Covid-19 has brought so much uncertainty, but one certainty is that the vaccine race will generate winners and losers in the pharmaceutical and biotechnology industries. This will have a major impact on merger and acquisition activity. While the plethora of merger and acquisition deals are abundantly reported by the news media, there is a clear lack of in-depth analysis on the multiple rationales and various challenges in the life sciences industry. By offering contributions from a variety of experts in the biotechnology and pharmaceutical industries, as well as experts on mergers and acquisitions, this edited collection will draw upon the knowledge of a variety of different actors within the fields of pharma and biotech. This book offers a timely exploration of the complexities of mergers and acquisitions in the pharmaceutical and biotechnology industries while seeking to bridge the gap between theory and practice. It presents a critical analysis of the rationale for acquisitions and studies the challenges of ensuring a successful deal. In the light of the Covid-19 pandemic, it will also explore the impact this may have on the industry, which may further stimulate merger and acquisition activity. It will be of interest to researchers, academics, policymakers, and students in the fields of strategy, management, governance, and the biotechnology and pharmaceutical industries.

Project Report from the year 2006 in the subject Communications - Public Relations, Advertising, Marketing, Social Media, grade: 65 % - B, University of Sunderland, course: Global Corporate Strategy, language: English, abstract: Mergers and acquisitions are of major importance in the pharmaceutical industry. In order to evaluate the dynamics of this particular industry, this paper critically evaluates the pre- and post- merger situation of GlaxoSmithKline concerning its ready-access to markets, know-how and management capability. Furthermore, strengths and weaknesses and merger's outcomes will be outlined. Critical push and pull factors affecting M&A activity in North America will be analysed, using Pfizer and Pharmacia as an example. In addition, general reasons for M&A failure in the pharmaceutical industry will be illustrated focussing on the M&A activity of GlaxoSmithKline. Finally, using two global pharmaceutical players (GSK and Astrazeneca), the merits and demerits of the McKinsey's five step programme will be discussed.

Master's Thesis from the year 2013 in the subject Business economics - Business Management, Corporate Governance, grade: 1,0, , language: English, abstract: This thesis deals in general with mergers & acquisitions in the CRO industry, and more specifically with reasons for M&A, success factors during the M&A process, and why M&A can fail in the Contract Research Organization industry. The pharmaceutical industry faces increasing obstacles in respect to the development and introduction of new medications. That has to do with stricter requirements for admission and sharper controls by authorities. Today, the research and development of a new drug can easily consume more than $800 million and lasting between 10 and 15 years. Due to these admission, money and time pressures, pharmaceutical companies are looking for an alternative in the drug development process. A very popular alternative is the outsourcing or in-house working with Contract Research Organizations (CRO). Contract Research Organizations are specialized in coordination and monitoring of drug development activities. Due to their focus they often offer a more sophisticated and faster process. Demographic changes, chronic diseases like cancer and diabetes, and completely new cluster of symptoms demand new therapeutically treatments. The size of the CRO market in 2012 was around $32 billion and had an estimated market growth of around 9 – 12% for 2013. Increased outsourcing and allocation of R&D money towards CRO reflects a driving force for prospective growth. To benefit from the good industry outlooks CROs adjust their service offerings and strengthen their competitive situation. More and more Contract Research Organizations consider mergers & acquisitions as a vital solution to achieve their objectives. Since couple of years we can observe an increased number of deals. Large corporations can close the gaps in the internal service pipeline and smaller firms can use mergers as a financial exit. However, many M&A activities are considered as ineffective and contra-productive for the shareholder value – either destroy or merely add. Depending on the study, the numbers of M&A failures vary from 50% to even 80%. Possible reasons may be not enough integration planning and unrealistic expectations on the cost and time. The reality shows that it is not that easy to cut costs by simple combining two departments after a merger or acquisition. Additionally, we can see that mergers and acquisitions basically not succeed during the actual process.[...]

Essay from the year 2008 in the subject Business economics - Marketing, Corporate Communication, CRM, Market Research, Social Media, grade: (4) good, Eötvös Loránd Tudományegytem (International PhD Program), course: Business Economics, 22 entries in the bibliography, language: English, abstract: Within the ongoing globalisation process, many national markets and industrial branches are in different phases of the transition from local to global economic structures (Bryan, L.; Fraser, J.; Oppenheim, J. Rall, W., 2000, pp. 71-95). As a result of this development organisations in the different industries are increasingly concentrating (Brühl, V., 2003, pp. 274-278). Among other industries, also the pharmaceutical industry is highly influenced by the above mentioned trend, reflected by the increasing number of mergers and acquisitions (M&A's) in the pharmaceutical industry, which is illustrated in the following figure. Figure 1: The present assignment is going to evaluate the reasons and consequences of M&A's within the pharmaceutical industry by using the sanofi-aventis merger as an example. First of all, the recent history of sanofi-aventis is briefly described. The third part will describe the reasons and consequences of mergers and acquisitions in the pharmaceutical industry by describing the challenges the pharmaceutical branch is confronted with and the respective motives of and results from M&A activities. Finally, the major findings are summarised and conclusions will be derived. 2. History of sanofi-aventis Following the company homepage of sanofi-aventis (20071), the year 1999 has been very im-portant because of two reasons. First of all, Sanofi took over the Synthelabo Holding GmbH and changed its company name to Sanofi-Synthelabo. Furthermore, Hoechst merged with Rhône-Poulenc, a French chemical and pharmaceutical organisation in order to form the new company Aventis, with its legal seat in Strassbourgh (...)

Focuses on the studies of the advances in mergers and acquisitions from scholars in different countries, with different research questions, relying on different theoretical perspectives. This title helps scholars think about mergers and acquisitions in different ways.

M&A activity in the health care industry is at its highest level since the 1980s. Organized into four parts, this guide includes practical advice on how to address the various industry-specific issues arising in health care acquisitions.