Internationalisation of pharmaceutical retail sector: growth opportunities in emerging markets

Karhu, Anna; Ylä-Kojola, Anna-Mari

doi:10.1504/ijbex.2010.033429

Cited by 6 publications

(3 citation statements)

References 30 publications

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“…Pharmaceutical industry has changed tremendously in recent years [ 1 ]. The importance of big changes in pharmaceutical industry should be considered due to intensity in Research and Development (R&D) activities [ 2 , 3 ], uncertainty in drug development process, lack of new products [ 4 ], rapid integration [ 5 ], rapid development of generic markets [ 6 ] and finally increased global competition and technological advances [ 7 ]. Moreover, some unique characteristics such as high-regulated setting, the long development process, risky and high level of cost in research phase [ 8 ] distinguish the pharmaceutical industry from other industries.…”

Section: Introductionmentioning

confidence: 99%

Identifying and prioritizing industry-level competitiveness factors: evidence from pharmaceutical market

et al. 2014

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BackgroundPharmaceutical industry is knowledge-intensive and highly globalized, in both developed and developing countries. On the other hand, if companies want to survive, they should be able to compete well in both domestic and international markets. The main purpose of this paper is therefore to develop and prioritize key factors affecting companies’ competitiveness in pharmaceutical industry. Based on an extensive literature review, a valid and reliable questionnaire was designed, which was later filled up by participants from the industry. To prioritize the key factors, we used the Technique for Order Preference by Similarity to Ideal Solution (TOPSIS).ResultsThe results revealed that human capital and macro-level policies were two key factors placed at the highest rank in respect of their effects on the competitiveness considering the industry-level in pharmaceutical area.ConclusionThis study provides fundamental evidence for policymakers and managers in pharma context to enable them formulating better polices to be proactively competitive and responsive to the markets’ needs.

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Section: Introductionmentioning

confidence: 99%

Identifying and prioritizing industry-level competitiveness factors: evidence from pharmaceutical market

et al. 2014

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“…Yet in reality, it is much more at the cross section of profound economic changes worldwide. Chinese contribution to the Global Medical Services and Device market, alongside with that of other leading BRICs nations, may be easily witnessed, with the Composite Annual Growth Rates of emerging Pharmaceutical Markets (CAGR) by far exceeding those of the established mature high-income economies worldwide [24]. Driven by return on investment principle, all major Big Pharma multinationals, for well over a decade, have grounded their long-term investment strategies oriented towards all of these Emerging economies [25].…”

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confidence: 99%

Cost-effectiveness and resource allocation (CERA) 18 years of evolution: maturity of adulthood and promise beyond tomorrow

Jakovljević

Matter-Walstra

Sugahara

et al. 2020

Cost Eff Resour Alloc

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Since its inception in 2003, Cost Effectiveness and Resource Allocation journal has come a long way over the past 18 years. Possibly much longer than many of its contemporaries in the blossoming science of health economics might have anticipated. Today, entering 2020 it celebrates the Age of Maturity. We believe that in the third decade of XXI century the interdisciplinary science of health economics, will rejuvenate and come back to us younger than ever from its early historical roots almost a century ago. The spreading of economic globalization in several distinctive ways, either led by multinational business corporations or newly emerged Asian leadership, or both, is likely to make challenges for contemporary health systems far more serious. The fourth industrial revolution (cyber physical systems and artificial intelligence technology) and accelerated innovation in the field of E-Health and digital health, will probably change the workflow in medical and health care, and inevitably transform the labour market in the upcoming decades. So, let us be up to the task. Let us provide academic centres, industry-sponsored pharmaceutical and medical device innovation hubs, and governing authorities alike, with a powerful forum for debate on cost-effective resource allocation in the years to come.

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“…The pharmaceutical industry has changed a lot during the past ten years (Munos, (2009)) and most of the changes have occurred due to research and development activities [12.40], uncertainty in the process of medicine development, shortage of new products (Engelhardt & Garrett, (2008)), too fast mergers (Schweizer, (2005)) fast development of public markets (Karhu & Yla-Kojola, (2010)), and finally an increase in global competition and technology development (McAdam & Barron, (2002)). …”

Section: Previous Studiesmentioning

confidence: 99%

A Study of the Factors Affecting the Development of the Portfolio of Products of the Iranian Top Pharmaceutical Companies Using Promethee Method

Shahmohammadi¹,

Khanaposhtani²

2016

MJSS

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Internationalisation of pharmaceutical retail sector: growth opportunities in emerging markets

Cited by 6 publications

References 30 publications

Identifying and prioritizing industry-level competitiveness factors: evidence from pharmaceutical market

Identifying and prioritizing industry-level competitiveness factors: evidence from pharmaceutical market

Cost-effectiveness and resource allocation (CERA) 18 years of evolution: maturity of adulthood and promise beyond tomorrow

A Study of the Factors Affecting the Development of the Portfolio of Products of the Iranian Top Pharmaceutical Companies Using Promethee Method

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