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Case Study

Novartis: Strategic position in the life sciences industry (A)

By Goutam Challagalla, Athanasios Kondis and Tasadduq A. Shervani

16 pages

March 2016

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Reference: IMD-7-1742

This two-part case series examines the strategic positioning of Novartis – a leading Swiss multinational – in the life sciences industry during the last decade. Case A provides an introduction to Novartis and the major decisions taken by its longest-serving CEO, Daniel Vasella. It also offers an overview of the industry’s challenges in the period following the financial crisis of 2008/2009, and a profile of some of its major players. It concludes by placing the spotlight on the dilemma faced by the company’s newly appointed CEO Joe Jimenez: Should he pursue the strategy of his predecessor or not?

Learning Objective

Understand the concept of positioning in an industry and the five choices that every company has: product specialist, market specialist, product market specialist, generalist and hybrid. What are the factors behind a company’s decision to adopt a specific strategic position?

Keywords

Marketing Strategy, Positioning, Diversification, Pharmaceuticals, Product, Pharmaceutical Marketing

Settings

World/global
Novartis, Healthcare, Pharmaceuticals
1996-2016

Type

Published Sources

Available Languages

English

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