BUSINESS STARATEGY AND POLICY PROJECT

Tony GalvezSandoval 1
STRATEGIC REPORT FOR PFIZER INC. PHARMACEUTICAL COMPANY
Business Strategy and Policy
Tony Galvez Sandoval
Dr. Joel E. Reichart, Ph.D.
26th
May 2016

TABLEOF CONTENTS
1. Executive Summary
2. Company Overview
3. Business Principles
a. Mission
b. Vision
4. Top Competitors
5. Industry
6. Competitive Advantage
7. Revenue
8. Key Products
9. Competitive Analysis (Porter’s 5 Forces)
a. Rivalry
b. Barriers to Entry and Exit
c. Threats of Substitutes
d. Buyers Power
e. Suppliers Power
f. Five Forces Summary
10. SWOT Analysis
a. External Factors Evaluation Matrix
i. Opportunities

ii. Threats
b. Internal Factors Evaluation Matrix
i. Strengths
ii. Weaknesses
11. Pfizer’s TOWS Analysis
a. SO Strategy
b. WO Strategy
c. ST Strategy
d. WT Strategy
e. TOWS Matrix Recommendation

EXECUTIVE SUMMARY
Pfizer Inc. is the world’s largest pharmaceutical company working together with other
organizations for a healthier world. At Pfizer, they apply science and global resources to
approach and create therapies for people and animals. Pfizer helps prolong and considerably
improve humans’ life. The organization research, develops, and produces medications to set
the standard for quality, safety, and value in the discovery health care products. Their global
portfolio includes medicines and vaccines. Pfizer divides its pharmaceuticals into three
different groups: human health, animal health as well as many of the world’s best-known
consumer health care products (Pfizer, 2016).
Pfizer professionals work every day across advance and developing markets to increase
wellness, prevention, treatments, and cures that challenge the most concern diseases of our
times. The company’s goal is to be one of the world’s leader in innovative, discovery, research
and development biopharmaceutical products. They work cooperate with health care
suppliers, governments and local groups to support and grow access to dependable, affordable
health care around the world (Pfizer, 2016).
For more than 150 years, Pfizer has worked to make a change for all who depend on
them (Pfizer, 2016). The company applies science to discover therapies that significantly
improve and extend people’s lives. They are a biopharmaceutical organization which produces
healthcare products globally. The corporation functions through Global Innovative
Pharmaceutical (GIP); Global Vaccines, Oncology and Consumer Healthcare (VOC); and Global
Established Pharmaceutical (GEP) divisions. The GIP unit creates and commercializes drugs for
several therapeutic areas, comprising inflammation/immunology, cardiovascular/metabolic,

neuroscience/pain, and uncommon disease. The VOC sector improves and commercializes
vaccines, as well as products for oncology and consumer healthcare. It offers over-the -counter
products covering dietetic supplements under Centrum, Caltrate, and Emergen-C brands; pain
controlling products underneath the Advil and ThermaCare brands, and some other healthcare
products. The GEP portion of the business puts forward products that have lost selling
exclusively in different markets; and proprietary generics, generic sterile injectable products,
biosimilars, infusion systems, and other products (YAHOO, 2016).
Pfizer is a truly international company. While the organization is based in New York City
and earned 53.4% of profits in the United States; the company has 79 plans and locations
spread across the globe. Pfizer’s major facilities outside of the United States are in Belgium,
Brazil, France, Germany, Ireland, Italy, Japan, Mexico, Puerto Rico, Singapore, Sweden, and UK.
This paper analyses Pfizer’s history, the forces at play in the pharmaceutical market segment,
and provides a high level of analysis of the company. This report offers four possible solutions
Pfizer can implement to meet the business challenges (STRATEGIC REPORT FOR PFIZER
PHARMACEUTICAL COMPANY, 2016).

Student Name: Tony Galvez Sandoval
Company Name: Pfizer Inc.
Industry: Drug Manufacturers & Research, Pharmaceuticals, Healthcare
SCI Codes: 2834, 2833
NAICS Codes: 325998, 325412, 311119, 325411, 325413
Market: NYSE, London, Euronext, Swiss
Symbol: New York Stock Exchange (PFE); London (PFZ)
Revenue (2015): $48.85 Billion
COMPANY OVERVIEW
Pfizer Inc. is a leader in the American chemical business. Its portfolio includes an
extensive selection of developed pharmacological products, anchored by citric acid, camphor,
cream of tartar, borax, and iodine during the 1800’s. Founded in 1849 by Charles Pfizer and
Charles Erhart, young entrepreneurs from Germany, open Charles Pfizer and Company as a fine
chemical business. Pfizer Inc. headquarters are located in New York, NY (Pfizer, 2016).
Pfizer Inc. (Pfizer), incorporated on 1940, is a research-based global biopharmaceutical
company. The company is engaged in discovering, developing, and manufacturing of
healthcare products. The company’s portfolio includes medicines, vaccines, and medical
devices, as well as consumer health care products (Pfizer Inc (PFE) Company Profile, 2016).
In 1942, 250, 000 shares of Pfizer Inc. were sold in the company’s initial public offerings.
After, Pfizer made a major international move opening pharmaceutical locations in Belgium,
Brazil, Canada, Cuba, England, Mexico, Panama, and Puerto Rico. The organization acquired a

number of companies in order to open operations in those countries (STRATEGIC REPORT FOR
PFIZER PHARMACEUTICAL COMPANY, 2016).
BUSINESS PRINCIPLES (MISSION AND VISION)
A declaration made by Charles Pfizer in 1899 at the company’s 50th Anniversary
commemorations uncovers where the bio-pharmaceutical business stands as it transfers into
the 21st century and into a gradually competitive marketplace: “Our goal has been and
continues to be the same: to find a way to produce the highest-quality products and to perfect
the most efficient way to accomplish this in order to serve our customers. This company has
built itself on its reputation and its dedication to these standards, and if we are to celebrate
another 50 years, we must always be aware that quality is the key stone (Pfizer, 2016).”
Pfizer Inc. applies science and its global resources to bring therapies to people that
extend and significantly improve their lives. The company strives to set the standard for
quality, safety and value in the discovery, development and manufacture of healthcare
products (Pfizer, 2016).
Good health is fundamental to all of us, and discovering results to the most persistent
health care challenges around the globe is Pfizer’s goal and objective. The corporation is
dedicated to put on science and their global resources to get better healthcare and well-being
at every phase of life. Pfizer attempts to provide access to harmless, effective, and reasonable
medicines and associated healthcare services to the individuals who need them (Pfizer, 2016).
Pfizer has an important section of products and medicines that support wellness and
prevention of diseases worldwide. Their products are therapies and cures for illnesses across

an extensive range of therapeutic areas. They have an industry-leading pipeline of promising
new products. The medications have the possibility to challenge some of the most dreaded
diseases of our time, like Alzheimer disease and cancer (Pfizer, 2016).
The company is dedicated on successfully improve the way they do business in order to
continue to deliver on their promise to the patients, consumers, and shareholders who rely on
them. They are determined to operate with ethics and clearness in everything the company
does. It is important to Pfizer to listen to the views of all the people involved in health care
decisions (Pfizer, 2016).
Pfizer’s objective and goal is to guarantee that society everywhere have access to
advance treatments and excellent health care by effective working together with everyone
from patients to health care providers and managed care organizations to global
administrations and non-governmental groups.
VISION
Incorporated into Pfizer’s general talent and administrative capability strategy, Pfizer’s
multi-cultural and inclusion team partners with colleges in talent acquisition, learning and
development, talent management, mentoring, and organizational culture to develop and
implement programs that (Pzifer Inc., 2016):
 Help colleagues welcome the value of diversity and understanding at Pfizer as an honest
and supportive atmosphere in which to chase a meaningful career (Pzifer Inc., 2016).
 Hold managers and leaders responsible for designing inclusive and impartial work places
(Pzifer Inc., 2016).

 Allow patients, shareholders and other stockholders to realize the value of diversity
through innovative product development and sound company stewardship (Pzifer Inc.,
2016).
At Pfizer, colleagues of all qualifications and abilities will find leaders who motivate them to
top performance; administrators are trained to grow and nurture diverse talent. A culture
dedicated to helping each other build a fulfilling profession and reach his/her full potential
(Pzifer Inc., 2016).
KEY PRODUCTS
Pfizer Inc. biopharmaceutical products include Prevnar/Prevenar 13, Lyrica, Embrel,
Lipitor, Viagra, Sutent, and the Premarin family of products. The company’s biotechnology
products include BeneFIX, Genotropin, ReFacto, Xyntha and Embrel. In addition, other business
activities within the company include Pfizer CentreSource, its contract manufacturing and bulk
pharmaceutical chemical sales operation (Pfizer Inc (PFE) Company Profile, 2016).
The Company’s Consumer Healthcare business products are categorized into Dietary
Supplements, Pain Management, Gastrointestinal, and Respiratory and Personal Care. The
Company’s Dietary Supplement products include Centrum brands; Caltrate and Emergen-C. Its
Pain Management products include Advil brands, and ThermaCare. Its Gastrointestinal
products include Nexium 24HR/Nexium Control and Preparation H. The Company’s Respiratory
and Personal Care include Robitussin, Advil Cold & Sinus, Advil Sinus Congestion Relief & Pain,
Dimetapp and ChapStick (Pfizer Inc (PFE) Company Profile, 2016).

TOP COMPETITORS
The major players in the pharmaceutical and biotechnology industry are Amgen,
Johnson & Johnson, Merck & Co. Inc., and AstraZeneca PLC. Pfizer Inc. competes in some
categories such as biotechnology, diagnostic substances, drug delivery, drug manufacturing,
drug-generics, and REIT-retail drugs.
The following pharmaceutical companies are the biggest competitors of Pfizer Inc.:
1. Novartis AG
2. Bristol-Meyers Squibb Co.
3. Eli Lilly & Company
4. Sanofi-Aventis
5. Glaxo Smith Kline
6. Abbott Laboratories Company
INDUSTRY
In the biotechnology and pharmaceutical industry within the healthcare sector, Pfizer
(PFE) is the leader. Brand-name pharmaceuticals have grappled in recent years with one of the
largest waves of drug patent expirations in history. As this co-called patent cliff occurred, many
blockbuster drugs lost patent exclusivity, allowing low-price generic drugs to inundate the
market. As a result, many brand-name pharmaceutical manufactures have dealt with
intensifying competition from generic manufacturers, cutting into revenue growth (IBIS World,
2016).

Pfizer and Warner-Lambert merged in 2000 to form the new Pfizer. The venture
created to world’s fastest-growing major pharmaceutical company. The merge between the
two companies added to Pfizer’s global strengths and rich heritage. With Warner-Lambert,
Pfizer gained product lines ranging from Parker-Davis branded pharmaceuticals to Listerine
mouthwash to Schick and Wilkinson Sword wet-shave products (Pfizer, 2016).
COMPETITIVE ADVANTAGE
Leading position in the biotechnology and pharmaceutical industry within the healthcare sector:
Pfizer Inc., a biopharmaceutical company, discovers, develops, manufactures, and sells
healthcare products worldwide (YAHOO, 2016). Pfizer is one of the top five biotechnology and
pharmaceutical companies in the world. Pfizer optimizes the patent-protected portfolio:
Oncology. The company established Worldwide Oncology Business Unit to accelerate clinical
trial enrollment and pursue continuous cycle on new indicators in different tumor types.
Diversity of business leading elasticity to revenues:
Pfizer Inc., has a well-balanced and diversified path to maximize revenues from existing,
new, and diverse sources. The company operates with agility and speed to focus on an
entrepreneurial organization (Pfizer, 2016). The company optimizes the patent-protected
portfolio to invest and win over:
 Oncology
 Pain
 Immunology/Inflammation
 Diabetes/Obesity

 Alzheimer’s Disease
 Schizophrenia
Pfizer has unique competitive advantages:
 Large diversify portfolio
 Tremendous brand recognition for quality
 Strong presence in the right geographies
 Experience local talent close to the operations
REVENUES
In 2015, Pfizer’s generated revenue through three major business units or divisions:
Global Innovative Pharmaceutical (GIP) $13.954 billion (29 %); Global Vaccines, Oncology and
Consumer Healthcare $12.803 billion (26%); and Global Established Pharmaceutical (GEP)
$21.587 billion (45 %) (Statista: The Statistics Portal, 2016). Pfizer’s innovative pharmaceutical
segment helped the company generate its revenues.

Diagram of Porter's 5 Forces
SUPPLIER POWER
MEDIUM
THREAT OF
NEW ENTRANTS
Barriers to Entry
HIGH
RIVALRY
HIGH
THREAT OF
SUBSTITUTES
MEDIUM
BUYER POWER
MEDIUM

RIVALRY
The pharmaceutical and biotechnology industry has become medium concentrated in
the US. Over the past five years, many pharmaceutical manufacturers have included biologic
products in their research and development (R&D) pipelines. Many brand-name
pharmaceutical manufacturers invested in biosimilar, which are marked after the patent
expiration of biologic drugs. In 2015, Pfizer announced its plan to acquire Hospira, Inc., a
leading provider of biosimilar drugs (IBIS World, 2016).
There is fewer opportunities and fewer companies due to the high R&D costs. The rising
generic utilization rates over the past five years, have cut into industry revenue growth.
According to Forbes, regulatory approval has become less of a precursor to a drug’s sales
volumes because industry operations face other significant barriers, such as securing a
favorable formula tier with pharmacy benefit managers (PBM’s) (IBIS World, 2016).
The industry has become increasingly reliant on demand for brand-name
pharmaceuticals from global consumers to generate revenue growth. In the five years to 2015,
imports were expected to grow an annualized 1.7% to $79 billion. According to the US Bureau
of Labor Statistics, 40.0% of total pharmaceuticals used in the United States, including generic
drugs, are imported. The major companies have a concentrated ratio of 59.40%, and the 10
largest pharmaceutical companies have a market share of 81.6%. The six major players holding
59.4% of market share are: Amgen (12.0%); Johnson & Johnson (11.1%); Pfizer Inc. (10.5%);
Merck and Co., Inc. (10.3%); AbbVie Inc. (9.1%); and AstraZeneca PLC (6.4%) (IBIS World, 2016).
Understanding the extend of competitive rivalry, and the strength of it, it’s
fundamentally important in assessing either the vulnerability of your own brand (Pfizer Inc.), or

its potential for increasing its share of market (Brand Immortality, 2016). Pfizer has to
distinguish how unique or distinctive their offers are to the market.
THREATS OF NEWENTRANTS
The barriers to entry in this industry are high and are decreasing. Brand-name
manufacturers contend with relatively high barriers to entry that stem from research and
development (R&D) costs as well as government regulations. Pharmaceutical manufacturers
invest a higher percentage of their revenue in R&D that companies in most other industries.
Significant capital investments are required to established manufacturing plants geared to
produce drugs. Government regulatory policies also make it costly to develop and obtain
approval for drugs (IBIS World, 2016).
High drug development costs, coupled with knowledge barriers, pose difficulties for new
industry entrants. Developing a new drug can cost more than $1.5 billion and entails extensive
clinical trials to comply with regulations. In addition, a high level of proprietary knowledge is
required to successfully compete as established companies are usually secretive about their
drug discovery processes (IBIS World, 2016).
THREATS OF SUBSTITUTES
The Brand Name Pharmaceutical Manufacturing industry has moderate level of revenue
volatility. The patent cliff in 2011 and 2012, as well as expected loss of patents for brand-name
drugs through 2015, has added the revenue volatility. According to the US Pharmacist, from

2012 to 2015, the expiration of patents for blockbuster drugs would cause a loss of $250.0
billion in sales, thus adding the fluctuations in the industry’s revenue (IBIS World, 2016).
There is a medium to high threat of substitutes in the pharmaceutical industry also
coming from the threat of generic branded drugs once patents run out and also from
alternative medicines and treatment (particularly prevalent in eastern cultures)
(www.prezi.com, 2016). Blockbuster drugs, patent cliff, and biosimilar are substitute products
performing the same function as the brand-name product. These are a competitive force as
they can take away demand or tie up those customers who may choose to use the substitutes
instead of the company’s products; for example, generic brands are substitutes for original
products (Top Consultant, 2016).
BUYERS POWER
Demand for brand-name pharmaceuticals has a moderate power. It is determined by a
number of factors, including disease rates, prevalence of chronic illness, market availability of
generic drugs, and government healthcare policies. Other factors include the price of
pharmaceutical products, doctors’ prescribing patterns, patient prescriptions utilization rates,
and patients’ insurance coverage (IBIS World, 2016).
Insurance place a significant role in determining consumer demand for prescription
drugs. The level of insurance coverage slightly drives consumer purchasing behavior, as
individuals typically choose more expensive drugs when they do not incur the full cost of their
medication. Additionally, demand for brand-name prescriptions is influenced by negotiations

between brand-name pharmaceutical manufacturers and health insurance providers (IBIS
World, 2016).
SUPPLIERS POWER
Established industry has led to a multitude of suppliers limiting influence. However,
suppliers tend only to supply technology as drugs are produce in house. The specialist
knowledge of suppliers slightly increases bargaining power; however, not enough to negate the
effects of suppliers’ choice making the suppliers concentration with a medium significant power
over pharmaceutical prices and supplies (www.prezi.com, 2016).
Suppliers can also provide raw materials and intermediates, the manufacturing and
production plants, the overseas head offices who supply finished products, the local co-
marketing partners who supply product and/or third party suppliers anywhere along the supply
chain. Each company will have different suppliers depending on whether they are OTC (over-
the-counter), ethical, or generic businesses. It is important to remember that labor should be
viewed as a supplier to industry (Top Consultant, 2016).
In clinical research departments, the suppliers are the patients who participate in clinical
trials, the investigators and the study stuff who provide the data (Top Consultant, 2016).
Suppliers’ power plays an important role in the competitors’ position. Life stage can be an
important factor here: a new organization struggling to establish itself in a fast-growing new
market with inherit volatility is likely to be more at the mercy of suppliers (Brand Immortality,
2016).

CONCLUSION
Pfizer Inc. is a pharmaceutical manufacturer which develops prescription and over-the-
counter products that are used to prevent and treat illnesses in humans and animals. Brand-
name drugs and medication have patent protection. However, the patent is only protected for
a limited amount of time. Their key economic drivers include Federal funding for Medicaid and
Medicare; medium age of population; and the number of people with private health insurance.
The industry is highly regulated by the government. The R&D expenditure is costly; it
correlates with the number of new drugs to be released. Brand-name pharmaceuticals are
traded in international markets. When the trade weight index declines, domestically
manufactured drugs become relatively cheaper compare with international manufactured
drugs, for global consumers (IBIS World, 2016).
Pfizer as a key competitive force has a reputation of their own. Since the company is
well established, it is faced with less competition threat from new entrants and pricing. The
company offers unique pharmaceutical products to treat human diseases such as Oncology
products. Such innovative pharmaceutics gives Pfizer powerful competitive forces in the form
of talent, reputation, and expertise. As a result, Pfizer’s research and development (R&D) will
always help the company to be a major competitor in the healthcare industry.

SWOT ANALYSIS PROFILEPFIZER INC. (PFE)
Pfizer Inc. is a global developer and marketer with a consistent company strategic plan.
The Pfizer’s management team is promoted from within the organization. The company
produces medicines and pharmaceuticals for different health conditions for both humans and
animals. Some of the company’s brand names include Lipitor, Chantix/Champix, Zoloft,
Celebrex, and Viagra among many other products. The company mainly produces antibiotics,
anti-inflammatories, antifungal drugs, neuropathic pain relievers, and Lipitor as its main
product (Pfizer SWOT Analysis, 2016).
External Factors EvaluationMatrix (EFE) Pfizer Inc.
External Factor Evaluation Matrix (EFE) Pfizer Inc.
KEY EXTERNAL FACTORS WEIGHT RATING
WEIGHTED SCORE
Opportunities
1.Increasingdemandfor
qualityhealthcare solutions. 0.10 1 0.10
2.Demographictrends. 0.10 1 0.10
3.Acquisitionandin-
licensing/co-development
opportunities.
0.15 4 0.60
4.Expansionintobiological
markets. 0.20 4 0.80

Threats
1.Considerable exposure to
genericcompetition. 0.15 3 0.45
2.Economic downturn
influencingpurchasing power 0.05 3 0.15
3.Multiple lawsuitsthe firm
faces(regulatedbusiness). 0.15 3 0.45
4.International competition
on rise.
0.10 1 0.10
TOTAL 1.00 2.75
OPPORTUNITIES
1. Increasing demand for quality healthcare solutions
Through a global supply network, Pfizer ensures provision of quality medications that
potentially significantly improve patients’ lives, and that these products are available
whenever and wherever they are needed. Through consistent high standards for quality,
compliance, and supply reliability, and by delivering value without compromising quality or
compliance. Pfizer’s supply network provides fast, flexible solutions across the full
manufacturing and supply chain spectrum and delivers safe, effective medicines around the
world (2015 ANNUAL REVIEW, 2016).
Pfizer’s global manufacturing, within their distribution network and in their work with
external partners, they produce and distribute technically complex formulations, packaging

and entire lines of medicines that meet exacting standards for quality and effectiveness.
The company’s supply network is designed to align inventory and supply chain planning,
transportation management, temperature control management, logistics and logistics
security, environmental health and safety, dangerous good compliance, global trade
compliance and trade management (2015 ANNUAL REVIEW, 2016).
2. Demographic trends
Favorable demographics support the pharmaceutical market. Health care is determined
heavily by its evolving demographics. The health care industry has positively long term
potential because the average age and absolute number of older people is increasing. Knowing
how young or old a country’s population will be long-term demographics is crucial for investors
and pharmaceutical businesses to increase demand for health services worldwide. Consumers
are getting older and larger in number; for example, the ratio of children to older citizens is
declining. It stands at about 3:1 but is declining. By around 2040, health services and
medications for elderly will be more required than ever before. There will be older citizens
than children (5 DEMOGRAPHIC TRENDS SHAPING THE WOLRD NOW, 2016).
Demographic trend will benefit companies and pharmaceutical organizations since there
has been a sea-change in the nature of illness to non-communicable diseases. Companies that
supply health and beauty, medical device and pharmaceutical services over the long term can
take advantage of this demographic tendency. Also, the speed of aging is rising rapidly in
emerging economies which helps in the development and research of new biological medicine
for the future generations (5 DEMOGRAPHIC TRENDS SHAPING THE WOLRD NOW, 2016).

3. Acquisition and in-licensing/co-development opportunities
When Pfizer thinks partnership, they think diverse, bold, and inspired. It is in those
partnerships where the organization can find an innovative medicine that saves lives. Or the
licensing deal that broadens access to critical drugs, or the technology collaboration that brings
an experimental medicine to clinical trials faster. In addition, it can create a business process
that improves the way the organization helps its customers (Pfizer, 2016).
The company’s partnerships, while individualizing in scope and breath, all offer the
possibility of a healthier world. Some of the most recent partnerships are (Pfizer, 2016):
a) HemoShear Therapeutics: Development of a Biological and Computational Model for
Prediction of Drug-Induce Vascular Injury for Early Stage Compounds (January 11th,
2016)
b) California Institute for Biomedical Research (Calibr) Enter Worldwide Strategic
Collaboration with Pfizer Inc. (January 13th, 2016)
c) Cancer Metabolism Company Metabomed Completes $18 million Series A Financing
(April 4th, 2016)
d) Schrodinger Research Collaboration with Pfizer Inc. (January 11th, 2016)
e) 4D Molecular Therapeutics Announces Collaboration with Pfizer Inc. for Cardiac
Gene Therapy Vector Discovery and Development (January 7th, 2016)
Pfizer thinks partnerships will be diverse, bold, and inspired to produce and research new
health products will make the company more competitive and innovative among competitors.
It is in such partnerships where the organization find groundbreaking medicines which save

lives. Licensing deals with access to critical drugs and technology collaborations that brings
experimental drugs to clinical trials faster (Partnering Highlights, 2016).
4. Expansion into Biological markets
Pfizer could decline because of the impending expirations of a number of its patents.
However, the company has the opportunity to develop new products in the biological
markets. These new products should sustain Pfizer’s performance. The company needs to
increase its efforts in research and development of new products to counteract the negative
effects of the expirations of its patents (Business Management , 2016).
The pharmaceutical industry owes a great deal of its early prosperity go the
development of antibacterial drugs, and as a consequence the market encompasses several
of the market oldest drug classes. The market is highly saturated and has significant generic
penetration, yet still experiences continues growth due to increasing sales volume, as well
as the rise of premium-priced novel treatments for resistant bacteria, for example, Pfizer’s
Zyvox (Drug Discovery, 2016). Pfizer counts with the capital, technology and resources to
develop new biological medications for future generations. Research and development is
expensive. The company’s assets allow the organization to partner with other
pharmaceutical businesses to produce new medications and health services for new disease
creating a benchmarking among competitors.

THREATS
1. Considerable exposure to generic competition, focalpoint of which is Lipitor, due to
lose patent exclusivity in 2011
Considerable exposure to generic competition could hurt sales and profits for many of
Pfizer’s products and services. Pfizer Inc. exposure to generic competition is predicting $44.5
billion to $46.5 billion in 2015 sales, down from $49.6 billion in 2014. Pfizer’s investment will
have to spend much trying to overcome this issue (Financials, 2016).
Pfizer’s revenue fell 7% to $15.1 billion, mainly due to generic competition to
cholesterol blockbuster Lipitor. Analysts expected $14.35 billion. Lipitor has been the top
selling drug for almost a decade, got generic rivals since 2011 in m any major markets. The drug
had been bringing Pfizer nearly $11 billion aa year before then, down from its peak of $13
billion a year (Pfizer, Lilly profit hurt by generic competition, 2013).
2. Economic downturn influencing purchasing power
The economic downturn is influencing consumer’s purchasing power. Purchasing power
measures, the value of goods that can be bought. Because when customers lose their jobs or
lack money they may be forced to use generic drugs or alternative medicines/procedures. This
behavior may result in a permanent shift in consumers’ preferences. Inflation is a number one
problem for any kind of business organization since prices drop throughout the economy,
relative purchasing power theoretically increases (Small Business, 2016).
There are different factors influencing purchasing power in an economy such as prices,
currency consideration, and availability of credit. Inflation is the number one enemy of

economy-wide purchasing power. Prices of Pfizer’s products may slowly rise throughout all
sectors due to the high costs of producing a new drug (about $1 billion). This can definitely
affect the purchasing power on brand name medicine and prescription drugs. Fluctuations on
the currency can also affect purchasing power in relation to other currencies, and the
willingness of banks to lend money to consumers affects total purchasing power in much the
same way as higher salaries and employment levels. With a line of credit consumers and
companies can actually spend more than what they have (Chron , 2016).
3. Multiple law suits the firm faces with regards to its patents and other aspects of the
business (regulated business)
Government regulations increases the risk to the underlying business and thus increases the
risk factors because medications are unique in their combination of extensive government
control and extreme economics. Government regulation can limit business growth and
increase the risk of future cash flows because of the high fixed costs of development and
relatively low incremental costs of production. It should be conscience of government
regulations why prescription drug prices are higher in the United States because every country
virtually regulates prices and the United States does not (HEALTH, 2016).
Government regulations by the Food and Drug Administration are always an issue with
generic companies. Government regulations are higher as safety standards of pharmaceutical
products create lower output of new drugs, because obstacles are too large and expensive to
overcome. Problems, sometimes serious such as lawsuits, can arise even after the FDA
approval of new medications (Pharmaceuticals: Economics and Regulations, 2016).

General pharmaceutical companies are subject to extensive regulation by national, state,
and local agencies in the countries in which they do business because of the importance
medication has in humanity. Pfizer’s international operations are also subject to a number of
risks inherent in carrying business in other countries. These include among other things
currency fluctuations, capital and exchange control regulations, expropriation and other
restrictive government actions. Pfizer’s international business are also subject to government-
imposed constrains, including laws and regulations on pricing, reimbursement, and access to
the company’s products (PFIZER INC.-NYU Stern School of Business, 2016).
4. International competition on rise
Higher international competition could decrease profits and hurt revenue growth for Pfizer
Inc. A major concern is the ability of companies in foreign locations to use the internet to
compete since their business are conducted in intensively competitive and often highly
regulated markets. Many of the organization’s prescription products face international
competition in the form of branded or generic drugs that treat similar diseases or indications.
The main forms of competition include efficacy, safety, ease of use, and cost effectiveness.
Through the means of competition vary among product categories and business groups, Pfizer
has to demonstrate in international markets the value of their products that treat diseases as a
crucial factor for success in all of their principal businesses (PFIZER INC.-NYU Stern School of
Business, 2016).
Intellectual property protection is crucial in foreign international trade. Businesses of all
nations now operate in an increasingly competitive worldwide marketplace. Strong domestic

and international protection of patents and trademarks is vital to the success of Pfizer in the
U.S. marketplace (HEINONLINE, 2016). Pfizer’s products are sold around the globe under
brand-name, logo, and certain product design trademarks that the organization considers of
great importance to protect their patents and intellectual property rights (PFIZER INC.-NYU
Stern School of Business, 2016).
CONCLUSION
As a result, the total weighted score of 2.75 is above the average mid-point of 2.50, this
means Pfizer’s business is doing pretty well taking advantage of the external opportunities and
avoiding the threats facing the organization. There is definitely room for improvement,
however, as the highest total weighted score would be 4.0. As indicated by .10, Pfizer needs to
perform better regarding three external factors (#1, 2, and 4 {threats}). In other words, the
organization specially needs to pursue strategies that will take advantage opportunities # 1 and
2, and mitigate the impact of threat #4.

Internal Factors EvaluationMatrix (IFE) Pfizer Inc.
External Factor Evaluation Matrix (IFE) Pfizer Inc.
KEY EXTERNAL FACTORS WEIGHT RATING
WEIGHTED SCORE
Strengths
1.Global Market Leader
0.20 4 0.80
2.Patentprotection
0.10 3 0.30
3.Innovative culture
0.20 4 0.80
4.Blockbusterpipeline
0.05 3 0.15
Weaknesses
1.Low growththerapymarkets
0.05 3 0.15
2.Inventory
0.15 3 0.45
3.Changingindustry
0.15 2 0.30
4.Unsuccessful acquisition
businessmodel
0.10 2 0.20
TOTAL 1.00 3.15

STRENGTHS
1. Global Market Leader
Pfizer Inc. is a research-based, global biopharmaceutical company with a leading position
which brings many benefits to the company. Generally, the company possesses good brand
names, economies of scale, higher margins, revenues and other significant benefits such as the
ability to raise debt at a lower cost. The company has a more stable business than their
competitors and has the capability to acquire other organizations better than many of its rivals
(PFIZER INC.-NYU Stern School of Business, 2016).
The company has a market dominance measured by the strengths of the brand, product,
and the service the Pfizer Inc. offers relative to competitive offerings. There is often geographic
element to the competitive landscape. Pfizer is the world’s leading pharmaceutical company,
proud to offer access to world-class research scientist, a global network of external research
collaboration, and industry-leading manufacturing and commercial capabilities
(www.prezi.com, 2016).
The combination of science, tools and technologies with Pfizer’s expertise in small molecule
and biologic design and development could very well hold the key to breakthrough therapies
for patients worldwide such as (www.prezi.com, 2016):
1. Therapeutic Areas: Cardiovascular and Metabolic
a. Cardiovascular diseases (CVD) remain the leading cause of global mortality
2. Inflammation and Immunology
a. Pfizer is a global leader in developing medicines for chronic immune diseases
3. Oncology

a. Pfizer Oncology strives to advance the frontiers of cancer biology
4. Rare Disease
a. Adopting a global innovative and collaborative approach to the creation of
new medicines for patients with rare diseases
Pfizer is eager to explore the possibilities of new partnerships to develop new effective
medicines for every patient around the globe. For instance, Pfizer possesses various research
agreements with competitors such as Merck & Co. (EternalYield, 2016).
2. Patent protection
Trademark protection can help shield Pfizer and its pharmaceutical products from
competition. Patent protection continues in some countries for as long as the mark is used
which raises the profits a company can earn on those products because other company(s)
cannot copy such medications without paying a royalty. Registrations are generally for fixed,
but renewable, terms (PFIZER INC.-NYU Stern School of Business, 2016).
Pfizer extended its Viagra patent protection until 2020 which will allow the company to
protect its profits from the competition. Pfizer possesses a strong market position with high
sales and a solid market infrastructure. The company’s image benefits the corporation; such
image is generated by Pfizer’s blockbuster products such as Viagra, Lipitor, and Lyrica
(EternalYield, 2016).
Pfizer has taken the unusual step of setting up its own mail-order service to supply Lipitor,
targeting patients who have been taking the medication for years and are reluctant to switch to
a different, non-branded version. Efforts to capitalized on brand loyalty and an emotional

attachment to a product allows Pfizer to use Lipitor brand as a competitive advantage (PMLiVE,
2016).
3. Innovative culture
Pfizer Inc. has an innovative culture which has become increasingly intentional about to
continuously produce new and inventive products. The company’s innovative culture can boost
the brand value because the attitude and behavior of consumers associate the organization
with the most recent pharmaceuticals in the market. Besides the brand boost, new products
have helped the company stay competitive in a tough market in the efforts to develop healthy
cultures that brings out the best of the organization. Pfizer has the best medications and health
services in different market segments throughout the pharmaceutical industry helping the
company gain market share (Pfizer's Straight Talk on Culture, 2016).
Modern culture has an important and will have long-term constructive impact on the
organization, which adds to its significance in the market place. This qualitative element will
aim to a decrease in costs and an increase in revenues for Pfizer. Innovative culture is a tough
qualitative factor to preserve, thus rival businesses will have a difficult time positioning it.
It is part of a technology leader’s job to build the culture that fosters innovation. Pfizer’s
culture evokes incredible energy, enthusiasm, initiative, and responsibility-taking connected to
achievement of extraordinary high goals (ProQuest, 2016).
According to glassdoor.com reviews from former employees, Pfizer is a great company to
work for. However, there are many areas of management and productivity that needs
improvement in order for employees (in general) to be more effective and efficient for the

business. Employees refer to Pfizer as having the best working culture in the pharmaceutical
industry segment. The company provides innovative support to the new innovative talent.
Employees also defined the organization as a world class company with products which
motivates them to join the firm again and again to better the health of individuals around the
globe. However, it also implies excessive expectations from the business into one single
individual at a time to satisfy the desire goals (GLASSDOOR, 2016).
4. Blockbuster pipeline
The success of Pfizer’s drug development pipeline is critical if it is to overcome a sizable
patent cliff. Being one of the biggest pharmaceutical organizations, Pfizer has a large drug
elaboration pipeline. Pfizer needs every ounce of its drug development and research pipeline
to outperform if the organization has any hope of growing in the near future (The Motley Fool,
2016).
Pfizer Inc. raked in more than $12.4 billion in revenue in both 2007 and 2008 from just one
drug, Lipitor. The cholesterol-lowering mega-blockbuster accounted for more than a quarter of
the pharmaceutical giant’s total revenue in those years (K@W, 2016). The success of Pfizer’s
drug development pipeline is critical if it’s to overcome a sizable patent cliff. The company is
substantially reliant on their drug development pipeline to fuel future growth. Branded drugs
only come with a finite period of patent protection, meaning big pharma always needs always
needs to be on the forefront of innovation (The Motley Fool, 2016).
Pfizer has a sizable drug development pipeline. Based on the company’s latest update at
the beginning of August, Pfizer was working with 34 drugs, in phase 1, or early stage studies, 23

in phase 2 studies, 20 in phase 3 studies, or late stage studies, and had six drugs up for
registration (The Motley Fool, 2016).
WEAKNESSES
1. Low growth therapy markets
Entrenchment in low growth therapy area markets such as Cardio Vascular (CV) and Central
Nervous System (CNS) could slow the overall growth rate of Pfizer Inc. Slow growth may also
indicate weak profits and return on investment due to impending generic attack on Lipitor, one
of the company’s blockbuster drugs. This will affect the organization’s sales growth rate in near
future (Pfizer (SWOT Analysis), 2016). Pfizer’s main weakness lies in its strong reliance on the
blockbuster portfolio that generates almost a half of the overall sales (EternalYield, 2016).
Research and development (R&D) activities engages in high levels of treat and may seize
many years but there is no warranty that the development of new therapy medications of any
specific product candidate or new signal for an in-line invention will attain desire clinical
endpoints and security profile or will be permitted by regulations. This may not lead to a
winning commercial pharmaceutical product (Analysis of Pfizer Inc. , 2016).
2. Inventory
Like any other pharmaceutical organization, Pfizer constantly battles with decisions
about inventory. When a small drugstore or pharmacy orders medication to stock their
shelves, usually it is in relatively small numbers that will turnover in a matter of months
then the small businesses re-order. This way, Pfizer does not risk losing inventory due to

expired medicine when demand is low. On the other hand, large drug producers like Pfizer,
have to keep locations full of drugs ready to ship when big businesses need them. If a
product or products demand decreases, the inventory could expire in large quantities. Also,
a drug could be pre-produced in anticipation of FDA approval. If it is not approved, all the
money spend on the new drug was wasted. Inventory concerns are a weakness inherent
not just to Pfizer, but to the entire pharmaceutical market segment (PFIZER: WEAKNESSES
AND THREATS, 2016).
3. Changing industry
The standard approachat Pfizerhasbeentodoresearchwiththe aim of discovering“blockbuster
drugs.” Suchpharmaceutical medicationsmake the companyinexcessof $1 billionperyear. Pfizerhas
beensuccessful indiscoveringsuchproductsasLipitorand Viagrawhichare huge profitmakers.
Because of the revenue suchmedicationsproduce,Pfizerhasalloweditself tocoverupitsinefficiency
by hiringexcessively. EvenPfizer’smostrecentreportsimpliesthatthe organizationhasbeenavictim
of bureaucracyinefficiency (STRATEGICREPORTFORPFIZERPHARMACEUTICALCOMPANY,2016).
Pfizer’sinefficiencydue toitssize wouldbe anissue nomatterthe industryenvironment. Such
problems are onlyamplifiedbythe direction the pharmaceutical industryisheaded. The three major
changesthe industrysegmentwillundergointhe comingyearsare (STRATEGICREPORTFOR PFIZER
PHARMACEUTICALCOMPANY,2016):
1. A slowdowninthe discoveryof blockbusterdrugs
2. Prescriptionof medicine basedonindividual’sDNA ratherthan“one size fitsall”
3. Smallercompaniesmakingmarketshare inroadsdue toprescriptionof medicines
4. Unsuccessful acquisition business model

Pfizer’s large historical growth has come from acquisitions. The company’s future growth is
dependent on future companies’ buy-outs, which are difficult to maintain and integrate newly
acquired companies. In addition, the company historically has overpaid for acquisitions and
synergies rarely occur. During times of adverse credit markets, acquisitions can be very
expensive. Accounting problems usually occur with companies which use acquisitions to grow
their business. Difficult to understand accounting statements increase risk through lack of
clarity. Higher risk increases the cost of capital and decreases the value of the firm.
Unsuccessful acquisition business model will have a long-term negative impact in Pfizer, which
as a result subtracts from the organization’s value. Now that Pfizer’s $160 billion deal to merge
with Allergan has been called off, the world’s largest drug maker has a very difficult decision to
make. Pfizer never created a Plan B in the event that its deal with Ireland-based Allergan fell
through. The organization appears to be returning to a game plan that was first floated five
years ago-splitting up the company (PHARMALOT, 2016).
CONCLUSION
Internal Factor Evaluation (IFE) Matrix is a strategy tool used to evaluate firm’s internal
environment and reveal its strengths as well as weaknesses. According to the Internal Factor
Evaluation Matrix, the total weighted score of 3.15 indicates that Pfizer is above average in its
efforts to pursue strategies which can help the company maintain its number one position as a
pharmaceutical leader around the world and alleviate its weaknesses.
Pfizer Inc. in order to continue as a global leader in the bio-pharmaceutical market
needs to focus on its existing strengths to keep the company’s market share and positon the

company in a competitive advantage in the market segments it is targeting. Research and
development is a major strength the company has developed over the years. The creation and
research of new medicines puts the company ahead of its competitors. Pfizer needs to
continue the diversification of its revenue flow into different medications offer to different
geographical parts of the world. In addition, Pfizer needs to find a better way to bring costs
down without having to make too many mergers and deals with other pharmaceutical
companies which as a result lowers the company’s revenues.

Pfizer Inc. TOWS Matrix
Strengths – S Weaknesses - W
1. Global Market Leader
2. PatentProtection
3. Innovative Culture
4. BlockbusterPipeline
1. Low GrowthTherapy
Markets
2. Inventory
3. ChangingIndustry
4. Unsuccessful
AcquisitionBusinessModel
Opportunities SO Strategies WO Strategies
1. IncreasingDemandfor
QualityHealthCare Solutions
2. DemographicTrends
3. AcquisitionandIn-
Licensing/Co-Development
Opportunities
4. ExpansionintoBiological
Markets
S1; S2; S3: O2
“Unstoppable”Market
development
strategy
W3: O4
“Expansionist”Product
DevelopmentStrategy
Threats – T ST – Strategies WT – Strategies
1. ConsiderableExposure
to GenericCompetition
2. EconomicDownturn
3. Multiple LawSuits
PfizerFacesinRegardsto
Patents
4. International
Competitiononthe Rise
S2; S4: T1 “Taking-Over”
Horizontal Integration
W1: T4
“Killing-It “
RetrenchmentStrategy

Development of the TOWS Analysis is a variant that has brought four different strategies
of the classic business tool, SWOT Analysis that will help Pfizer Inc. identify the company and
products’ strengths, weaknesses, opportunities and threats and continue to expand as a global
pharmaceutical leader. The strategies identified here are: Market Development, Product
Development, Horizontal Integration, and Retrenchment Strategy. Each one of these strategies
will be addressed to be used for strategic planning and marketing to maximize opportunities
and reduce the company’s threats and competition.
SO STRATEGY
Market Development Strategy “Unstoppable”
Pfizer Inc. global market leadership and influence has moved the company to acquire
companies in emerging markets to penetrate new geographic areas. Change in demographic
trends can lead the organization’s lifeless growth by purchasing other businesses. This growth
strategy can be very beneficial to Pfizer, and it will continue to help the company infiltrate their
pharmaceutical products for the new generations and geographic human distribution. Many of
the organization’s best-selling products have been acquired by a business buyout, including
Lipitor, the best-selling medication in history. Standing by this strength, Pfizer Inc. is the right
company with medication and pharmaceutical products to be offered to new geographic
markets. The company possesses products with a large growth potential in new changing
markets. Pfizer has maintained its success and growth because the company has easy access to
a vast amount of capital.

WO STRATEGY
Product Development Strategy “Expansionist”
Pfizer Inc. needs to acquire and develop assets in the biological markets. The industry
shows an unparalleled amount of growth now and in the future. The market has 12 biological
products regenerating over $30 billion in revenue, this market segment is taking off. Pfizer
positions to make up a large amount of the profits. The company is losing with its patent
constant expirations; however, this revenue can be made up by obtaining assets in the biologics
marketplace.
The biologic segment unit is an important source of growth for Pfizer Inc. and the
pharmaceutical industry with a projected development of 9.3% over the next four years. On
average, a single biological product takes in between 10 to 15 years to develop and costs
around $1.2 billion. Acquiring pharmaceutical products and companies in the biological sector
represent a great strategic plan for Pfizer to sell medications to the new trends in the
population. With a strong balance sheet and earning over $10 billion a year the company could
easily afford to research and develop new products for the biological sector. Benefits for the
company would be to a competitive advantage over other organizations. However, the risks
include the possibility of product failure.
Pfizer needs to remain competitive and innovative in the next big market (Biological
medication) by launching marketing campaigns in emerging markets. After being aware and
having identified an emerging market Pfizer needs to decide what medications and
pharmaceuticals to produce for the new population trends. Again, the large capital structure

Pfizer has, allows the company to gain such emerging markets and to take advantage before
any other organization.
ST STRATEGY
Horizontal Integration Strategy “Taking-Over”
Pfizer needs to utilize buying power to put pressure on competitors and to continue the
company’s products modification to offset increased chances of new rivals’ entry. Pfizer as a
global monster health company which is dedicated to support its clients and their business
units every day. The company’s considerable exposure to generic competition could further
decline Pfizer’s revenues. Increased competition for core products like Viagra because of its
high cost encourages clients to buy cheaper alternative treatments. Pfizer needs to overcome
such disadvantage by buying out companies with potential to develop drugs unique to the
population. The new economic potential of the BRICH Countries (Brazil, India, and China) and
competition in diverse regions of the world may also affect the organization’s profits. The
company has a strong global image; however, negative publicity can have a damaging impact in
the company. Pfizer needs to acquire or merge with strong competitors and lead to industry
consolidation. The purpose of the company is to growth in size, increase Pfizer’s product
differentiation, achieve economies of scale, reduce the business’ competition and access new
global markets. This can lead Pfizer to a consolidated company as an oligopoly or even a
monopoly without attracting the government’s attention. Since most of the competition most
likely lack financial resources for research and development, Pfizer has a competitive advantage
to merge or even acquire such companies.

WT STRATEGY
Retrenchment Strategy “Killing-It”
Pfizer has made massive research and development cuts and has exited regenerative
medicine therapeutics. Pfizer also needs to suspend most of its renewing medical research.
Other areas the company may need to discontinue to focus more in biological research and
developing are allergy, respiratory medicine, internal medicine, and antibacterial. Pfizer then
will focus more on neuroscience, cardiovascular, metabolic, and endocrine diseases to be more
competitive in their industry. The creation of new business units for Pfizer’s pain and sensory
disorders, biosimilar, and research and development in Asia can create a benchmarking benefit
for the company against its competitors. Currently, over 60% of diabetes cases worldwide are
occurring in Asia (ONE HIT WONDERS OHW, 2016).
The organization can also focus in closing some of its laboratories to plans better
infrastructure, research and development Cambridge/Massachusetts to be able to interact
more intensively with the local biomedical research and entrepreneurial community. Pfizer
needs to fix its innovative core to produce new relevant bio-pharmaceuticals.
CONCLUSION
After making a research about the pharmaceutical market’s threats, opportunities, then
examining Pfizer’s strengths and weaknesses I have proposed four strategies market
development strategy, product development strategy, horizontal integration strategy, and
retrenchment strategy. Using the TOWS Matrix to choose the best strategy to be implemented

at Pfizer would be product development strategy “Expansionist.” The creation of new diabetic
products due to geographic modifications and the worldwide cases in China can help the
company generate more revenues and advantages over their competitors in the
pharmaceutical industry. Pfizer’s financial resources and recognition of the brand name around
the globe will create a great strategic plan to enter markets with new pharmaceutics and
biological medications to cure diseases affecting the population.

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