Amylin Pharmaceuticals, Inc.'s Sales Force Strategy

            
 
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Case Details:

Case Code : MKTG216
Case Length : 19 Pages
Period : 2005-2009
Pub Date : 2009
Teaching Note :Not Available
Organization : Amylin Pharmaceuticals, Inc.
Industry : Pharmaceuticals
Countries : US

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Introduction

On May 4, 2009, Amylin Pharmaceuticals, Inc. (Amylin) announced that it would adopt a new approach to sales within the diabetes market to which it catered. This entailed a reorganization of the sales force and, according to the company, would result in cost savings of around US$45 million in 2010. "This new, more focused approach to sales optimizes Amylin's sales organization for our portfolio today and in the future, and will enable us to improve the quality of our interactions with core prescribers through more efficient and frequent interactions,"1 said Daniel M. Bradbury (Bradbury), Chief Executive, Amylin. Amylin is a biopharmaceutical company headquartered in San Diego, California, USA. It had developed two first-in-class drugs for diabetes2 - Symlin and Byetta - which it marketed in the US.

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For global development and commercialization of Byetta, Amylin had an agreement with Eli Lilly and Company3 (Lilly).

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1] "Amylin Pharmaceuticals Announces a New Sales Approach to Better Target the Diabetes Market," www.bio-medicine.org, May 4, 2009.
2] Diabetes mellitus is a syndrome characterized by a disordered metabolism and high blood sugar levels called hyperglycaemia which results from low levels of the hormone insulin in the body. There are two commonly found types of diabetes. In Type 1 diabetes, the body is not capable of producing insulin. In Type 2 diabetes, the body is not capable of producing or using insulin well.
3] Eli Lilly and Company, with its global headquarters at Indianapolis, Indiana, USA, is one of the world's leading pharmaceutical companies. It is one of the top 10 pharmaceutical companies in terms of global pharmaceutical sales. It had revenues and net income of US$18.63 billion and US$ 2.95 billion in 2008.


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