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The Abbott Split Up: Who Wins?

Executive Summary

After implementing a major workforce reduction in January, Abbott Laboratories re-organized its diversified company into three units – proprietary pharmaceuticals, durable growth products and innovation-driven devices. Its latest announcement cements that change: Abbott will divide into a diversified medical products company.

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If 2010 was the year when pharma introduced new models, 2011 was the year it discovered that executing on its plans required a new mindset. There was a realization that pharma input and capital were required at the earliest stages of company creation. Innovation remained the order of the day, though pharma’s attempts to innovate looked strikingly similar to one another. We continued to see risk-sharing deal structures, emphasis on emerging markets, ongoing externalization and the biotech-ification of pharma, and stronger emphasis on “unmet medical need. Pharma also did more to work with VCs, payors, generics companies, and each other. The year saw a recovery in US drug approvals and launches, but the high prices associated with some of those new therapies and austerity in Europe also shed light on the health technology assessment-dominated future that likely faces most markets, including the US.

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Abbott Established Products Senior VP Michael Warmuth Stresses Diversified Portfolio In Emerging Markets: An Interview With PharmAsia News (Part 2 of 2)

Michael Warmuth, senior vice president, Established Products Division, Abbott Laboratories handles emerging markets, one of the most ambitious growth areas for his company. Amongst the EMs, India stands as a sharp focus market, demonstrated last year by its acquisition of Piramal Healthcare Ltd.'s prescriptions business for $3.72 billion. Warmuth says India is on top of his priority list and though critics may question the high price that Abbott paid for the Piramal business, there is a large potential to tap the "incredibly high unmet medical need."

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