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Essay / Research Paper Abstract
This 16 page paper looks at the process of globalization at Wyeth following their decision to create a unified organization with a focus on the pharmaceutical industry. The paper outlines the opportunities and the threats, identifies the barriers that hindered a globalization strategy, considers issues such as culture and the staged process of implementation and ends by considering whether or not Wyeth may be perceived as a global company. The bibliography cites 12 sources.
Page Count:
16 pages (~225 words per page)
File: TS14_TEwyeth2.rtf
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Unformatted sample text from the term paper:
a large pharmaceutical organization that as has developed out of a diversified, fragmented organization. Wyeths management decided to adopt new strategy during the 1990s, become a global pharmaceutical company.
To achieve global status there was the implementation of a global IT system. The process was not easy, the opportunities, such as economies of scope and scale, synergy and benefits
of focus were deemed to outweigh threats, including resistance to change and increased risk associated with the pharmaceutical industry. The IT system was designed and then rolled out across the
organization, starting with the areas of least resistance, with changes and adaptations made as the organization progressed through a learning curve. Today the organization has a high level of standardization,
economies of scope and scale are realized, and integration has resulted in some cost savings, and to achieve these goals, although the process took longer than initially forecast. The result
is an organization that is moving towards a transnational status, although it is meeting its own definition of globalization. 2. Introduction Wyeth has undergone a period of change, the company
started out as one that was highly diversified with firms in a number of different industries. The firm had been created values for the stockholders with a strategy that diversified
risk with presences in many different markets, a strategy that had operated well for the organization since the 1930s. The strategy was formulated at a time when the global environment
was very different, arguably globalization was in its infancy and there were benefits to be gained from allowing the different business units within the company to be highly autonomous.
The global commercial environment changed, and with it potential benefits for international firms, adopting a global strategy, became realized. Many organizations with the benefit of expanding internationally and gaining from
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