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Quantitative Strategic Planning (QSPM) Matrix

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Quantitative Strategic Planning Matrix (QSPM) Key Factors Increase R&D funds to increase probability of developing new products Market Development specifically on Emerging Markets (China, India) Acquisition of Wyeth Opportunities
Weight AS TAS AS TAS AS TAS 1.

Strategic agreements with other pharmaceutical companies and orgs to boost its research. 0.09 4 0.36 1 0.09 3 0.27 2.

Increasing awareness about healthcare needs 0.06 3 0.18 3 0.18 2 0.12 3.

Global penetration through mergers and acquisitions 0.07 3 0.21 2 0.14 4 0.28 4.

Increasing demand for quality healthcare solutions 0.07 2 0.14 3 0.21 3 0.21 5.

Restructuring strategy designed to cut costs and leaner company 0.03 3 0.09 3 0.09 4 0.12 6.

Funding available to facilitate product/company 0.02 4 0.08 3 0.06 4 0.08 7.

Acquisitions (Wyeth) and in-licensing/co-development opportunities 0.07 3 0.21 3 0.21 4 0.28 8.

Expansion into biologics market 0.05 2 0.1 3 0.15 3 0.15 9.

E-Commerce 0.03 2 0.06 2 0.06 2 0.06 10.

High profits, revenues and funds are available to uplift the company’s progress 0.04 2 0.08 3 0.12 3 0.12
Threats
1.

Risk of unsuccessful new products 0.04 3 0.12 2 0.08 3 0.12 2.

Regulatory environment is becoming more & more stringent 0.05 2 0.1 3 0.15 3 0.15 3.

Economic slowdown in European markets 0.03 3 0.09 2 0.06 3 0.09 4.

Increased market competitions 0.06 2 0.12 3 0.18 4 0.24 5.

Losing of patent individuality by focusing on one product 0.08 2 0.16 2 0.16 2 0.16 6.

Loss of patent protection of major products 0.07 2 0.14 2 0.14 4 0.28

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7.

Risk of Eisai terminating long-standing partnership 0.04 3 0.12 3 0.12 4 0.16 8.

Outstanding competition of regional markets along with emerging markets of India and China 0.03 3 0.09 4 0.12 3 0.09 9.

Negatively publicized by being sued by their customers 0.04 2 0.08 3 0.12 2 0.08 10.

Healthcare reform in the US affects revenue growth 0.03 3 0.09 3 0.09 3 0.09 1 2.62 2.53 3.15
Strengths
1.

Largest pharmaceutical company in the world and spread over more than 50 countries 0.03 3 0.09 3 0.09 2 0.06 2.

Excellent R&D creating innovative and breakthrough products 0.05 4 0.2 3 0.15 3 0.15 3.

Mergers and acquisitions with big pharmaceutical companies increasing brand reputation 0.07 3 0.21 3 0.21 4 0.28 4.

Has over 100,000 employees as a part of the organization 0.04 3 0.12 3 0.12 2 0.08 5.

Strong brand name and recall globally 0.07 3 0.21 3 0.21 3 0.21 6.

Number one pharmaceutical from sales point of view and its marketing infrastructure is well established throughout the world 0.05 4 0.2 4 0.2 3 0.15 7.

Therapeutic coverage is very large and the innovative researchers are broadening it further 0.03 3 0.09 2 0.06 3 0.09 8.

Well established reputation for years on number of products 0.05 3 0.15 2 0.1 2 0.1 9.

Wide range of area being worked, that includes human health, animal health, customer health, and corporate groups 0.04 3 0.12 3 0.12 3 0.12 10.

Involved in licensing agreements with different companies for collaborative research work 0.07 2 0.14 2 0.14 4 0.28
Weaknesses
1.

Tough competition from other major pharmaceutical brands means limited scope for market share growth 0.08 2 0.16 3 0.24 4 0.32 2.

Negative brand image due to involvement in largest healthcare fraud of marketing its drug illegally 0.05 3 0.15 3 0.15 4 0.2 3.

Very limited penetration of biologics market 0.09 3 0.27 4 0.36 4 0.36

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4.

Marketing with other companies and merging with other pharmaceuticals can halter its global popularity 0.05 1 0.05 3 0.15 4 0.2 5.

Overreliance on the mature market (U.S.) and a small number of distributors 0.02 2 0.04 1 0.02 3 0.06 6.

Irrational drug policies such as bringing over 70 percent of the drugs under price control 0.03 2 0.06 2 0.06 3 0.09 7.

Inadequate infrastructure for fermentation-based drug remedies and effluent treatment plants 0.04 2 0.08 2 0.08 3 0.12 8.

Lack of or inadequate subsidies and fiscal incentives for the industry 0.03 3 0.09 1 0.03 2 0.06 9.

Inadequate quality testing facilities for the regulatory authorities, which have more administrative and less technical capabilities as a result 0.08 3 0.24 2 0.16 3 0.24 10.

Limited emission rights 0.03 3 0.09 2 0.06 3 0.09 1 2.76 2.71 3.26
TOTAL
5.38 5.24
6.41
From the previous matrices from the matching stage, namely the SWOT matrix, SPACE matrix, BCG matrix, IE matrix and Grand Strategy Matrix, we came up with three alternative
strategies to help secure Pfizer’s position in the industry
. These matrices all suggest having an integrative strategies and intensive strategies. For the first one, we have an integrative strategy which is the horizontal integration. Specifically, this is the acquisition of Wyeth. Secondly, we have an intensive strategy which is product development. To specify, this strategy pushes for the increase in the R&D funds to help develop new products. Lastly, we have another intensive strategy, which is market development on emerging markets. Based on the Total Attractiveness score of 6.41, acquiring Wyeth is the most preferred and beneficial strategy that will maximize the use of its strengths, weaknesses, threats and opportunities for Pfizer. This strategy will help cover the lack of breakthroughs currently, and mitigates the impact of the recession and the expiration of the patents of its top selling products.

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