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Glaxo Wellcome
Copy for a press advertisement in the F.T. explaining the Glaxo/Wellcome merger to investors and opinion formers.
COMMON ENEMIES.
WHAT BETTER REASON FOR GLAXO AND WELLCOME TO JOIN FORCES'
The healthcare market is changing fast. Diseases that would have been fatal a few years ago are now curable, with new vaccines and medicines being developed all the time.
Even the drugs themselves are changing. Today's medicines are no longer discovered. Instead they are created.
Interdisciplinary teams of biotechnologists make use of the latest advances to build a medicine with the required properties, molecule by molecule.
Unsurprisingly, this demands increasingly large investments into R&D; bringing a single drug to market can easily cost as much as £200 million.
Clearly, any organisation committed to providing tomorrow's breakthroughs will need to possess considerable scale and depth of resources.
We believe that together, Glaxo/Wellcome do.
Separately, both Glaxo and Wellcome are remarkably healthy organisations, with pre-tax profits of £1.84 billion and £738 million respectively.
Together, we are the world's largest pharmaceutical company.
Individually, both companies are dependent on a single product. Zantac was responsible for 42% of Glaxo's total sales, while Zovirax made up 38% of Wellcome's.
The merger provides a more stable base, with Zantax making up just 30% of total sales, Zovirax 11%, and four product lines with annual sales of over £1 billion.
What's more, we're natural allies.
We have a common purpose. We are involved in the same disease areas 90% of the time. We both derive 80% of our sales from the same areas (Western Europe and the USA). Even our product lines are complimentary.
Significant economies of scale are now available to us, allowing us to maximise the effectiveness of our R&D, rationalise manufacturing facilities, and reshape our sales, marketing and administration departments.
Of course, this will take time. We have already begun by appointing the top 50 managers, and in the months to come we will be working to consolidate our position in the market, and to define and articulate our mission.
But even at this stage, our vision is clear.
We can, and will, build an organisation unrivalled in the research, manufacture and distribution of better, more affordable medicines for the future.
And we can, and will, help shape a world in which not only our shareholders benefit.
COMMON ENEMIES.
WHAT BETTER REASON FOR GLAXO AND WELLCOME TO JOIN FORCES'
The healthcare market is changing fast. Diseases that would have been fatal a few years ago are now curable, with new vaccines and medicines being developed all the time.
Even the drugs themselves are changing. Today's medicines are no longer discovered. Instead they are created.
Interdisciplinary teams of biotechnologists make use of the latest advances to build a medicine with the required properties, molecule by molecule.
Unsurprisingly, this demands increasingly large investments into R&D; bringing a single drug to market can easily cost as much as £200 million.
Clearly, any organisation committed to providing tomorrow's breakthroughs will need to possess considerable scale and depth of resources.
We believe that together, Glaxo/Wellcome do.
Separately, both Glaxo and Wellcome are remarkably healthy organisations, with pre-tax profits of £1.84 billion and £738 million respectively.
Together, we are the world's largest pharmaceutical company.
Individually, both companies are dependent on a single product. Zantac was responsible for 42% of Glaxo's total sales, while Zovirax made up 38% of Wellcome's.
The merger provides a more stable base, with Zantax making up just 30% of total sales, Zovirax 11%, and four product lines with annual sales of over £1 billion.
What's more, we're natural allies.
We have a common purpose. We are involved in the same disease areas 90% of the time. We both derive 80% of our sales from the same areas (Western Europe and the USA). Even our product lines are complimentary.
Significant economies of scale are now available to us, allowing us to maximise the effectiveness of our R&D, rationalise manufacturing facilities, and reshape our sales, marketing and administration departments.
Of course, this will take time. We have already begun by appointing the top 50 managers, and in the months to come we will be working to consolidate our position in the market, and to define and articulate our mission.
But even at this stage, our vision is clear.
We can, and will, build an organisation unrivalled in the research, manufacture and distribution of better, more affordable medicines for the future.
And we can, and will, help shape a world in which not only our shareholders benefit.
© Justin Rogers 2024
Justin Rogers Copywriter
+44 7976 810 787
justin@justinrogers.co.uk
justin@justinrogers.co.uk