RarelyResearch & DevelopmentAssociate DegreeLife
SalesGraduate DegreeMarketingMaleSales ExecutiveVery
SatisfiedSingle57724214144396050Current35Travel_RarelyRes
earch & DevelopmentHigh School or EquivalentLife
SatisfiedMarried2269119312310051Former48Travel_RarelyRes
earch & DevelopmentAssociate DegreeLife
TechnicianSatisfiedSingle53819133232310052Former28Travel_
RarelyResearch & DevelopmentGraduate DegreeTechnical
DegreeMaleLaboratory
RarelySalesDoctorateMarketingFemaleSales
ExecutiveUnsatisfiedDivorced5454521492243154Current35Non
travelResearch & DevelopmentAssociate
DegreeMedicalMaleHealthcare
RepresentativeUnsatisfiedMarried98842133103340255Current2
6Travel_RarelySalesUndergraduate
DegreeMarketingFemaleSales ExecutiveVery
Research & DevelopmentAssociate DegreeLife
SciencesFemaleResearch DirectorVery
SatisfiedSingle13458112115131514857Current35Travel_Freque

ntlySalesDoctorateLife SciencesMaleSales
ExecutiveUnsatisfiedMarried9069122493298158Current35Trave
l_RarelyResearch & DevelopmentGraduate
DegreeMedicalFemaleLaboratory
TechnicianUnsatisfiedMarried4014315343322259Current31Trav
el_RarelyResearch & DevelopmentGraduate DegreeLife
SatisfiedDivorced59153222103277160Current37Travel_RarelyR
esearch & DevelopmentGraduate DegreeLife
SciencesMaleManufacturing
DirectorSatisfiedDivorced5993118372475061Current32Travel_
RarelyResearch & DevelopmentUndergraduate
DegreeMedicalMaleManufacturing DirectorVery
Research & DevelopmentDoctorateLife
SciencesFemaleLaboratory TechnicianVery
SatisfiedSingle240611131023103963Current50Travel_RarelyRe
search & DevelopmentAssociate DegreeMedicalFemaleResearch
DirectorSatisfiedDivorced18740512329221731364Current59Tra
vel_RarelySalesUndergraduate DegreeLife SciencesFemaleSales
ExecutiveUnsatisfiedSingle7637711328322116765Current36Tra
vel_RarelyResearch & DevelopmentUndergraduate
DegreeTechnical DegreeFemaleHealthcare
RepresentativeSatisfiedDivorced100961133172317141266Curre
nt55Travel_RarelyResearch & DevelopmentUndergraduate
DegreeMedicalFemaleManagerSatisfiedDivorced147562143212
350067Current36Travel_FrequentlyResearch &
DevelopmentUndergraduate DegreeLife
SciencesMaleManufacturing DirectorSomewhat
arch & DevelopmentUndergraduate DegreeLife
SciencesMaleResearch
ScientistUnsatisfiedDivorced97242171252310069Current35Trav
el_FrequentlyResearch & DevelopmentUndergraduate
DegreeMedicalMaleResearch
ScientistUnsatisfiedMarried2194413152232170Former36Travel

_RarelyResearch & DevelopmentUndergraduate
ScientistSatisfiedMarried3388017320210071Current59Travel_F
requentlySalesHigh School or EquivalentLife
SciencesFemaleSales
ExecutiveSatisfiedSingle54737113202243172Current29Travel_
RarelyResearch & DevelopmentUndergraduate DegreeLife
earch & DevelopmentGraduate DegreeMedicalMaleResearch
ScientistSomewhat
arch & DevelopmentUndergraduate DegreeLife
SatisfiedMarried622011731033104075Current36Travel_RarelyR
esearch & DevelopmentUndergraduate DegreeLife
SciencesFemaleLaboratory TechnicianVery
earch & DevelopmentGraduate DegreeLife
SciencesFemaleManufacturing DirectorVery
SatisfiedSingle442412341123117177Current35Travel_RarelySal
esGraduate DegreeMarketingMaleSales
ExecutiveUnsatisfiedSingle4312014316231513278Current45Tra
vel_RarelyResearch & DevelopmentGraduate
DegreeOtherMaleResearch
DirectorUnsatisfiedMarried132454143173400079Current37Trav
el_RarelyResearch & DevelopmentGraduate
DirectorSatisfiedSingle136644133163452080Current46Travel_R
arelyHuman ResourcesAssociate DegreeMedicalMaleHuman
ResourcesSomewhat
SatisfiedDivorced50218224162342081Current30Travel_RarelyR
esearch & DevelopmentHigh School or EquivalentLife
SatisfiedMarried512611231012108382Current35Travel_RarelyR
esearch & DevelopmentUndergraduate

ScientistSatisfiedSingle2859118363364083Current55Travel_Rar
elySalesAssociate DegreeLife SciencesMaleSales
ExecutiveVery SatisfiedMarried1023931432443101
Project Planner[Project Planner]
Vineetha P: This Project Planner uses
periods for intervals. Start = 1 is period 1 and duration = 5
means project spans 5 periods starting from the start period.
Data in row 5 shows an example of how to use this table.
Select a period to highlight at right. A legend
describing the charting follows. Period Highlight:1Plan
DurationActual Start% CompleteActual (beyond plan) %
Complete (beyond plan)ACTIVITYPLAN STARTPLAN
DURATIONACTUAL STARTACTUAL DURATIONPERCENT
COMPLETEPERIODS1234567891011121314151617181920212
22324252627282930313233343536373839404142434445464748
495051525354555657585960[Example: Form Strategic Planning
Team]111275%[Activity 01]xxxxx%[Activity
02]xxxxx%[Activity 03]xxxxx%[Activity 04]xxxxx%[Activity
26]xxxxx%
2

Employee Attrition Analysis Report
Deyanira Diaz
Southern New Hampshire University
MBA 699- Strategic Opportunity Management
Professor Kevin Farina
November 27, 2022
Current Employee Demographics
The company has a diversified workforce, with male employees
accounting for a slightly higher percentage of the total
population than female employees. According to the course
scenario, six females are participating against fourteen males.
Most employees are between 18 and 40, with those above 50
constituting the smallest percentage within the employee group
(Employees over 50 years of age are only 2). According to the
data, most workers are still in their "young" age bracket, in
their 30s. The organization needs to have a diverse age
demographic mix to achieve equilibrium and balance in the
performance of its many obligations and responsibilities. In
addition to exchanging work-related experiences and
information, employees of varying ages contribute significantly
to the organization's overall success. This is primarily because
the younger employees benefit from the older employees'
influence on their personal growth and professional
advancement.

The proportion of married and single people in the workforce is
relatively balanced. Employees in this category include those
who are married, those who are single, and those who have been
divorced. The workers can readily learn about social concerns
and share their experiences when they get together. The degree
to which individuals can minimize discrimination influences
how well they are suited to work in an organization and how
efficiently they can do their jobs. In the current context, the
workforce demographics reveal that they have people working
there who come from a wide range of age groups and social
backgrounds. According to the data presented in the current
case scenario regarding employee demographics, the company
employs people from various educational backgrounds. In
addition, the personnel have varying levels of expertise and
have worked in various capacities across various organizations
and businesses. There is a wide range of experience levels
because of the age and educational background of the workers.
A combination of different levels of experience and education
helps develop the professional balance necessary for efficiently
carrying out the assigned tasks and obligations.
I have chosen a bar chart to represent the demographics of the
workers. In addition to the ease of data interpretation, I chose
this style of representation for its visual appeal.
Attrition Analysis
Attrition decreases someone's strength, usefulness, or
competence through persistent and consistent work pressure. In
this instance, the corporation has multiple attrition causes. Poor
job satisfaction and salary are the leading cause of employee
turnover in a firm. Based on the employees' credentials and
degrees of experience, the job's pay is modest. Even having
advanced degrees, the personnel are not compensated as
competitively as other businesses or administrations in the same
industry. In addition, the company needs more occupation
chances to expedite the development and progress of its staffs.

The inadequate openings at work hinder the success and
development of individuals. In this situation, only a small
number of employees can be promoted. Significantly few
employees have held the same post for more than ten years,
indicating a scarcity of opportunities to accelerate employee
growth. In addition, a lack of employee engagement contributes
to employee turnover. Because there are insufficient
possibilities for their growth and development, it is possible
that the employees need to be more motivated. Inadequate
salary, a lack of incentives, and a sluggish advancement process
are significant contributors to employee turnover in a firm.
Equally, the firm appears to have a terrible workplace culture.
The work values must satisfy the workers' requirements and
promote their individual and proficient growth. In the case
scenario, the staffs work in a culture that is insensitive to their
wants and responds unproductively to their desires.
Since their last promotion, those who have departed the
organization have taken varying amounts of time. Lack of
promotion or the existence of slow advancement is a factor in
employees' decisions to leave an organization. Even though this
issue needs to be more well-defined in the presented data sheet,
it indicates the organization's casual approach to employee
advancement.
Typically, employees leave an organization at age sixty. The
data indicates that the company still employs a 59-year-old
employee. The employee can presumably leave the company
when they reach departure age, which is frequently 60 years
old, reliant on corporate policy. In addition, there is no set sum
of years a worker is projected to labor for the organization
before exit or resigning.
Retention
The attrition research findings show that several factors affect
an employee's decision to remain with a firm. The facts reflect
my current employment status and indicate why I may soon
pursue alternative opportunities. First, the findings indicate that
employees value their workplace treatment. Most employees

who have remained with the firm the longest have gotten
training or enough financial compensation. For instance, the
results indicate that the rate of acquittal decreases
proportionally to the amount of training provided by the
company. Similarly, most of the organization's acquittals
receive minor compensation. To prevent employee turnover in
the future, the firm must emphasize the necessity and
significance of continual training and acceptable compensation.
Using the present information and statistics on attrition, it is
expected that more current employees will depart the firm for
other opportunities. In addition to low pay for most employees,
there is minimal emphasis on training and possibilities for
individual employee growth and development. As a result of the
circumstance, the organization will likely have employees
unsatisfied with the work environment. In this instance,
dissatisfaction would be the primary reason most employees
would leave the firm.
Attrition suggests that employees' well-being and personal
growth and development are crucial for strengthening their
stability in a firm. The absence of adequate compensation and
an efficient work setting raises the likelihood of employee
attrition rate.
The prospective purchaser necessitates a corporation with
talented, driven, and well-trained staff. In this instance, the
prospective purchaser will base their purchase choice on the
attrition data. The facts may deter potential purchasers since
they need to portray a company set for success.
Actionable Steps
Improving employee training effectiveness, consistency, and
regularity is the first step an employer can take to increase their
dedication and productivity. According to the sheet's data,
inadequate training is the primary reason for excessive
organizational attrition rate. The results indicate that the
business should generate more possibilities for evolution and
expansion to lower turnover concerns. Lastly, the firm might
enhance its compensation system or approach to expedite

efficacy and efficiency.
Reference
DeMaria, A. T. (2018). Employee participation committee or
labor organization? Management Report for Nonunion
Organizations, 41(7), 3–4. https://doi.org/10.1002/mare.30406
Srivastava, D. K., & Tiwari, P. K. (2020). An analysis report to
reduce the employee attrition within organizations. Journal of
Discrete Mathematical Sciences and Cryptography, 23(2), 337–
348. https://doi.org/10.1080/09720529.2020.1721874
image1.png
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1
Deyanira Diaz
MBA 699 Strategic Opportunity Management
Professor Steven Farina
November 19, 2022
As you are aware, I was chosen to join the team responsible for
strategic planning to help them access the exit strategy the
company is laying out. I'm excited to share information about

potential collaborators and their sway over the company and the
intended audience. We are all aware that change is a constant in
organizations, and the success of the change will depend on how
well employers and employees can adjust. Businesses must also
carefully choose the people who will spearhead the change. All
other interventions will have access to the market if the right
leaders are chosen to influence the community (Breuer et al.,
2018). Introducing the drug to the market will require
supportive influence from both the internal and external markets
for our business. We'll begin by choosing a team of leaders who
lead the other team and give their subordinates feedback. These
leaders need traits and abilities that improve the organization's
reputation. Their organizational expertise, which can be gauged
by the years they have worked there, will be crucial in this
process. Additionally, it will be necessary for them to be
enthusiastic because it will affect how well they perform. The
last factor is their role, which largely affects the process
because they will use their expertise to encourage participation.
The first person selected is Omar, who is the Manufacturing
Director. Omar manages three departments; Supply Chain
Strategies, Middle Eastern Operations and North America
Operations. He is also managing 12 manufacturing plants that
have 580 hourly workers. He has served the organization for
three years, but his job satisfaction is rated at the highest level.
Omar influences three areas in this organization; manufacturing,
supply chain and operations.
I chose Omar because his influence in manufacturing is enough
to provide the organization with information about the capacity
and the size of the market it can serve. He is also in a position
to advise the business on regulatory standards and market
demand. This leader manages supply chain individuals who are
in a position to understand cost-saving products. The
department will be at the forefront in selecting the best partners
to work with and how to satisfy their customers. Operations will
also be able to take the lead in quality and regulatory
adherence.

The other person to be included in this coalition is John, the
Research Director. John supervises 3 Research Lab Managers
and manages over a hundred research scientists in three
countries' research labs. John has served the company for 22
years and has 15 years after promotion. Within that period, his
performance was commendable, as he earned the highest
performance rating. John influences all departments in the
organization because research is broad, and every section in the
organization does research and requires a hand from the
research department.
I selected John, Research Director because of the need for
market understanding. John is responsible for the research work
in the whole organization, and his performance is satisfying.
The research team will provide the organization with situation
analysis results that would inform the directors of what to
expect in the market. The team will also research the risks in
the market and advise on possible ways to mitigate the risks.
Additionally, the team can forecast future trends in the business
world and advise on the best steps to approach the expected
change. John is also well informed on what causes failures as
business merges. He is in a position to advise at any point when
he realizes an action that would lead to the failure of the
organization's sales plan.
The other person chosen is Chris, the Sales Executive in the
company. Chris supervises sales representatives. He manages
over 150 sales representatives around the world. He has been
with the organization for ten years and served four years after
getting promoted. His performance has been within the average
rating. He influences all aspects of sales, including finding new
customers, working on customer retention and improving the
services offered.
I chose Chris because of his leadership and management skills.
He has experience in integrated acquisitions he did at his
previous work. Also, his sales experience will boost the drug's
marketing and the organization's branding. He also influences
the work by leading sales representatives who will aid in

marketing in different locations.
For the team to work efficiently, we must set up some strategies
to aid them. The first is to set clear roles for each person. The
team will understand what responsibilities are within their
purview if roles are well defined (Ali et al., 2021).
Additionally, they will be able to respect one another's roles,
which will help the team function more harmoniously. Another
strategy would be having trust in the team. All leaders should
avoid micromanagement as much as possible because it can
discourage their extra efforts. Also, master conflict resolution,
because this is a change in the organization and the team, may
not adapt at the same rate. Also, the team will encounter many
challenges in the new market, but you should resolve the issues
as a leader.
One way to instill a sense of urgency in the players is to inform
the team members about the importance of urgency. They will
understand that the urgency originates from the outcome goals
and the consequences of delay (Rousseau & Deschacht, 2020).
Make the matter personal to all members by painting a picture
of what impact the results of the change would have on their
jobs.
These strategies will build trust in all employees because they
will feel engaged and their views valued. They will be trusted in
all activities by making decisions and implementing them on the
ground with the help of their leaders.
References
Ali, H., Chuanmin, S., Ahmed, M., Mahmood, A., Khayyam,
M., & Tikhomirova, A. (2021). Transformational leadership and
project success: serial mediation of team-building and
teamwork. Frontiers in Psychology, 12.
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8453157/
Breuer, H., Fichter, K., Lüdeke-Freund, F., & Tiemann, I.
(2018). Sustainability-oriented business model development:

Principles, criteria and tools. International Journal of
Entrepreneurial Venturing, 10(2), 256-286.
https://www.borderstep.de/wp-
content/uploads/2018/06/BREUER-FICHTER-
LU%CC%88DECKE-FREUND-TIEMANN_2018-Sustainability-
oriented-business-model-development-IJEV.pdf
Rousseau, S., & Deschacht, N. (2020). Public awareness of
nature and the environment during the COVID-19 crisis.
Environmental and Resource Economics, 76(4), 1149-1159.
https://link.springer.com/article/10.1007/s10640-020-
00445-w
5
Milestone Three:
Alternative Buyer Research Report
Deyanira Diaz
MBA 699: Strategic Opportunity Management
Professor Steven Farina
December 11, 2022
Milestone 3: Alternative Buyer Research Report
Johnson & Johnson (J&J) would be the likely buyer for the life
sciences company. J&J specializes in pharmaceutical products,
consumer health products, and medical devices. It is known for
manufacturing various products, including Neutrogena skincare
products, Tylenol pain reliever, Acuvue lenses, and Band-Aid.
Johnson & Johnson operates in sixty countries, with its products

sold in over 170 nations. The company is headquartered in New
Jersey, United States.
Current Market
J&J manufactures healthcare products and offers related
services for medical devices, pharmaceuticals, and consumer
health markets. The company operates in the following sectors:
pharmaceutical, medical devices, and consumer health. The
pharmaceutical sector deals with medical areas, including
neuroscience, pulmonary hypertension, oncology, neuroscience,
and immunology. The medical device segment deals with
products designed for the surgical, orthopedic, eye health,
diabetes care, and cardiovascular fields (Forbes, 2022).On the
contrary, the consumer health segment comprises baby care
products, beauty products, pharmaceuticals, women’s health
products, and oral care items.
Johnson & Johnson manufactures different products. Common
products in the pharmaceutical segment include Invega,
Edurant, Remicade, Concerta, Xarelto, Invokana, and Balversa.
Common medical devices include Catalys, Carto 3 System,
Actis Stem, Acuvue, Band-Aid, and TearScience. On the other
hand, consumer health products include Neutrogena skincare
products, Carefree, Stayfree, Johnson’s Baby, and Tylenol. Its
geographic areas include Europe, the United States, Asia, and
Africa.
Johnson & Johnson serve different customers globally. The
company targets households for personal care products, home
care products, and healthcare products. J&J also targets
healthcare facilities and organizations for the purchase of
medical devices and pharmaceuticals. Generally, Johnson &
Johnson operates in the pharmaceutical industry. It also
operates in the consumer goods and medical device industries.
Its key competitors include Merck, Procter & Gamble, Unilever,
and Bristol Myers Squibb.
Financial Situation
Johnson & Johnson has steadily reported remarkable financial
performance. In 2019, Johnson & Johnson’s revenue amounted

to $82.06 million (Mikulic, 2022). In 2020, the company
generated $82.58 million in revenue. In 2021, Johnson &
Johnson’s revenue increased to $93.77 million. Revenue growth
signifies an increase in sales volumes and business success.
Despite generating huge revenues, the company’s expenses have
increased, especially in Research and Development (R&D). In
2019, Johnson & Johnson’s R&D expenses amounted to $11.36
million. The figure escalated to $12.6 million in 2020. In 2021,
R&D expenses escalated further to $14.71 million. Johnson &
Johnson’s operating expenses have also increased yearly. In
2019, the company’s operating expenses amounted to $64.73
billion. The figure increased to $66.08 billion in 2020, a 2.1%
increase from the previous year's estimate. In 2021, operating
expenses escalated to $70.99 billion, a 7.4% increase from the
previous year's estimate.
Nevertheless, J&J is a profitable company. In 2019, the
company reported a total of $15.12 million in net profits. The
amount dropped to $14.71 million in 2020. However, in 2021,
the company recorded a total of $20.88 million in net profits.
That was a significant improvement from the previous year's
estimate.
Recent Developments
In early 2021, President Biden declared a collaboration between
Merck and Johnson & Johnson to produce the COVID-19
vaccine. Merck is very proficient in vaccine manufacturing.
Therefore, this partnership would improve J&J manufacturing
capacity. Since 2020, the company has worked directly with
health authorities, governments, and other entities to help
eliminate the pandemic. Merck was the ninth company to join
J&J's global manufacturing network (Johnson & Johnson, 2021).
That collaboration enabled J&J to deliver the COVID-19
vaccine globally. It also reflects the organization’s mission:
“Bringing science and sense of sight to life through world-class
innovation and customer experience.”
J&J has been instrumental in fighting epidemics and pandemics
for years. In 1918, for instance, the company played a

significant role in fighting the Spanish flu – the most severe
pandemic of the 20th century. Reports show that Johnson &
Johnson started mass producing vaccines to fight the epidemic.
Such notable events can be attributed to the company’s
innovativeness – the skill and ability to produce new things.
Buyer Rationale
J&J is the most appropriate choice for life sciences
organizations. The company has constantly recorded remarkable
financial performance over the years. In 2021, it was ranked 36
on the Fortune 500 list of the leading United States firms by
total revenue. Besides that, J&J is the most valuable
pharmaceutical corporation globally, with a market value of
10.9 billion U.S. dollars (Rees, 2020). Furthermore, J&J has a
AAA credit rating, reflecting the organization’s huge market
presence, high-profit margins, and high capacity to meet if
financial obligations.
J&J stands out from the crowd. Its financial performance
demonstrates stable and persistent growth in revenues and net
profits. The company invests more in research and development,
explaining its increasing R&D expenses. Investing in R&D
facilitates the production of new products/services, allowing the
company to stand out in competitive markets. R&D also offers
powerful insights and knowledge and helps to improve existing
processes, especially where costs can be reduced, and efficiency
increased.
Acquisition Road Map
The life sciences organization has already performed various
steps to complete the acquisition process. These entail 1)
acquisition planning, 2) determining the criteria for selecting
potential buyers, 3) identifying key players in the market, 4)
performing competitor research, and 5) choosing the prospective
buyer (refer to figure 1).
The life sciences organization would also need to perform other
tasks over the next one year to complete the acquisition. The
first step is planning the transaction. The company’s CFO
(Chief Financial Officer) would be responsible for the task. It

may take around two months to complete everything. The
second step is performing company analysis to acquire more
information. A business analyst will perform the second task. It
may take around one month to complete the process. The third
step is signing the LOI (letter of intent). The CEO (Chief
Executive Officer) will sign the document. That might take only
two months. The fourth step entails performing due diligence,
which a business advisor will perform. It might take at least
three months to complete everything. The next step is drafting
the contract. The company’s legal department would be
responsible for this task, which may take thirty days to
complete. The other step is financing the acquisition. The CFO
will be in charge of the financing process. The task might take
at least thirty days. The last step is joining the two companies.
The company’s executives will be in charge of the task, which
might take three months.
Figure 1: Gantt chart
References
Forbes. (2022). Johnson & Johnson (JNJ). Retrieved from:
https://www.forbes.com/companies/johnson-
johnson/?sh=6d113b54f91d
Johnson & Johnson. (2021). Johnson & Johnson Statement on
Collaboration with Merck. Retrieved from:
https://www.jnj.com/johnson-johnson-statement-on-
collaboration-with-merck

Mikulic, M. (2022). Johnson & Johnson's total sales 2005-2021.
Statista. Retrieved from:
https://www.statista.com/statistics/266403/total-
revenue-of-johnson-und-johnson-since-2004/
Rees, V. (2020). Johnson & Johnson “most valuable” pharma
brand, says report. European Pharmaceutical Review. Retrieved
from:
https://www.europeanpharmaceuticalreview.com/news/112494/j
ohnson-johnson-most-valuable-pharma-brand-says-report/
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