Free Burroughs Wellcome and the Pricing of AZT (A) Case Study Solution | Assignment Help

Harvard Case - Burroughs Wellcome and the Pricing of AZT (A)

"Burroughs Wellcome and the Pricing of AZT (A)" Harvard business case study is written by Jeanne M. Liedtka. It deals with the challenges in the field of Social Enterprise. The case study is 9 page(s) long and it was first published on : Apr 15, 1991

At Fern Fort University, we recommend Burroughs Wellcome (BW) adopt a tiered pricing strategy for AZT, balancing the need for profitability with ethical considerations and access to treatment for those in developing countries. This strategy should involve a combination of lower prices for developing countries, potentially through partnerships with NGOs and government organizations, while maintaining higher prices in developed markets to recoup research and development costs. This approach aims to maximize the impact of AZT while ensuring the long-term sustainability of BW's business.

2. Background

This case study centers around Burroughs Wellcome (BW), a pharmaceutical company facing a critical decision regarding the pricing of AZT, the first effective treatment for HIV/AIDS. The company faces a complex dilemma: Balancing the need to generate profits to fund future research and development with the ethical imperative to make life-saving medication accessible to those in need, especially in developing countries where the disease is most prevalent. The case highlights the ethical and social responsibility dimensions of pharmaceutical pricing, particularly in the context of a global health crisis.

The main protagonists are:

  • Burroughs Wellcome: A pharmaceutical company with a strong research and development focus, facing the challenge of pricing a life-saving drug for a global pandemic.
  • Patients with HIV/AIDS: A diverse group with varying access to healthcare and financial resources, facing a deadly disease with limited treatment options.
  • NGOs and activists: Advocating for affordable access to essential medications, particularly in developing countries, and putting pressure on pharmaceutical companies to prioritize public health over profit.

3. Analysis of the Case Study

This case study can be analyzed through the lens of Corporate Social Responsibility (CSR) and Social Entrepreneurship. BW's decision-making process should consider the triple bottom line of economic, social, and environmental impact.

Strategic Analysis:

  • Market Segmentation: BW needs to identify distinct market segments based on income levels, healthcare access, and disease prevalence. This segmentation will inform the pricing strategy, allowing for differentiated pricing based on market characteristics.
  • Competitive Analysis: BW should assess the competitive landscape, including generic drug manufacturers and potential entrants into the market. Understanding the competitive dynamics will inform pricing strategies and potential market share erosion.
  • Growth Strategy: BW needs to develop a growth strategy that balances profitability with social impact. This could involve investing in research and development for new HIV/AIDS treatments, expanding into emerging markets, and exploring partnerships with NGOs to enhance access to medication.

Financial Analysis:

  • Cost Analysis: BW needs to carefully analyze the costs associated with developing and manufacturing AZT, including research and development, manufacturing, marketing, and distribution. This analysis will inform the minimum price required to ensure profitability.
  • Profitability Analysis: BW should assess the potential profitability of different pricing strategies in different market segments. This analysis will help determine the optimal price points for maximizing profits while still achieving social impact goals.
  • Impact Investing: BW could consider exploring impact investing models, where investments are made with the intention of generating both financial and social returns. This approach could involve partnerships with social impact investors who are willing to accept lower financial returns in exchange for positive social impact.

Ethical Considerations:

  • Access to Healthcare: BW needs to consider the ethical implications of its pricing decisions, particularly in relation to access to healthcare for those in developing countries.
  • Pricing Transparency: BW should strive for transparency in its pricing practices, providing clear explanations for pricing decisions and engaging in open dialogue with stakeholders.
  • Social Impact Measurement: BW should develop metrics to measure the social impact of its pricing decisions, including the number of patients treated, the reduction in HIV/AIDS mortality rates, and the overall improvement in public health outcomes.

4. Recommendations

BW should adopt a tiered pricing strategy for AZT, taking into account the following recommendations:

  1. Tiered Pricing Structure: Implement a tiered pricing structure, offering lower prices for developing countries and higher prices in developed markets. This approach allows BW to generate revenue in developed markets to support research and development while ensuring access to treatment in developing countries.
  2. Partnerships with NGOs and Governments: Establish partnerships with NGOs and government organizations in developing countries to facilitate access to affordable AZT. This could involve providing discounted pricing, supporting distribution networks, and collaborating on public health campaigns.
  3. Social Impact Investment: Explore impact investing models to attract investors who prioritize social impact alongside financial returns. This could involve creating a dedicated social impact fund to invest in projects that improve access to HIV/AIDS treatment in developing countries.
  4. Transparency and Communication: Be transparent about pricing decisions and engage in open dialogue with stakeholders, including patients, NGOs, and governments. This will build trust and enhance the company's reputation.
  5. Social Impact Measurement: Develop robust metrics to measure the social impact of pricing decisions, including the number of patients treated, the reduction in HIV/AIDS mortality rates, and the overall improvement in public health outcomes.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  1. Core Competencies and Consistency with Mission: BW's core competency is research and development, and its mission is to develop innovative treatments for diseases. A tiered pricing strategy aligns with this mission by ensuring access to treatment while generating revenue to fund future research.
  2. External Customers and Internal Clients: This strategy considers the needs of both external customers (patients) and internal clients (researchers and employees). It provides access to treatment for patients while ensuring the financial sustainability of the company to support its research and development efforts.
  3. Competitors: A tiered pricing strategy allows BW to compete effectively in both developed and developing markets, potentially discouraging generic drug manufacturers from entering the market.
  4. Attractiveness: While the financial attractiveness of this strategy is difficult to quantify due to the complexity of the market, it offers a balance between profitability and social impact. The potential for increased market share, improved brand reputation, and positive social impact could outweigh the potential for lower profits in some markets.

6. Conclusion

By adopting a tiered pricing strategy and engaging in strategic partnerships, BW can maximize the impact of AZT while ensuring the long-term sustainability of its business. This approach aligns with the company's mission to develop innovative treatments and demonstrates a commitment to corporate social responsibility.

7. Discussion

Other alternatives not selected include:

  • Uniform Pricing: Charging a single price for AZT globally. This approach would be simpler to implement but could limit access to treatment in developing countries.
  • Cost-Plus Pricing: Setting a price based on the cost of production plus a profit margin. This approach could be perceived as unfair, particularly in developing countries where the cost of living is lower.

The key risks associated with the recommended approach include:

  • Market Share Erosion: Lower prices in developing countries could incentivize generic drug manufacturers to enter the market, potentially eroding BW's market share.
  • Financial Sustainability: The tiered pricing strategy may lead to lower overall profits, potentially impacting BW's ability to fund future research and development.
  • Public Relations Challenges: BW may face criticism from some stakeholders who argue that the tiered pricing strategy is not equitable or does not go far enough in addressing access to treatment.

8. Next Steps

To implement the recommended strategy, BW should take the following steps:

  • Develop a Detailed Pricing Model: Create a detailed pricing model that incorporates the costs of production, distribution, and marketing, as well as the potential impact on market share and social impact.
  • Identify Potential Partners: Identify and engage with NGOs and government organizations in developing countries to explore potential partnerships for distribution and access to AZT.
  • Develop a Communication Strategy: Develop a communication strategy to explain the tiered pricing strategy to stakeholders, including patients, NGOs, and governments.
  • Monitor and Evaluate Impact: Establish a system to monitor and evaluate the impact of the tiered pricing strategy, including the number of patients treated, the reduction in HIV/AIDS mortality rates, and the overall improvement in public health outcomes.

This case study highlights the complex ethical and social responsibility dimensions of pharmaceutical pricing. By adopting a tiered pricing strategy and engaging in strategic partnerships, BW can maximize the impact of AZT while ensuring the long-term sustainability of its business.

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Case Description

This case focuses on the development of AZT, the first drug approved for the treatment of AIDS, and the issues faced by its U.K. producer, Wellcome PLC, as it decides how to set the drug's price. The case includes brief overviews of the disease itself, drugs in development to treat it, the pharmaceutical industry and its practices, and the history of Wellcome PLC and its U.S. subsidiary, Burroughs Wellcome. The A case concludes with analysts' predictions for the soon-to-be-announced price of AZT. See also the B case and the C case.

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