4.

GSK
As the chief executive officer (CEO) of GlaxoSmithKline (GSK), a large pharmaceutical company,
Andrew Witty is perceived as profiting from the misfortune of others. GSK has profited
significantly from the H1N1 flu1 pandemic. In 2009, GSK had received orders for 195 million flu
vaccines and sales revenue from the vaccine in 2010 was US$1.3 billion. Andrew said, If a
pharmaceutical company cannot make a profit during a pandemic, when can it?. GSK had spent
18 years and US$3 billion on researching and developing new flu vaccines.
Although a public limited company, GSKs aim is to balance the need to make a profit with the
ethical side of health care. On the ethical side, GSK plans to use a price discrimination strategy of
charging in sub-Saharan Africa, only a quarter of the price charged in British and American
markets.
GSK also plans to collaborate with rival companies to research some tropical diseases prevailing in
developing countries.
To boost profitability, Andrew has strategies to become less dependent on a few highly successful
drugs. He plans to:
extend GSKs product range, particularly in cosmetic products, through acquisitions of
companies such as Stiefel Laboratories, Inc., an American manufacturer of skincare products
enter emerging, fast-growing economies by acquiring Dr. Reddys, an Indian generic drugs to
company
collaborate with other pharmaceutical companies, such as via a joint venture to develop a
treatment for AIDS.
Andrew will also cut costs by US$1.7 billion by 2011, which will result from 10 000 redundancies.
Notes
(a) Describe two characteristics of a public limited company. [4 marks]
(b) Using the concept of price elasticity of demand, explain GSKs pricing strategy
for its flu vaccine. [6 marks]
(c) Using the Ansoff matrix, examine one of the strategic options planned by
Andrew. [6 marks]
(d) Discuss GSKs aim to balance the need to make a profit with the ethical side of health care.
[9 marks]