Takeda Chemical Industries Ltd.: Lessons from a Japanese Pharma Major|Business Strategy|Case Study|Case Studies

Takeda Chemical Industries Ltd.: Lessons from a Japanese Pharma Major

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Case Details:

Case Code : BSTR074
Case Length : 20 Pages
Period : 2003
Organization : Takeda Chemical Ltd.
Pub Date : 2003
Teaching Note :Not Available
Countries : Japan
Industry : Automobile

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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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The Globalization Drive

In 1997, the company established Takeda UK Limited as a wholly owned pharmaceutical marketing subsidiary and launched Blopress (used in treating hypertensive patients) in the UK market. In the same year, Takeda also established Takeda Ireland Ltd., a manufacturing plant in Ireland and Takeda America Holdings, Inc, a holding company in US.

However, TAP remained the primary source of profits for the company in the US. TAP, responsible for marketing Lupron and Pervacid, helped in generating sales revenues of $755 million and $1.56 billion respectively for Takeda in 1998. In 1998, Takeda opened Laboratories Takeda, a wholly-owned subsidiary in France and established Takeda Pharmaceuticals America, Inc, a wholly-owned pharmaceutical marketing company in the US...

Business Strategy | Case Study in Management, Operations, Strategies, Business Strategy, Case Studies

The Scenario Back Home

Though Takeda's globalization drive had picked up momentum in the late 1990s, a major part of its growth still came from domestic sales. The company's success during this period in Japan can be attributed to Actos. In 1999, the drug generated sales of $119 million. Apart from the new products, three of the existing products also contributed greatly to the revenue growth.

These three drugs were Takepron/Pervacid (both used in treating peptic ulcers), Blopress and Leuplin (Refer Table II for sales figures of the top five drugs as compared to the rest of products). To sustain this growth, the company invested heavily in new business development in Japan. Investments in this area increased to $2.81 billion in 1999 from $2.45 billion in 1998, up 14.5%...

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Towards a Healthy & Wealthy Future?

By early-2003, Takeda was clearly the fastest growing Japanese pharmaceutical company, both in domestic and international markets. Analysts stated that the strategies it had adopted over the years had borne fruits and was reflected in its growth. These strategies included marketing a broad portfolio of products, focusing on building strong R&D programs in various therapeutic areas, developing sales and marketing functions in both national and international markets and in-licensing/out–licensing of products from/to Western companies...


Exhibit I: Takeda - 10 Year Financial Summary
Exhibit II: A Note on the Japanese Pharmaceutical Industry
Exhibit III: Takeda Products by Therapeutic Category (Ethical Drugs) and Other Products (Consumer Healthcare Products)
Exhibit IV: Foreign Company Sales of Ethical Drugs in Japan
Exhibit V: Takeda's Global Operations
Exhibit VI: Takeda's 2001-2005 Medium Term Management Plan
Exhibit VII: A Profile of Takeda's Competitors

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