Case study on Eli Lily Pharmaceuticals losing their patent on Prozac. To gain an edge in the market it developed Cymbalta that treated both pain and depression.
Sales Soft faces a dilemma on whether to continue developing its comprehensive sales automation software PROCEED or divert resources to a sales forecasting software called Trojan Horse. While Trojan Horse could generate quicker revenue, it would mean abandoning the original goal of becoming a leader in the high-end sales automation market. A long-term analysis shows that continuing PROCEED's development is more profitable, as it has no threats from competitors and is projected to generate over $30 million in revenue by 1998 compared to under $10 million for Trojan Horse. Therefore, to achieve its long-term objectives, Sales Soft should choose the PROCEED option over the diversion to Trojan Horse for short-term gains.
Cola Wars - Coke Vs Pepsi Harvard Business School Case StudyMohan Kanni
A brief presentation on case study Cola Wars where we try to analyse the past history and predict the future of their business and growth opportunities from a Marketing Management Perspective.
The document discusses Metabical, a new weight loss drug, and provides recommendations around demand forecasting, packaging, pricing strategies, and profitability over the first five years. It suggests that demand forecasting should use a combination of two scenarios. A package size of four weeks is recommended to ensure results within three months without missed doses. Three pricing strategies are outlined between $75-150, recommending $125 for good market penetration, branding, and ROI. The impact of pricing on five-year profitability is also addressed.
Barco Projection Systems, the market leader in graphic projectors, was surprised by Sony's new superior graphics projector launching at a lower price. Barco needs to counter quickly by launching new superior models and re-pricing existing ones. The document analyzes Barco, Sony, their products and strategies, the projection systems market and customers, technological environment, competitors like ElectroHome, and collaborators like distributors. It considers Barco's planned digital BD700 launch and Sony's 1270 product threatening its leadership in graphics and data projectors.
Tweeter Electronics: Marketing Case AnalysisDipak Senapati
Tweeter is a specialty consumer electronics retailer founded in 1972 providing mid to high-end equipment through 21 stores by 1996. While Tweeter's growth rate had been better than the industry average, it faced challenges with its sale-based pricing reducing its quality/service positioning. To address this, Tweeter abandoned sales, introduced Automatic Price Protection to assure best prices, and shifted marketing from print ads to radio/TV to promote competitiveness. This helped change consumer behavior from waiting for sales to everyday fair pricing, improving Tweeter's performance.
This document summarizes the situation facing BMW in Greece and provides recommendations. It finds that BMW's corporate culture differs from Greece's more family-oriented and hierarchical society. It recommends hiring local Greeks into key positions to bridge these cultural differences. It also recommends communicating BMW's vision clearly, changing problematic practices of the powerful local importer over time, developing dealerships further, and balancing global consistency with local responsiveness to improve BMW's market share in Greece.
Classic knitwear and Guardian: A Perfect Fit?ArielJimenez36
This document discusses a decision facing Classic Knitwear about whether to partner with Guardian to launch a new line of insect repellent knitwear. Classic Knitwear specializes in manufacturing unbranded casual knitwear, while Guardian is a brand of insect repellent popular with outdoor enthusiasts. The partnership could help Classic differentiate its products and improve its low gross margins of 18%. However, there are risks around whether the new product line would sell well and whether it aligns with Classic's strategy. The document analyzes different options for the partnership and their pros and cons.
SalesSoft is a $1 billion software company that develops sales automation systems. Their main product is PROCEED, a comprehensive sales automation system. They also offer a more basic system called Trojan Horse. SalesSoft has experienced 40% growth due to declining laptop prices, more user-friendly software, and improved communication technology, and their potential market is 9.2 million salespeople. Implementing a full sales automation system typically takes 21-30 months. While Trojan Horse could be brought to market faster, PROCEED better fits SalesSoft's core competency and objectives and will provide more long-term customer benefits and returns.
Sales Soft faces a dilemma on whether to continue developing its comprehensive sales automation software PROCEED or divert resources to a sales forecasting software called Trojan Horse. While Trojan Horse could generate quicker revenue, it would mean abandoning the original goal of becoming a leader in the high-end sales automation market. A long-term analysis shows that continuing PROCEED's development is more profitable, as it has no threats from competitors and is projected to generate over $30 million in revenue by 1998 compared to under $10 million for Trojan Horse. Therefore, to achieve its long-term objectives, Sales Soft should choose the PROCEED option over the diversion to Trojan Horse for short-term gains.
Cola Wars - Coke Vs Pepsi Harvard Business School Case StudyMohan Kanni
A brief presentation on case study Cola Wars where we try to analyse the past history and predict the future of their business and growth opportunities from a Marketing Management Perspective.
The document discusses Metabical, a new weight loss drug, and provides recommendations around demand forecasting, packaging, pricing strategies, and profitability over the first five years. It suggests that demand forecasting should use a combination of two scenarios. A package size of four weeks is recommended to ensure results within three months without missed doses. Three pricing strategies are outlined between $75-150, recommending $125 for good market penetration, branding, and ROI. The impact of pricing on five-year profitability is also addressed.
Barco Projection Systems, the market leader in graphic projectors, was surprised by Sony's new superior graphics projector launching at a lower price. Barco needs to counter quickly by launching new superior models and re-pricing existing ones. The document analyzes Barco, Sony, their products and strategies, the projection systems market and customers, technological environment, competitors like ElectroHome, and collaborators like distributors. It considers Barco's planned digital BD700 launch and Sony's 1270 product threatening its leadership in graphics and data projectors.
Tweeter Electronics: Marketing Case AnalysisDipak Senapati
Tweeter is a specialty consumer electronics retailer founded in 1972 providing mid to high-end equipment through 21 stores by 1996. While Tweeter's growth rate had been better than the industry average, it faced challenges with its sale-based pricing reducing its quality/service positioning. To address this, Tweeter abandoned sales, introduced Automatic Price Protection to assure best prices, and shifted marketing from print ads to radio/TV to promote competitiveness. This helped change consumer behavior from waiting for sales to everyday fair pricing, improving Tweeter's performance.
This document summarizes the situation facing BMW in Greece and provides recommendations. It finds that BMW's corporate culture differs from Greece's more family-oriented and hierarchical society. It recommends hiring local Greeks into key positions to bridge these cultural differences. It also recommends communicating BMW's vision clearly, changing problematic practices of the powerful local importer over time, developing dealerships further, and balancing global consistency with local responsiveness to improve BMW's market share in Greece.
Classic knitwear and Guardian: A Perfect Fit?ArielJimenez36
This document discusses a decision facing Classic Knitwear about whether to partner with Guardian to launch a new line of insect repellent knitwear. Classic Knitwear specializes in manufacturing unbranded casual knitwear, while Guardian is a brand of insect repellent popular with outdoor enthusiasts. The partnership could help Classic differentiate its products and improve its low gross margins of 18%. However, there are risks around whether the new product line would sell well and whether it aligns with Classic's strategy. The document analyzes different options for the partnership and their pros and cons.
SalesSoft is a $1 billion software company that develops sales automation systems. Their main product is PROCEED, a comprehensive sales automation system. They also offer a more basic system called Trojan Horse. SalesSoft has experienced 40% growth due to declining laptop prices, more user-friendly software, and improved communication technology, and their potential market is 9.2 million salespeople. Implementing a full sales automation system typically takes 21-30 months. While Trojan Horse could be brought to market faster, PROCEED better fits SalesSoft's core competency and objectives and will provide more long-term customer benefits and returns.
Precise Software Solutions is a small software company considering launching a new product called INSIGHT at the upcoming OpenWorld conference in September 2000. However, the team does not think they can complete the full product on time. Key decisions for management include whether to launch a limited version or wait another year, how to price the product, and whether to use the existing sales force or create a new one. While an early launch could help define the market and sign early customers, there is a risk of damaging the company's reputation if the product is not ready. Pricing a limited version at a reduced price may also make later price increases difficult. The existing sales force is experienced selling to database administrators but may not be optimized for selling to
This document provides an overview of Optical Distortion Inc.'s plans to address cannibalism in the poultry industry by developing contact lenses for chickens. It discusses cannibalism issues in chickens and debeaking as a common solution. It then outlines ODI's lens technology, market analysis, pricing strategy, and break-even point analysis. ODI plans to enter key markets, target large farms, and initially price lenses at $0.28 per pair through a skimming strategy to maximize profits and fund R&D before competition emerges once their patent expires in 3 years.
This document discusses positioning strategies for Evoe Spring Spa, an Indian startup aiming to provide affordable spa services. It considers positioning the spa experience as affordable health, affordable indulgence, or a little vacation. Focus groups suggested affordable health is the best approach, emphasizing relaxation and stress relief. Affordable indulgence was less preferred due to perceptions of spas as luxurious. A vacation positioning was also rejected as people see weekends as family time. The document recommends initially targeting "Sprinters and Racers", young professionals willing to pay for perceived health benefits.
The document discusses the development and marketing plan for Metabical, a new weight loss drug launching in January 2009. It outlines the target consumer as overweight individuals with a BMI of 25-30, and describes a marketing strategy focusing on advertising to consumers and healthcare providers, promotions, public relations events, and a sales force visiting doctors' offices. The plan aims to establish Metabical as a safe and effective short-term treatment option supported by a lifestyle program.
TruEarth is considering expanding into the $53 billion whole grain refrigerated pizza market but has concerns about viability given health concerns and competition. They conducted market research including 300 mall intercepts and an in-home product test of their basic pizza concept. The research found the concept had purchase intent but identified needed improvements like pricing and crust preferences. Sales volume is estimated at $15 million, above the $12 million needed, so the conclusion is TruEarth should launch the product after addressing identified issues.
This document contains information about Group B10's performance over 8 periods in a simulated market. It lists the members of Group B10 and provides data on the group's total market share, revenue, expenses, and brand portfolio over time. It also outlines the strategies Group B10 employed in each period, and summarizes the outcomes and lessons learned. The group worked to modify existing products, launch new products to target different segments, and expand into the Vodite market while maintaining their Sonite market share.
corporate strategy
Newell started as Curtain rod manufacturer in 1902
1917 – Supplier to Woolworth stores
1921 – Leonard Ferguson at Newell, Owner in 1937
1950 – Dan Ferguson (son of Leonard and Stanford MBA) as CEO. Revenue 10 mln
1967 – First Strategy for Newell – Focus as market for hardware and do-it-yourself products to volume merchandisers
1969 – First non-drapery hardware acquisition
1972 - Public Company – Funding for new products by acquisition
Two-Pronged Strategy
Manufacture low-technology, nonseasonal, noncyclical, nonfaschionable products for volume retailers by acquisition and then streamlining, focussing and making the division profitable, increasing operating margins > 15%
Strategy for consolidation and centralization to achieve effectivess
Changed strategy for individual divisions responsible for manufacturing and marketing but was centrally controlled by admin, legal and treasury systems
1997 – Revenues of 3.23 billion. Clients like Walmart which gave 15% of business, top 10 clients accounting for 40% business
Through 1997, 10 year average return to investors 31% (Vs S&P 500 only 18%)
This document discusses Barco and Sony's positions in the projection market. It analyzes their strengths and weaknesses compared to each other. Sony introduced a new high-quality projector, the 1270, which threatened Barco's market share. The document considers how Barco should respond, concluding that lowering prices below Sony's 1270 would be the best option since Barco lacked a direct competitor at that time.
Dove is a skincare brand owned by Unilever that was launched in 1957. In the 1970s, Dove increased in popularity as a milder soap. In the 2000s, Dove launched campaigns promoting "real beauty" by featuring ordinary women. This helped shift perceptions of beauty away from unrealistic standards. Dove also began the Self Esteem Project in 2002 to help raise girls' self-confidence. Through its campaigns and focus on diversity, Dove has grown its brand value while also facing some controversies related to Unilever's other brands.
The document discusses Genzyme's decision about whether to launch the new drug Renvela. [1] Renagel is currently the market leader for treating phosphorus levels in patients with chronic kidney disease (CKD), with 50% market share. [2] Renvela was shown to control phosphorus levels equally well as Renagel and also maintain appropriate bicarbonate levels in patients with stage 3 and 4 CKD. [3] However, launching Renvela risks cannibalizing Renagel sales and causing inventory issues, as Renvela was not yet approved to discuss its benefits for earlier CKD stages.
Dominion Motors faces a challenge from an engineering report that could reduce demand for their motors. Their alternatives are to lower prices on a larger motor, reengineer smaller motors to higher torque, or build a new smaller motor. Building a new 5 HP motor allows them to be prepared if the report is accepted while avoiding actions that acknowledge the report prematurely. They will also lobby regulators and the engineer conducting the report to delay its impact and independently verify its findings.
Black & Decker is a leading power tool manufacturer that dominates the consumer and professional-industrial segments but only has 9% market share in the fast-growing professional-tradesmen segment. While the company is profitable, this presents a growth opportunity and risk to their leadership position if not addressed. A 5C analysis of Black & Decker looks at their strong brand image and product line in multiple segments, technology expertise from decades in the industry, and goal of leadership across all power tool markets, though they need to improve their image among professional tradesmen to surpass competitors like Makita.
Culinarian Cookware case study analysisSaurabh Mhase
Culinarian Cookware is considering adopting a price promotion strategy but is unsure if it will be profitable. In 2004, an external study found price promotions had a negative impact on profits. However, the sales manager believes the 2004 campaign was successful. There is a dilemma around whether price promotions would help or hurt Culinarian's market share and profits. The case analyzes Culinarian's market position, previous promotion results, and makes recommendations around a new product line and limited price promotions to target different customer segments.
Clique Pens Pricing: The Writing Implements Division of U.S. Home Demin Wang
Clique Pens has experienced a 6% decline in gross profit margins over the past 2 years. There is a debate between the VP of Marketing and VP of Sales over how to allocate the marketing development funds (MDF) budget. The VP of Marketing wants to use MDF for consumer discounts and promotions to build brand equity, while the VP of Sales wants to use it for trade promotions and discounts to retailers. They need to compromise on a plan to satisfy both consumers and retailers.
The pen industry is highly competitive with 50 major competitors. Retailers like Staples, Walmart, and Walgreens have significant bargaining power and prioritize discounts and incentives from manufacturers. Clique will need to decide how
The document discusses the "voice wars" between Google Assistant, Amazon Alexa, and Apple Siri. It focuses on Google's strategy with Assistant and how it fits into their broader product portfolio. By 2018, voice assistants were common in many devices. Google launched Assistant across Pixel phones, books, and speakers. The document discusses various questions around the voice assistant market including which company is best positioned (Google), business models, and who is best positioned to win the connected home (Amazon looks strongest).
This document analyzes the cola wars between Coca-Cola and Pepsi using Porter's five forces model. It discusses the industry background and key events in 1886 and 1893. It finds that supplier power and buyer power are low due to commoditized raw materials and franchise agreements weakening bottlers' bargaining power. The threat of substitutes is high given many low-cost alternatives and customer switching costs. New entry threats are low due to high costs but rivalry is strong. The document concludes that the substitutes force is changing most as health concerns reduce carbonated soft drink consumption.
Tweeter etc. was a consumer electronics retailer operating in New England. It faced challenges in the 1980s-1990s from competitors offering lower prices and perceptions of Tweeter being expensive. Tweeter analyzed customer behavior and launched a three-pronged strategy including an Automatic Price Protection policy to match competitors' prices. This led to increased sales but some doubts remained about perceptions of its pricing. Tweeter also acquired stores in Philadelphia as it aimed to change its positioning from a high-end to a broadly competitive retailer.
TruEarth is considering expanding into the refrigerated pizza market from its successful Cucina Fresca fresh pasta brand. While the pizza market is larger, it also has much more competition. Research shows customer interest is high but some have concerns about price and variety. Overall, the findings suggest launching pizza is worthwhile but the company should revisit the price, focus on taste, and develop a better crust.
This editorial discusses advances in the treatment of depression, focusing on new drugs that target the opioid receptor system. Specifically, it describes how researchers have found that developing antagonists of the kappa opioid receptor (OPKR) may effectively treat major depression without significantly increasing pleasure responses. Two such drugs currently in clinical trials are highlighted - ALKS-5461, which combines buprenorphine and samidorphan, and LY-2456302/CERC-501 being developed by Eli Lily. The editorial concludes by noting that targeting the endogenous opioid system through OPKR antagonism offers hope for treating treatment-resistant depression and suicidal patients.
Lupin is the 4th largest pharmaceutical company in India. It has a presence in over 70 countries and is the largest generic drug maker in the US and Japan. Lupin produces generics, branded drugs, and active pharmaceutical ingredients. It has a strong focus on research and development. Key therapeutic areas include anti-TB drugs, cardiovascular drugs, and drugs for respiratory diseases. Lupin has several manufacturing facilities in India approved by regulatory bodies like the US FDA. It aims to become a global leader through innovation, partnerships, and expansion into new markets.
Precise Software Solutions is a small software company considering launching a new product called INSIGHT at the upcoming OpenWorld conference in September 2000. However, the team does not think they can complete the full product on time. Key decisions for management include whether to launch a limited version or wait another year, how to price the product, and whether to use the existing sales force or create a new one. While an early launch could help define the market and sign early customers, there is a risk of damaging the company's reputation if the product is not ready. Pricing a limited version at a reduced price may also make later price increases difficult. The existing sales force is experienced selling to database administrators but may not be optimized for selling to
This document provides an overview of Optical Distortion Inc.'s plans to address cannibalism in the poultry industry by developing contact lenses for chickens. It discusses cannibalism issues in chickens and debeaking as a common solution. It then outlines ODI's lens technology, market analysis, pricing strategy, and break-even point analysis. ODI plans to enter key markets, target large farms, and initially price lenses at $0.28 per pair through a skimming strategy to maximize profits and fund R&D before competition emerges once their patent expires in 3 years.
This document discusses positioning strategies for Evoe Spring Spa, an Indian startup aiming to provide affordable spa services. It considers positioning the spa experience as affordable health, affordable indulgence, or a little vacation. Focus groups suggested affordable health is the best approach, emphasizing relaxation and stress relief. Affordable indulgence was less preferred due to perceptions of spas as luxurious. A vacation positioning was also rejected as people see weekends as family time. The document recommends initially targeting "Sprinters and Racers", young professionals willing to pay for perceived health benefits.
The document discusses the development and marketing plan for Metabical, a new weight loss drug launching in January 2009. It outlines the target consumer as overweight individuals with a BMI of 25-30, and describes a marketing strategy focusing on advertising to consumers and healthcare providers, promotions, public relations events, and a sales force visiting doctors' offices. The plan aims to establish Metabical as a safe and effective short-term treatment option supported by a lifestyle program.
TruEarth is considering expanding into the $53 billion whole grain refrigerated pizza market but has concerns about viability given health concerns and competition. They conducted market research including 300 mall intercepts and an in-home product test of their basic pizza concept. The research found the concept had purchase intent but identified needed improvements like pricing and crust preferences. Sales volume is estimated at $15 million, above the $12 million needed, so the conclusion is TruEarth should launch the product after addressing identified issues.
This document contains information about Group B10's performance over 8 periods in a simulated market. It lists the members of Group B10 and provides data on the group's total market share, revenue, expenses, and brand portfolio over time. It also outlines the strategies Group B10 employed in each period, and summarizes the outcomes and lessons learned. The group worked to modify existing products, launch new products to target different segments, and expand into the Vodite market while maintaining their Sonite market share.
corporate strategy
Newell started as Curtain rod manufacturer in 1902
1917 – Supplier to Woolworth stores
1921 – Leonard Ferguson at Newell, Owner in 1937
1950 – Dan Ferguson (son of Leonard and Stanford MBA) as CEO. Revenue 10 mln
1967 – First Strategy for Newell – Focus as market for hardware and do-it-yourself products to volume merchandisers
1969 – First non-drapery hardware acquisition
1972 - Public Company – Funding for new products by acquisition
Two-Pronged Strategy
Manufacture low-technology, nonseasonal, noncyclical, nonfaschionable products for volume retailers by acquisition and then streamlining, focussing and making the division profitable, increasing operating margins > 15%
Strategy for consolidation and centralization to achieve effectivess
Changed strategy for individual divisions responsible for manufacturing and marketing but was centrally controlled by admin, legal and treasury systems
1997 – Revenues of 3.23 billion. Clients like Walmart which gave 15% of business, top 10 clients accounting for 40% business
Through 1997, 10 year average return to investors 31% (Vs S&P 500 only 18%)
This document discusses Barco and Sony's positions in the projection market. It analyzes their strengths and weaknesses compared to each other. Sony introduced a new high-quality projector, the 1270, which threatened Barco's market share. The document considers how Barco should respond, concluding that lowering prices below Sony's 1270 would be the best option since Barco lacked a direct competitor at that time.
Dove is a skincare brand owned by Unilever that was launched in 1957. In the 1970s, Dove increased in popularity as a milder soap. In the 2000s, Dove launched campaigns promoting "real beauty" by featuring ordinary women. This helped shift perceptions of beauty away from unrealistic standards. Dove also began the Self Esteem Project in 2002 to help raise girls' self-confidence. Through its campaigns and focus on diversity, Dove has grown its brand value while also facing some controversies related to Unilever's other brands.
The document discusses Genzyme's decision about whether to launch the new drug Renvela. [1] Renagel is currently the market leader for treating phosphorus levels in patients with chronic kidney disease (CKD), with 50% market share. [2] Renvela was shown to control phosphorus levels equally well as Renagel and also maintain appropriate bicarbonate levels in patients with stage 3 and 4 CKD. [3] However, launching Renvela risks cannibalizing Renagel sales and causing inventory issues, as Renvela was not yet approved to discuss its benefits for earlier CKD stages.
Dominion Motors faces a challenge from an engineering report that could reduce demand for their motors. Their alternatives are to lower prices on a larger motor, reengineer smaller motors to higher torque, or build a new smaller motor. Building a new 5 HP motor allows them to be prepared if the report is accepted while avoiding actions that acknowledge the report prematurely. They will also lobby regulators and the engineer conducting the report to delay its impact and independently verify its findings.
Black & Decker is a leading power tool manufacturer that dominates the consumer and professional-industrial segments but only has 9% market share in the fast-growing professional-tradesmen segment. While the company is profitable, this presents a growth opportunity and risk to their leadership position if not addressed. A 5C analysis of Black & Decker looks at their strong brand image and product line in multiple segments, technology expertise from decades in the industry, and goal of leadership across all power tool markets, though they need to improve their image among professional tradesmen to surpass competitors like Makita.
Culinarian Cookware case study analysisSaurabh Mhase
Culinarian Cookware is considering adopting a price promotion strategy but is unsure if it will be profitable. In 2004, an external study found price promotions had a negative impact on profits. However, the sales manager believes the 2004 campaign was successful. There is a dilemma around whether price promotions would help or hurt Culinarian's market share and profits. The case analyzes Culinarian's market position, previous promotion results, and makes recommendations around a new product line and limited price promotions to target different customer segments.
Clique Pens Pricing: The Writing Implements Division of U.S. Home Demin Wang
Clique Pens has experienced a 6% decline in gross profit margins over the past 2 years. There is a debate between the VP of Marketing and VP of Sales over how to allocate the marketing development funds (MDF) budget. The VP of Marketing wants to use MDF for consumer discounts and promotions to build brand equity, while the VP of Sales wants to use it for trade promotions and discounts to retailers. They need to compromise on a plan to satisfy both consumers and retailers.
The pen industry is highly competitive with 50 major competitors. Retailers like Staples, Walmart, and Walgreens have significant bargaining power and prioritize discounts and incentives from manufacturers. Clique will need to decide how
The document discusses the "voice wars" between Google Assistant, Amazon Alexa, and Apple Siri. It focuses on Google's strategy with Assistant and how it fits into their broader product portfolio. By 2018, voice assistants were common in many devices. Google launched Assistant across Pixel phones, books, and speakers. The document discusses various questions around the voice assistant market including which company is best positioned (Google), business models, and who is best positioned to win the connected home (Amazon looks strongest).
This document analyzes the cola wars between Coca-Cola and Pepsi using Porter's five forces model. It discusses the industry background and key events in 1886 and 1893. It finds that supplier power and buyer power are low due to commoditized raw materials and franchise agreements weakening bottlers' bargaining power. The threat of substitutes is high given many low-cost alternatives and customer switching costs. New entry threats are low due to high costs but rivalry is strong. The document concludes that the substitutes force is changing most as health concerns reduce carbonated soft drink consumption.
Tweeter etc. was a consumer electronics retailer operating in New England. It faced challenges in the 1980s-1990s from competitors offering lower prices and perceptions of Tweeter being expensive. Tweeter analyzed customer behavior and launched a three-pronged strategy including an Automatic Price Protection policy to match competitors' prices. This led to increased sales but some doubts remained about perceptions of its pricing. Tweeter also acquired stores in Philadelphia as it aimed to change its positioning from a high-end to a broadly competitive retailer.
TruEarth is considering expanding into the refrigerated pizza market from its successful Cucina Fresca fresh pasta brand. While the pizza market is larger, it also has much more competition. Research shows customer interest is high but some have concerns about price and variety. Overall, the findings suggest launching pizza is worthwhile but the company should revisit the price, focus on taste, and develop a better crust.
This editorial discusses advances in the treatment of depression, focusing on new drugs that target the opioid receptor system. Specifically, it describes how researchers have found that developing antagonists of the kappa opioid receptor (OPKR) may effectively treat major depression without significantly increasing pleasure responses. Two such drugs currently in clinical trials are highlighted - ALKS-5461, which combines buprenorphine and samidorphan, and LY-2456302/CERC-501 being developed by Eli Lily. The editorial concludes by noting that targeting the endogenous opioid system through OPKR antagonism offers hope for treating treatment-resistant depression and suicidal patients.
Lupin is the 4th largest pharmaceutical company in India. It has a presence in over 70 countries and is the largest generic drug maker in the US and Japan. Lupin produces generics, branded drugs, and active pharmaceutical ingredients. It has a strong focus on research and development. Key therapeutic areas include anti-TB drugs, cardiovascular drugs, and drugs for respiratory diseases. Lupin has several manufacturing facilities in India approved by regulatory bodies like the US FDA. It aims to become a global leader through innovation, partnerships, and expansion into new markets.
CHAPTER FIVEThe Antidepressant EraThe title of this chapter deri.docxtiffanyd4
CHAPTER FIVEThe Antidepressant Era
The title of this chapter derives from a book of the same title by David Healy (1997). Healy points out the important but overlooked fact that depression proper (what the DSM-5 calls Major Depressive Disorder) [American Psychiatric Association (APA), 2013] was basically unheard of as recently as 50 years ago. For Healy, the antidepressant era unfolded against a backdrop of battles within the psychiatric profession (people endorsing the medical model perspective battling those endorsing models emphasizing a psychological perspective), regulatory agencies such as the Food and Drug Administration (FDA), and the pharmaceutical industry. Antidepressant medications are among the medications most advertised directly to consumers and evidence is mounting that this does not in fact increase consumer knowledge about depression and antidepressants but rather increases misperceptions like the discredited chemical imbalance theory of depression (Park, 2013).
This chapter is divided into seven sections. Section One provides an overview of the current impact of antidepressants and Major Depressive Disorder. Section Two describes early theories of antidepressant action. Section Three covers the neurotrophic/plasticity theory of antidepressant action and other newer findings. Section Four begins coverage of the classes of antidepressant medications with what are called first generation antidepressants. Section Five is devoted to selective serotonin reuptake inhibitors (second generation antidepressants). Section Six covers third-generation antidepressants like bupriopion and duloxetine and experimental drugs like ketamine. Section Seven covers important psychological, cultural, and social perspectives on anti-depressants including the concerns about violent behavior being correlated with antidepressant therapy.
SECTION ONE: THE CURRENT IMPACT OF ANTIDEPRESSANTS
Learning Objectives
• Know what the point and lifetime prevalence of Major Depressive Disorder is.
• Understand the conditions that are often comorbid with depression.
• Be able to articulate sex differences in reported rates of depression.
• Know what meta-analytic studies note as the overall efficacy of antidepressants.
A television commercial features a grimacing young man with his face against a wall. The commercial's narrator lists several symptoms of fear and anxiety related to Social Anxiety Disorder (previously Social Phobia in DSM-IV). The last scene in the commercial shows the same young man smiling, rising from a table in a crowded room apparently to receive acclaim for some accomplishment. The ad ends by repeating the name of the medication and informing the viewer, “Your life is waiting.” As we noted in Chapter Four, there is vigorous debate as to whether such ads are a valuable source of information or prey on the misconceptions many people have about such drugs being “magic potions” to change their lives.
At this writing, antidepressants are still one o.
The title of this chapter derives from a book of the same title .docxgloriab9
The title of this chapter derives from a book of the same title by David Healy (1997). Healy points out the important but overlooked fact that depression proper (what the DSM-5 calls Major Depressive Disorder) [American Psychiatric Association (APA), 2013] was basically unheard of as recently as 50 years ago. For Healy, the antidepressant era unfolded against a backdrop of battles within the psychiatric profession (people endorsing the medical model perspective battling those endorsing models emphasizing a psychological perspective), regulatory agencies such as the Food and Drug Administration (FDA), and the pharmaceutical industry. Antidepressant medications are among the medications most advertised directly to consumers and evidence is mounting that this does not in fact increase consumer knowledge about depression and antidepressants but rather increases misperceptions like the discredited chemical imbalance theory of depression (Park, 2013).
This chapter is divided into seven sections. Section One provides an overview of the current impact of antidepressants and Major Depressive Disorder. Section Two describes early theories of antidepressant action. Section Three covers the neurotrophic/plasticity theory of antidepressant action and other newer findings. Section Four begins coverage of the classes of antidepressant medications with what are called first generation antidepressants. Section Five is devoted to selective serotonin reuptake inhibitors (second generation antidepressants). Section Six covers third-generation antidepressants like bupriopion and duloxetine and experimental drugs like ketamine. Section Seven covers important psychological, cultural, and social perspectives on anti-depressants including the concerns about violent behavior being correlated with antidepressant therapy.
Learning Objectives
• Know what the point and lifetime prevalence of Major Depressive Disorder is.
• Understand the conditions that are often comorbid with depression.
• Be able to articulate sex differences in reported rates of depression.
• Know what meta-analytic studies note as the overall efficacy of antidepressants.
A television commercial features a grimacing young man with his face against a wall. The commercial's narrator lists several symptoms of fear and anxiety related to Social Anxiety Disorder (previously Social Phobia in DSM-IV). The last scene in the commercial shows the same young man smiling, rising from a table in a crowded room apparently to receive acclaim for some accomplishment. The ad ends by repeating the name of the medication and informing the viewer, “Your life is waiting.” As we noted in , there is vigorous debate as to whether such ads are a valuable source of information or prey on the misconceptions many people have about such drugs being “magic potions” to change their lives.
At this writing, antidepressants are still one of the most advertised and prescribed psychotropic medications. Over $11 billion is spent annually.
Medicines and drugs can alter sensory sensations, mood, physiology, and more. They are tested through laboratory/animal studies then clinical trials on humans comparing new drugs to placebos. The development process involves isolating compounds, determining safe dosages, and getting approval. Drugs are administered through various methods like ingestion or injection. The therapeutic window refers to the safe dosage range between therapeutic and toxic levels, while tolerance and side effects are also important considerations.
Eli Lilly and Company was founded in 1876 by Colonel Eli Lilly to produce high quality pharmaceutical products based on science rather than advertisements. Some of Lilly's major products included Prozac, Zyprexa, Humulin insulin, and Ceclor antibiotic. In the 1980s, Lilly adopted genetic engineering and rational drug design, and in the late 1980s began using combinatorial chemistry to accelerate drug development. In 1994, Lilly acquired Sphinx Pharmaceuticals to gain expertise in combinatorial chemistry and high-throughput screening. Lilly used these methods in projects targeting central nervous system disorders like depression and migraine.
Eli Lilly and Company was founded in 1876 by Colonel Eli Lilly to produce high quality pharmaceutical products based on science rather than advertisements. Some of Lilly's major products included Prozac, Zyprexa, Humulin insulin, and Ceclor antibiotic. In the 1980s, Lilly adopted genetic engineering and rational drug design, and in the late 1980s began using combinatorial chemistry to accelerate drug development. In 1994, Lilly acquired Sphinx Pharmaceuticals to gain expertise in combinatorial chemistry and high-throughput screening to develop new central nervous system drugs like Prozac to treat conditions like depression and migraine.
1) Tasly's Danshen Plus Dripping Pill is the first proprietary Chinese medicine to complete Phase II clinical trials in the US, marking an important step in internationalizing Chinese medicine.
2) The clinical trials showed the pills were effective in treating angina pectoris and had no adverse reactions, helping dispel prejudices against Chinese medicine.
3) Completing the rigorous FDA trials demonstrates Tasly's leadership and commitment to modernizing Chinese medicine according to international standards.
Guide for Drug Education and Vice Control.docxjennysansano2
This document provides information about drugs and their classification. It defines drugs and distinguishes them from medicines. Drugs are classified based on their effects into depressants, stimulants, hallucinogens, and inhalants. Depressants are then discussed in more detail, including both legal depressants like alcohol and barbiturates, and illegal depressants like GHB and opium. Common names and effects of various depressants are outlined.
Psychopharmacology is the study of how drugs affect the mind, behavior, and emotions. The term "drug" can refer to medications, substances of abuse, or chemicals that alter cellular function in low doses. Psychopharmacology has undergone several revolutions with the development of vaccines, antibiotics, tranquilizers, and oral contraceptives. Key principles of drug action include dose-response relationships, tolerance, and individual variability. Psychotropic drugs work in the brain through processes of absorption, distribution, metabolism, and excretion. Their effects depend on pharmacodynamics at synaptic receptors as agonists, antagonists, or indirect agents. Common drug classes discussed include antipsychotics, antidepressants, anxiolytics, and
Casey Hoffman
Initial Post
Bipolar Disorder
Bipolar Disorder is a psychiatric condition that is characterized by key changes in mood, energy and activity level (Bipolar Disorder, 2016). Those suffering from Bipolar Disorder can have extremely "up" moods, full of elation, which are known as a manic episode, and extremely low episodes known as depressive episodes. Bipolar Disorders can be genetic in nature (Sanchez-Igleesias, S. Garcia, V. Garcia, 2016). Patients can also have manic episodes that are less severe in nature, which care known as hypomanic episodes. There are 4 types of Bipolar Disorders that are classified within the DSM IV, they include Bipolar I Disorder, Bipolar II Disorder, Cyclothymic Disorder, and other unspecified Bipolar and related disorders. (Bipolar Disorder, 2016). Patients can also experience mixed episodes which can include symptomologies of both manic and depressive episodes. During manic episodes, patients will exhibit specific behaviors including increased levels of activity, increased energy, indulge in risk behaviors (sexual activity or excessive spending), a flight of ideas, and having trouble sleeping. During depressive episodes, patients may experience feelings of hopelessness, have decreased activity levels, increased need for sleep, and feeling worried.
Decision Steps
My first decision step was to restart the patient on Lithium 300mg BID. After this initial treatment intervention, the patient returned to the office in 4 weeks' time, exhibiting many of the same symptomologies that she displayed on her initial visit. She attests to taking her Lithium intermittently and only when she feels like she needs it. Decision point two involved assessing why the patient was non-compliant in her lithium therapy and was then educated on the effects of Lithium and the pharmacological actions involved. The client then returned to the clinic in 4 weeks' time complaining that the medication makes her nauseated and gives her diarrhea. The patient attests to stopping her lithium therapy until these symptoms dissipate and then will start taking her medication again only to have the symptoms start again. The third decision point involved keeping the patient's lithium at the same dose and frequency, except making the medication sustained-release instead of immediate release. The patient's lithium was changed to extended-release because this formulation can prevent the symptomologies of nausea and diarrhea.
Chosen Pharmacotherapies
Lithium is an effective medication for treating acute manic and depressive episodes, as well as in reducing the recurrance of mood episodes and minimizing the risk of suicidal behaviors (Merchado-Vieira, Manji, & Zarate, 2009). Lithium is classified as a mood-stabilizing agent. Its mechanism of action involves inducing multiple biochemical and molecular effects on neurotransmitter signaling, signal transduction cascades, hormonal and circadian regulation, ion transport, and gene expression (Merch ...
The document discusses a proposed non-profit approach to developing ibogaine into an FDA-approved medication for treating drug abuse. Key points include: (1) It would cost an estimated $5 million over 5 years to fund the necessary clinical research; (2) A non-profit is the best strategy given ibogaine's status as a Schedule I drug; (3) The FDA can be trusted to evaluate research based on science rather than politics and has approved studies of other Schedule I drugs.
Chapter 5 Psychopharmacology and New Drug DevelopmentKey simisterchristen
Chapter 5: Psychopharmacology and New Drug Development
Key Terms
acute tolerance: A type of functional tolerance that occurs within a course of
action of a single drug dose.
attention deficit/hyperactivity disorder: A disorder with features such as a
greater-than-normal amount of activity, restlessness, difficulty concentrating or
sustaining attention, and impulsivity.
behavioral pharmacology: The specialty area of psychopharmacology that
concentrates on drug use as a learned behavior.
behavioral tolerance: Adjustment of behavior through experience in using a drug
to compensate for its intoxicating effects.
brand name: The commercial name given to a drug by its manufacturer.
causal relationship: A relationship between variables in which changes in a
second variable are due directly to changes in a first variable.
chemical name: The name given to a drug that represents its chemical structure.
conflict paradigm: A research procedure that concerns the effects on a behavior
of a drug
that has a history of both reinforcement and punishment.
control group: The reference or comparison group in an experiment. The control
group does not receive the experimental manipulation or intervention whose effect
is being tested.
cross-tolerance: Tolerance to a drug or drugs never taken that results from
protracted tolerance to another drug or drugs.
dispositional tolerance: An increase in the rate of metabolizing a drug as a result
of its regular use.
drug discrimination study: A research procedure that primarily concerns the
differentiation of drug effects.
drug expectancy: A person’s anticipation of or belief about what they will
experience upon taking a drug.
functional tolerance: Decreased behavioral effects of a drug as a result of its
regular use.
generalizable: Applicability of a research finding from one setting or group of
research participants to others.
generic name: The general name given to a drug that is shorter (and easier for
most people to say) than its chemical name.
group design: A type of experimental design in which groups (as compared to
individual cases) of subjects are compared to establish experimental findings.
homeostasis: A state of equilibrium or balance. Systems at homeostasis are
stable; when homeostasis is disrupted, the system operates to restore it.
initial sensitivity: The effect of a drug on someone using it for the first time.
paradoxical: Contrary to what is expected. A paradoxical drug effect is opposite in
direction to what is expected based on the drug’s chemical structure.
placebo control: A type of control originating in drug research. Placebo subjects
have the same makeup and are treated exactly like a group of subjects who receive
a drug, except that placebo subjects receive a chemically inactive substance.
protracted tolerance: A type of functional tolerance that occurs over the course
of two or more drug administrations.
psychosis: A severe mental disorder whose symptoms include disorganized ...
As team leader of this project, I was able to lead my team to victory by positioning Paxil for a new indication, smoking cessation, after developing a compelling marketing research plan that included questionnaire development of patients seeking to take a pharmaceutical anti-depressant for a new indication of smoking cessation.
Psilocybin Therapy May Be 4x More Effective in Treating DepressionEvergreen Buzz
Psilocybin is great for depression, read this https://cannabis.net/blog/medical/psilocybinassisted-therapy-may-be-4x-more-effective-in-treating-major-depression-in-patients
Depression and Psilocybin - Four Times More Effective Than Current MedicineCannabis News
Is psilocybin good for depression, read this https://cannabis.net/blog/medical/psilocybinassisted-therapy-may-be-4x-more-effective-in-treating-major-depression-in-patients
The document summarizes several important drug regulatory news and safety updates from regulatory authorities including Health Canada and the US FDA. It provides warnings and updates to healthcare professionals in Nepal about potential drug interactions and risks, including:
1) The risk of high anion gap metabolic acidosis with concomitant use of flucloxacillin and paracetamol.
2) The possible risk of hypothyroidism in infants given iodine-containing contrast agents.
3) The removal of a boxed warning about asthma deaths for medicines containing inhaled corticosteroids and long-acting beta agonists.
4) The rare risk of subacute cutaneous lupus erythematosus with proton
This document summarizes information about ADHD, including prevalence, treatment options, controversies, and alternative therapies. It then provides an overview of Nurture & Clarity, a herbal supplement designed to treat ADHD symptoms. Key points:
- ADHD is one of the most common childhood psychiatric disorders, affecting 4-5 million children in the US. Approximately 50-70% of cases persist into adulthood.
- While stimulant medications are most commonly prescribed, their side effects and potential for abuse are controversial. There is a need for safer, non-stimulant treatment options.
- Nurture & Clarity is a herbal supplement produced according to pharmaceutical standards. A clinical trial found
This document summarizes and critiques common myths about antidepressant medications. It discusses how popular culture and marketing have promoted the idea that depression is solely a biological condition cured by medication, rather than a complex issue influenced by various life experiences. However, the document asserts that research does not actually support the view that antidepressants are dramatically more effective than placebo pills or psychotherapy. It claims antidepressants have been exaggerated as "miracle drugs" due more to profit-driven marketing than objective science.
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- Video recording of this lecture in English language: https://youtu.be/Pt1nA32sdHQ
- Video recording of this lecture in Arabic language: https://youtu.be/uFdc9F0rlP0
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These lecture slides, by Dr Sidra Arshad, offer a simplified look into the mechanisms involved in the regulation of respiration:
Learning objectives:
1. Describe the organisation of respiratory center
2. Describe the nervous control of inspiration and respiratory rhythm
3. Describe the functions of the dorsal and respiratory groups of neurons
4. Describe the influences of the Pneumotaxic and Apneustic centers
5. Explain the role of Hering-Breur inflation reflex in regulation of inspiration
6. Explain the role of central chemoreceptors in regulation of respiration
7. Explain the role of peripheral chemoreceptors in regulation of respiration
8. Explain the regulation of respiration during exercise
9. Integrate the respiratory regulatory mechanisms
10. Describe the Cheyne-Stokes breathing
Study Resources:
1. Chapter 42, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 36, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 13, Human Physiology by Lauralee Sherwood, 9th edition
5-hydroxytryptamine or 5-HT or Serotonin is a neurotransmitter that serves a range of roles in the human body. It is sometimes referred to as the happy chemical since it promotes overall well-being and happiness.
It is mostly found in the brain, intestines, and blood platelets.
5-HT is utilised to transport messages between nerve cells, is known to be involved in smooth muscle contraction, and adds to overall well-being and pleasure, among other benefits. 5-HT regulates the body's sleep-wake cycles and internal clock by acting as a precursor to melatonin.
It is hypothesised to regulate hunger, emotions, motor, cognitive, and autonomic processes.
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DECLARATION OF HELSINKI - History and principlesanaghabharat01
This SlideShare presentation provides a comprehensive overview of the Declaration of Helsinki, a foundational document outlining ethical guidelines for conducting medical research involving human subjects.
The skin is the largest organ and its health plays a vital role among the other sense organs. The skin concerns like acne breakout, psoriasis, or anything similar along the lines, finding a qualified and experienced dermatologist becomes paramount.
Histololgy of Female Reproductive System.pptxAyeshaZaid1
Dive into an in-depth exploration of the histological structure of female reproductive system with this comprehensive lecture. Presented by Dr. Ayesha Irfan, Assistant Professor of Anatomy, this presentation covers the Gross anatomy and functional histology of the female reproductive organs. Ideal for students, educators, and anyone interested in medical science, this lecture provides clear explanations, detailed diagrams, and valuable insights into female reproductive system. Enhance your knowledge and understanding of this essential aspect of human biology.
share - Lions, tigers, AI and health misinformation, oh my!.pptxTina Purnat
• Pitfalls and pivots needed to use AI effectively in public health
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1. Running Header: WEEK 4 – CASE STUDY ANALYSIS: CYMBALTA - VINODHINI GUHESAN 1
Case Study Analysis: Cymbalta
By Vinodhini Guhesan
University of Maryland University College
AMBA 650 Section 7621
January 28, 2014
Author note: This paper was prepared for AMBA 650: Marketing Management and
Innovation, taught by Professor Chadwick.
2. WEEK 4 – CASE STUDY ANALYSIS: CYMBALTA - VINODHINI GUHESAN 2
Introduction
Eli Lilly is a multi-billion dollar pharmaceutical company that has had
unsurpassed success in the treatment of depression from its patented drug, Prozac. As
Prozac edges closer to the end of its patent, Lilly is tasked with creating its next “uber”
money maker to prevent loss of its market share in the treatment of depression. Since
Lilly is currently positioned as the provider of optimal depression treatment in the eyes
of the consumer, it must find a drug which would strategically sustain its reputation and
market share. In addition, if Lilly can develop a drug that not only treats depression but
other health issues than it will be able to expand its business into new markets
strengthening its profitability.
Presentation of the Facts Surrounding the Case
Eli Lilly was established in Indianapolis, Indiana in 1876. Its initial success was
in the production of diabetes drugs and antibiotics. In 1988 Lilly released Prozac as the
first selective serotonin reuptake inhibitor (SSRI) that brought the company its greatest
success of all (Ofek & Laufer, 2008). Prozac is composed of the chemical compound
fluoxetine. This compound had less side effects and was less toxic than the tricyclical
acids (TCA’s) that were previously used to treat depression.
Prozac became the cornerstone of Lilly’s business. Lilly also continued to have
profits from other drugs for diabetes and cancer treatment. These did not create as
much revenue as Prozac. Lilly’s market share on treatment for depression with Prozac
yielded $2 billion in revenue annually.
3. WEEK 4 – CASE STUDY ANALYSIS: CYMBALTA - VINODHINI GUHESAN 3
Depression is a “sustained emotional disturbance” that prevents one from
engaging in normal daily activities. (Ofek & Laufer, 2008, p. 3). The prevalence of
depression is that “10 to 25% of the population at any point in one’s life” will experience
it (Ofek & Laufer, 2008, p. 3). This high occurrence gives great scope for profitability if a
drug can provide treatment for depression.
Prozac was one of the first in a class of drugs termed selective serotonin
reuptake inhibitors (SSRI’s) that prevented the reuptake of serotonin by the
neurotransmitters. The SSRI’s also had lower rates of side effects than previous drugs
of the tricyclic antidepressants (TCA) class. This combination made Prozac an
immediate success in treating depression.
Lily was on the brink of losing its market share with Prozac as the patent on
Prozac would expire in December 2003. Other companies would be able to saturate the
market with generic versions of Prozac and usurp Lilly’s market share. In order to find a
replacement for Prozac years of time and money would be invested in research and
development (R&D) at Lilly. The R&D process does not always deliver a successful
product. Lilly had a significant disadvantage in losing the patent on Prozac.
Lilly formed a cross functional group termed the New Antidepressant Team
(NAT) to research a new drug to succeed Prozac (Ofek & Laufer, 2008). This team
combined marketing with R&D to take a more effective approach to drug creation. One
of the members of the team was John Kaiser who had worked as the global marketing
director for Prozac. The NAT came up with five options to explore. These were R-
4. WEEK 4 – CASE STUDY ANALYSIS: CYMBALTA - VINODHINI GUHESAN 4
Fluxetine, OFC, 5HT2 antagonist SSRI, business development opportunities and
Cymbalta. Each option had its limitations and opportunities.
In addition the NAT also explored the health effects of depression so they could
bring about a drug that treated depression and its health effects to give Lilly a
competitive edge over drugs that only treated depression. It was during this research
that the NAT discovered that Cymbalta could treat pain in addition to depression. Pain
was a common symptom seen in patients with depression. Doctors in the past saw pain
as a physical manifestation of the depression that would be alleviated when the
depression subsided. The mind-body link of depression and pain was now more
evident in research findings. The NAT however saw that Cymbalta could treat both
depression and pain and therefore allow Lilly to gain market share. The decision
however lay with Kaiser and the NAT on how to proceed with Cymbalta as testing was
lengthy and expensive.
Identification of the Key Issue(s)
The issues of the case can clearly be defined as the pending expiration of Lilly’s
patent on Prozac, competition from other companies producing generic treatments,
difficulties in R&D for Lilly to produce a successor to Prozac, and the narrow options for
producing drugs to counteract brain activity causing depression. Understanding the
neurological and biochemical cause of depression and how drugs interact in the brain to
counteract depression will allow for a better understanding of the issues of the case.
Neurotransmitters are chemicals that carry data from one neuron to another in the brain.
Once the data is delivered the neurotransmitter is supposed to go back and be
5. WEEK 4 – CASE STUDY ANALYSIS: CYMBALTA - VINODHINI GUHESAN 5
reabsorbed by the original neuron (Ofek & Laufer, 2008). Within the neuron the
neurotransmitter is either repackaged or may be broken down by monoamine acidase
enzymes (MAO). Scientists believed that a decrease in the level of neurotransmitters
such as serotonin and norepinephrine in the brain can lead to depression. Drug
treatments that have been used to alleviate the symptoms of depression work through
different processes such as allowing the neurotransmitters to carry the message to the
other neuron by aiding in binding to the neuron’s receptors, to prevent the
neurotransmitter from being absorbed back into the original neuron, or from being
broken down once absorbed into the original neuron. Scientists believed that the high
prevalence of neurotransmitters in the brain would be the best manner in which to
counteract depression. Tricyclic antidepressants (TCA’s) and SSRI’s focused on
blocking the reabsorption of serotonin and norepinephrine resulting in increased
neurotransmitters in the brain. This caused the main issue to have limited options for
creating a drug to combat depression due to lack of a better understanding of the brain
activity that caused depression.
Prior to Prozac, TCA’s were used to treat depression. These drugs however were
dangerous in high dosages and had severe side effects. As the first successful SSRI,
Prozac’s use was ground breaking in treating depression and as a result made previous
chemical treatments for depression obsolete.
A key issue is that the patent for Prozac would expire for Lilly in December 2003.
Once the patent expired generic forms of Prozac could be manufactured and sold by
other companies. In addition there was a pending appeal in the Federal court to
6. WEEK 4 – CASE STUDY ANALYSIS: CYMBALTA - VINODHINI GUHESAN 6
overturn the decision to uphold the patent on Prozac. If a decision was made as
expected in 2000, then Prozac would lose market share years before its patent was to
expire. This was almost two years earlier than the NAT expected to have a
replacement for Prozac available. With Prozac sales declining from the proliferation of
generic drug sales, Lilly’s market share would topple. Losing Prozac sales would mean
a $2 billion loss in annual revenue (Ofek & Laufer, 2008, p.1). In order to keep a strong
grasp of the market share for depression treatment medications, Lilly needed to create
another drug that would show progress beyond Prozac.
Lilly had set in motion the beginnings of exploring other options via R&D in hopes
of finding the next great treatment for depression. R&D had its tribulations in a lengthy
road of testing to get any drug to even be submitted to the FDA for approval. This only
added to the difficulties of finding a replacement for Prozac.
Finally the issues in choosing to pursue Cymbalta to replace Prozac would
involve some decisive action by the NAT. Kaiser and the NAT had to determine which
option they would pursue in terms of clinical trials of Cymbalta in higher dosages, test
Cymbalta’s use for both emotional and physical symptom relief only for depression and
submit to the FDA or delay submission to the FDA until both options of Cymbalta’s use
as an antidepressant and pain reliever could be tested thoroughly. The last option was
the most risky as more time on trials could mean other companies could grasp market
share well before Cymbalta is released. R&D required extensive time and money so it
was not feasible to test all three of the preceding options.
7. WEEK 4 – CASE STUDY ANALYSIS: CYMBALTA - VINODHINI GUHESAN 7
Listing Alternative Courses of Action That Could Be Taken
The research on depression was improving. More viable treatments were
available that combined psychotherapy and chemical treatment to alleviate depression.
Lilly had to forge a treatment option that not only met the efficacy of Prozac but
surpassed it in providing greater relief from other symptoms of depression as well to
truly garner high market share.
Lilly formed a “cross functional” team termed the NAT to explore options to
replace Prozac (Olak & Laufer, 2008, p.2). There were 5 alternatives that the NAT was
researching which include R-Fluxetine, Olanzapin-fluoxetine, 5HT2 antagonist SSRI,
business development opportunities and Cymbalta. Each option had its faults and
benefits.
When exploring the other options it became clear that in order to keep the
reputation of delivering high caliber depression treatment medication required a
treatment that was exponentially better than Prozac. Prozac was effective but only
treated depression straight on. In order to truly forge ahead as a provider of innovative
drug therapy Lilly had to deliver a drug that did more than treat the emotional
deficiencies of depression. It became very evident that none of the other options except
Cymbalta could achieve that level of success. Cymbalta had the potential to re-assert
Lilly’s position in the market for treatment of depression as well as take Lilly into the
market for treatment of pain.
8. WEEK 4 – CASE STUDY ANALYSIS: CYMBALTA - VINODHINI GUHESAN 8
Evaluation of Alternative Courses of Action
Prozac’s main component is fluxetine. R-fluxetine was composed by rearranging
the position of the molecules to a different form. Lilly hoped that this would allow for the
same efficacy as Prozac but go to market as a new drug. The patent for R-Fluxetine
was held by another company. Once the treatment went to trial on patients it was
evident that the drug was not optimal to use and so it was abandoned as a viable
treatment. Even if the drug had been successful in trial Lilly would have been limited in
their scope of business with R-fluxetine as it would most likely deliver the same benefits
of Prozac but not be unique enough to take the market share away from the generic
versions of Prozac that would saturate the market.
Olanzapin-fluoxetine combination (OFC) contained the main components of
Prozac and another drug, Zyprexa. It turned out to be useful in combating Bipolar
disorder another type of depression. As bipolar disorder was prevalent in a smaller
number of the general population than MDD depression it did not have the scope for
revenue as treating MDD depression did. In light of this OFC was not pursued.
Lilly had researched using a chemical known as 5HT2 antagonist SSRI that
would specifically block a serotonin receptor reducing the occurrence of certain side
effects in treating depression. Unfortunately, 5HT2 antagonist SSRI was eliminated as
a viable alternative “due to toxicity findings in animals” (p.8). Lilly certainly could not risk
putting out a drug that achieved some level of depression relief but was toxic.
9. WEEK 4 – CASE STUDY ANALYSIS: CYMBALTA - VINODHINI GUHESAN 9
Through business development deals with other companies, Lilly attempted to
purchase other components. It hoped by buying from another company it could cut
R&D and operational costs. The purchased components would then be used to create
a new drug to combat depression. Unfortunately the other companies did not sell their
components to Lilly to avoid market competition. Therefore this option was also a
failure.
Finally a drug Lilly had unsuccessfully developed to treat depression, Cymbalta,
was re-examined for use on depression once again. This failed to be effective in treating
depression at the low 20mg per day dosage. Lilly brought this drug back for evaluation
to gauge its efficacy at multiple dosages a day usage. As a drug that had already been
developed it required less operational expense than creating a new drug from scratch.
Typically physicians did not like to prescribe medications to be taken more than once a
day. Cymbalta would have to be tested at increased dosage and if successful would
need to counteract physicians’ resistance to prescribing drugs that required more than
one dosage a day. As all other options to replace Prozac had failed, Cymbalta was the
most viable option to pursue. The NAT set forth in further research of the drug.
Recommendation of the Best Course of Action
Lilly had become well known for Prozac. Consumer’s identified Lilly as having the
superior treatment for depression. Therefore Lilly needed to maintain its reputation as
the Prozac company with the best replacement to Prozac it could formulate. Cymbalta
was the solution Lilly needed to maintain its reputation as the market leader for
treatment of depression.
10. WEEK 4 – CASE STUDY ANALYSIS: CYMBALTA - VINODHINI GUHESAN 10
Research within Lilly by Dr. Iyengar demonstrated that Cymbalta could relieve
pain. As pain was not the market that Lilly had a foothold in Dr. Iyengar’s research
yielding secondary data was not pursued further until the NAT intervened. Research
from a Dr. Kroneke showed support for patients with depression who also experienced
pain. In fact examination of patients that experienced depression demonstrated both
emotional and physical symptoms, the most prevalent of which was pain. This
plenitude of evidence to support the link between depression having both psychological
and physical symptoms was recognized by the NAT to be enough to pursue a body-
mind link in depression with Cymbalta as the key treatment to combat it.
Since evidence from research demonstrated that Cymbalta was effective in
relieving pain, this proved to be a marketing strategy to have a treatment that alleviates
the physical pain as well as emotional aspects of depression. Another advantage to
using Cymbalta was less severe side effects. In addition Lilly had the ability to also
market the drug for pain treatment alone. The drawback was that Cymbalta had to
overcome the resistance of some physicians toward the mind-body link of depression
and pain. In addition Cymbalta was not effective in a single 20 mg per day dosage. It
would have to gain acceptance from physicians at a twice a day dosage or higher once
a day dosage. These two factors caused the most friction in moving forward with
Cymbalta as the replacement for Prozac.
Kaiser put together research on other companies’ depression treatments. This
allowed Kaiser’s team to evaluate the competition against what they intended to
accomplish with Cymbalta. In addition the data on the competition would allow for
11. WEEK 4 – CASE STUDY ANALYSIS: CYMBALTA - VINODHINI GUHESAN 11
Kaiser to position Cymbalta’s marketing strategy effectively to combat the competing
treatments.
Kaiser’s recommendation was to proceed with presenting Cymbalta as a solution
for both depression and physical pain caused by depression. This strategy would
differentiate Cymbalta from other depression treatments. If the pain angle is not used
and Cymbalta is presented only as treatment for depression than there is a greater
chance of it to be drowned out by the myriad of other depression treatments in the
market. The decision on which option to pursue with Cymbalta would be paramount to
the future success of Lilly.
Conclusion
Lilly played a pivotal role in the treatment of depression by producing the first
ever SSRI successful at treating depression. As the patent for Prozac came toward
expiration the organization was under pressure to produce the next big thing in
depression treatment. After exploring several options it became evident that Cymbalta
could bring about great success following Prozac. The uniqueness of Cymbalta was the
discovery that it not only treated the emotional symptoms of depression but also
physical symptoms as well. This could be a ground breaking treatment for depression
but could also be introduced as combating pain in other diseases such as diabetes.
Cymbalta would therefore create a new area for Lilly to enter in pain management for
even more revenue. An expansion of Lilly’s business into pain management would no
doubt solidify Lilly’s position in the pharmaceutical industry. The dilemma for Kaiser and
the NAT however was in which avenue to choose in the next step in clinical trials for
12. WEEK 4 – CASE STUDY ANALYSIS: CYMBALTA - VINODHINI GUHESAN 12
Cymbalta. It was evident that applying clinical trials for Cymbalta to be both a treatment
for depression and pain would be the choice that would produce the most profitable
results for Lilly as it succeeded in both the depression and pain management sectors.
References
Kotler, P., & Keller, K. (2012). A framework for marketing management (5th edition)
Ofek, E. and Laufer, R. (2008, January 30). Eli Lilly: Developing Cymbalta. Harvard
Business School.