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Schering: Addressing the Specialist Challenge

Executive Summary

As a large yet specialist firm, Schering must compete in multiple areas. That means developing and marketing differentiated products across a number of fronts--and dealing with the lower-than-average margins that typically come with mixed portfolios. How well the German group overcomes these challenges should be of growing interest to Big Pharma, given the risks of relying on blockbusters.

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Merck KGAA's Hostile Bid Catalyzes Bayer-Schering Combo

In March 2006, Bayer AG's €16.3 billion ($19.6 billion) cash offer for Schering trumped compatriot Merck KGAA's unsolicited €14.6 billion takeover bid for the specialist pharma marketer. The offers to acquire Schering put a spotlight on Europe's mid-sized players, most of which are either on the acquisition trail or putting up For Sale signs in front of corporate headquarters.

Merck KGAA's Hostile Bid Catalyzes Bayer-Schering Combo

In March 2006, Bayer AG's €16.3 billion ($19.6 billion) cash offer for Schering trumped compatriot Merck KGAA's unsolicited €14.6 billion takeover bid for the specialist pharma marketer. The offers to acquire Schering put a spotlight on Europe's mid-sized players, most of which are either on the acquisition trail or putting up For Sale signs in front of corporate headquarters.

Intendis: Mid-Sized Specialist Spawns Small Specialist

In dermatology offshoot Intendis, Schering AG has created the ideal European crossbreed: a group with the management experience associated with spin-outs, and a revenue-generating side more typical of specialty pharma. The snag: Schering's retaining full ownership--for now.

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