Transforming Sanofi-Aventis

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Case Details:

Case Code : BSTR358
Case Length : 18 Pages
Period : 2008-2009
Pub Date : 2010
Teaching Note :Not Available
Organization : Sanofi-Aventis
Industry : Healthcare / Pharmaceuticals
Countries : France; Global

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

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Background Note

Sanofi-Aventis was formed in 2004 when French pharmaceutical major Sanofi-Synthélabo acquired the Franco-German pharmaceutical group Aventis. As of 2009, it was the world's third largest pharmaceutical company going by prescription drugs sales...

Enter Viehbacher

Viehbacher was half Canadian, half German, and in his late 40s. Before taking over as Sanofi-Aventis' CEO, he had been head of GSK's US operations, and had had more than 20 years' experience in the company. He had previously overseen the French market of Glaxo Wellcome and spoke French fluently...

Overhauling R&D

Viehbacher said that Sanofi-Aventis' R&D would be overhauled in a bid to make it productive and in sync with patient's needs and the demands of the rapidly changing pharmaceutical environment. The new approach to R&D was aimed at driving creativity and innovation by simplifying the R&D organization...

Emerging Markets

Viehbacher was quick to note that Sanofi-Aventis was the #1 pharmaceutical company in emerging markets, which accounted for around 25% of its revenue and 70% of its growth. , Sanofi-Aventis held the #1 position in Brazil, Mexico, Algeria, and Morocco; #2 in Russia; #3 in South Korea, Turkey, and South Africa; #4 in China; and #9 in India...

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