ВКР Константинова К. К. (1190304), страница 11

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M&A strategies are very common in the world practice of improving the competitiveness of pharmaceutical companies. The positive aspects of a merger with a foreign pharmaceutical company can be attributed to the increase in resources of national enterprises, enhancement of reputation, the import of technologies, expanding the range, increasing the target audience and territory, improving quality standards. Negative side of such a union are a possible risk of absorption of comparatively small Russian manufacturer by larger foreign company, dependence on partners in decision-making, resource dependency, possible retraining of employees or production.

The strategy of creating joint ventures in the framework of international cooperation in the Russian practice is called a strategy of "cooperation", the positive and negative aspects for Russian pharmaceutical companies was described above.

Another strategy for foreign pharmaceutical companies – investing in R & d are similar to the Russian strategy of "breakthrough". The positive side to any Russian and foreign pharmaceutical companies will be the result of such investments, which will repay the expenses in the future, will be profitable and will lead the Pharma company to a new level. Disadvantages of this strategy for the Russian pharmaceutical companies are the huge expenses, which most Russian companies don’t have, long-term period of research (10-15 years), the risk of failure.

Summing up all the strategies, you can understand which strategies can increase the competitiveness of Russian pharmaceutical companies. So, because of a lack of resources, technology, knowledge to start the development of the company the expansion of national and foreign markets shouldn’t start from investment in R & D. The starting point for increasing the competitiveness of Russian pharmaceutical manufacturers can be a strategy of the cooperation or joint ventures in the framework of international cooperation. Having established contact with foreign pharmaceutical company, increasing their resources, Russian pharmaceutical companies need to conclude what kind of business they want to lead: generic or innovative.

The first option is when the company decides to go to generic path of development, it is less expensive, simpler, does not require much special knowledge or creation new departments for researches. The second option is the choice of innovative way of development. In this case, the Russian pharmaceutical company should be aware of associated risks, cost, resources, duration of the researches. In addition, competition on the Russian market will be minimal, as national pharmaceutical companies-innovators really don’t exist. However, this way is effective if the company wants the sustainable development and leading position on the Russian pharmaceutical market and later on the world pharmaceutical market.

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