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Specialty drug development is capital‐intensive and represents a new era for the entire health ecosystem. This “newness” has resulted in below‐par sales performance of these drugs. This paper seeks to explore the intricate relationship of product (or company), salespersons, doctors and consumers (patients) in the given scenario.

The study makes use of grounded theory and total interpretive structural modeling (TISM). Grounded theory is used to explore various factors of cognitive bias in selling specialty drugs. TISM is used to create a hierarchy amongst the factors and interpret the relationships amongst them.

The study proposes a cognitive bias amplification model explaining the phenomenon of cognitive bias in specialty pharmaceutical selling.

The study fills part of the significant research gap and addresses the issues in selling specialty drugs. The cognitive bias amplification model is helpful in providing the starting point for sales‐centric organizations to overcome the cognitive bias affecting salespersons.

This study aims at exploring the role of perceived disease seriousness in consumers’ preference for generic versus branded drugs, by shedding light on new factors impacting consumer purchase behaviour for pharmaceutical products.

An exploratory study based on a quantitative analysis has been conducted with a sample of 100 participants who have been presented with two different scenarios: one related to more serious disease (as in cardiological disease) and one related to less serious disease (as in the seasonal flu). This paper considered Italy as a research setting where the recent mandatory prescription of the active ingredient by doctors leaves the final purchase decision in consumers’ hands

Results show that, although consumers are free to choose whether to buy a branded or a generic prescribed active ingredient, their choice is mainly driven by the role of the brand. Consumers’ intention to buy generic drugs is higher in the case of diseases perceived as less serious, while the intention to buy branded drugs is higher in the case of disease perceived as more serious.

This study contributes to marketing research and practice by proposing that consumers’ perceived seriousness of their disease should be considered as a further factor in identifying new marketing strategies in those contexts in which the choice between branded or generic drugs is free.

Major technological innovations are usually associated with central R&D facilities in large companies and leading edge technologies that are key to unlocking business opportunities in promising, embryonic markets. The purpose of this paper is to identify and analyze several factors that determine the success of a major process innovation in a mature but changing industry. The paper furthermore shows that the periphery of a company can be as innovative as headquarters and central R&D‐labs.

This paper is based upon an in depth case study of the “Business Group Influenza” (BGI) at Solvay, a multinational company in the chemical and pharmaceutical industry based in Brussels. BGI turned a mature business into a growth engine for the company through the development of a cell culture technology. Next, we identified 20 success factors of innovations based on extensive literature research. These factors can be placed in four main categories; strategic factors, market environment factors, development process factors, and organizational factors. In this paper, we apply these key drivers to the renewal of Solvay's influenza vaccine business.

It is found that a systematic analysis of the case using the 20 key drivers allows us to evaluate the management of this major innovation process. In this way, one can easily spot the drivers that need more attention or require another management approach. We also find that the management of attention of the top‐management is crucial in long‐term innovation projects.

The contribution of this study is twofold. On the one hand, the rejuvenation of Solvay's influenza vaccine business shows that changing markets conditions in combination with a breakthrough process technology can turn a cash cow into a growth business. On the other hand, the systematic analysis of key innovation drivers allows one to identify the strength and weaknesses in the management of a long‐term, breakthrough process innovation.

The pharmaceutical industry in the People’s Republic of China (PRC) has been highly regulated, particularly ethical products. Promulgation of the socialist market economy and the recent reforms in national healthcare industry have compelled impetuses for change in the distribution systems, forms of investment of multinational pharmaceutical companies, and product/market strategies. The conventional wisdom on pioneer marketing may be challenged by these situations in the PRC. This study examines four markets that encompass both specialty and general pharmaceuticals so as to explore whether there is a product category effect on entry strategies. The findings indicate a possible synergistic effect of product category and order of entry. In addition, product life cycle has a direct impact on order of entry whereas brand position has an effect on product category. Both government policies and corporate strategies have implications on product categories and order of entry. The recent reforms in China have helped to build a foundation for pharmaceutical companies to conduct business in a manner that is similar to that of the developed countries. The entry strategies for pharmaceuticals may therefore involve more complicated considerations in accordance with these new arrangements in the legal and regulatory environments. Further research into relationships among these variables and the mediation effect is therefore indicated.

The purpose of this study is to understand how Amazon’s threat may impact the Pharmacy Industry as a whole and whether traditional drugstore chains such as consumer value stores (CVS) Pharmacy will need to re-think their business strategy, especially in the digital space, to account for potential disruption.

This is a hypothetical case study used as a teaching exercise to guide the learner through a decision-making process. The case starts by presenting a disruption in the retail pharmacy business that the main character must navigate by using real-world data and insights, provided in the case, to formulate a recommendation.

In an extremely competitive and consolidated pharmacy market, Amazon has the potential to change the business entirely. CVS Health will potentially face strong headwinds from Amazon’s PillPack and a downward trend in prescription sales. Regardless of the new competition, CVS Health continues to be innovative in the space. Instead of being a one-trick pony, CVS has encompassed the mentality of becoming a one-stop-shop by expanding into areas such as specialty pharmacy, health clinics, pharmacy benefits management and innovative digital capabilities.

This paper provides the reader with existing and known information about the evolving retail pharmacy business and allows the reader to interpret the new information to make their own decision on how a digital business strategy team can account for potential disruption.

This paper seeks to shed some light on value‐creation in new product development (NPD) projects within the context of industry convergence and to explore alternative types of projects characterised by different buyer‐seller relationships.

There has been much research on value‐creation in general, but limited emphasis on value‐creation in NPD projects addressing new industry segments emerging from industry convergence (for example, the segment of nuctraceuticals and functional foods (NFF) products that is positioned between the food and the pharmaceutical industries). Based on a multi‐case study approach, this paper pursues an exploratory research strategy and investigates 54 NPD projects drawn from a Quebec (Canada) NFF foods cluster.

In the context of convergence a new value chain is emerging between two formerly separated sectors. Value‐creation networks spread across industries and reinforce trends of convergence. Firms face competence gaps in NPD and seek to close these by choosing alternative forms of collaboration. Different types of NPD projects involve alternative forms of buyer‐seller relationships and their approach of value‐creation is analysed.

A typology of different approaches to NPD in converging value chains is presented along with type‐specific implications for value‐creation for the required buyer‐seller relationship.

This paper provides a unique insight into value‐creation in NPD in the emerging NFF sector, in particular, and for converging industries, in general.