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Anlisis About Merck Medco Presented By Harvrd Business School

4209 words - 17 pages

CASO MERCK MEDCOI. POSIBLES PROBLEMAS Conflicto entre los intereses de Medco y los clientes de Merck. Imagen corporativa dañada por la integración. Reducida participación de productos de Health Management en los ingresos de la empresa. Falta de una estrategia que clarificara la independencia de ambas empresas.II. LISTA DE HECHOS RELEVANTES POR CRITERIOS Entre 1993 y 1994 tres de las mayores productoras de bienes farmacéuticos adquirieron distribuidoras intermediarias llamadas Pharmacy Benefit Manager (PBM's). Estas PBM's ofrecían distintos servicios, entre ellos estaban:- Asistencia en el diseño de planes de beneficio para farmacias.- Procesamiento de las solicitudes sobre prescripciones médicas emitidas por miembros de las farmacias.- Revisión de las prescripciones médicas para prevenir interacciones de los medicamentos.- Implementar programas para utilizar más medicamentos genéricos de bajo costo, etc. La clave de estas adquisiciones era el manejar más información a todo nivel de la industria, desde los pacientes hasta los médicos, pasando por los farmacéuticos también. Eli Lilly fracasó con su compra de PCS (una PBM) y esto hizo pensar que la compra de PBM's era un error. Con la compra de Medco por parte de Merck se beneficiaron ambas empresas, ya que incrementaron su cantidad de prescripciones, de coberturas y de gastos en medicamentos. El integrar las funciones de I&D, producción y distribución fue necesario para alcanzar este crecimiento. Merck vio en Medco una posibilidad de añadir valor a la industria y a sus clientes, a través de la creación de una red de información completa.Antecedentes de la industria La industria estaba conformada por 3 tipos de medicamentos: de marca genéricos y los medicamentos OTC o de sobre el mostrador (estos últimos se obtenían sin receta médica). En los 90 el 25% de los medicamentos era usado en las clínicas, y el resto era vendido a detallistas o farmacias pequeñas. El segmento de detallistas y de mayoristas era muy rentable, aunque el mercado de venta por correo lo era más ya que se saltaba el intermediario. El éxito en la industria estaba dado por patentar medicamentos de marca. Cuando la patente expiraba se dejaban de ganar con estos medicamentos que se volvían genéricos. La competencia por el liderazgo era muy fuerte. Se invertían muchos millones de dólares en investigación y solamente salían al mercado 1 de 10,000 productos investigados. También era muy importante la promoción de medicamentos, la reputación del productor y el mercadeo de los productos en...

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