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Evaluation of downstream integration in the US pharmaceutical industry

机译：评估美国制药业的下游整合

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Purpose – This paper aims to review the vertical or quasi-vertical integration that characterized the pharmaceutical industry in the mid-1990s. The acquisitions and vertical partnerships that linked pharmacy benefits managers and drug manufacturers modified the structure of the market at that time. What were the motivations of those agreements? Did they induce any distortion on competition in the drug market? And why did they fail to achieve their desired strategic advantages? Design/methodology/approach – The paper uses established theoretical perspectives, such as the resource-based view and the theory of contestable markets, as the basis for a descriptive analysis, documenting strategic decisions of vertical integration using supporting literature in marketing and strategy. Findings – Vertical integration did not obtain the intended results (e.g. acquisition of competitive advantages). This perspective provides a framework to examine vertical integration strategies, applicable to other industries. Originality/value – The paper reviews the objectives of vertical integration strategies of US drug firms in the 1990s and their hidden agendas.
机译：目的–本文旨在回顾1990年代中期制药行业的垂直或准垂直整合。将药房福利经理和药品制造商联系起来的收购和纵向合作伙伴关系当时改变了市场结构。这些协议的动机是什么？他们是否在药品市场的竞争中引起扭曲？他们为什么没有实现自己想要的战略优势？设计/方法/方法-本文使用已建立的理论观点，例如基于资源的观点和可竞争市场理论，作为描述性分析的基础，并使用营销和策略方面的支持性文献来记录垂直整合的战略决策。调查结果–纵向整合未获得预期的结果（例如获得竞争优势）。这种观点为检查适用于其他行业的垂直整合策略提供了一个框架。原创性/价值–本文回顾了1990年代美国制药公司的纵向整合战略的目标及其隐藏的议程。

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