What are the key factors for competitive success and why?
Business Strategy
Maintaining a competitive edge is vital to the long-term success of any business. While there are a wide range of factors that determine the success or failure of any company, there are number of key components to competitive success in business all entrepreneurs should heed: 1. Understand core products and services. Every successful business begins with a product or service. Instead of looking at everything your business or a competitor does, focus on the core and what matters most to creating and building on success. 2. Long-and-short-term market trends. For a company emerging into a new niche, some long-term trends in the industry may not matter as much as those short-term from more recent quarters. Focus on the right competitors. Identifying the competitors inside addressable market is key. Also, focus on the purpose of your competitive analysis.
It is apparent that the United States has a problem, but what are some solutions to to this crisis? Unfortunately, there is no simple solution to this complex problem, but in order to move forward, we propose several methods that may incite change in the current system in place. Historically, pharmaceutical companies dictate pricing with no restrictions from Medicare, Medicaid, or Federal/State governments. The US government (i.e. Medicare, Medicaid, Tricare, etc.) is the largest buyer of prescription drugs in the world, yet they have no say in the pricing of drugs. Our government also generally issues funds to these pharmaceutical companies for research and development, with substantial investments in the basic science that leads to new drug discoveries. For example, the federal government spent $484 million developing the cancer drug Taxol, which was then taken under agreement with Bristol-Myers Squibb in 1993. In 10 years, the manufacturer earned $9 billion in revenue and paid the federal government $35 million in royalties (article). Although 75% of new innovative drugs are supported by federal funding, most consumers and payers are unable to afford these medications due to the unreasonable prices. (article) We propose for the United States government to have the ability to establish delegated sectors to negotiate drug prices. By giving the government some power in dictating cost, this could substantially lower introductory prices, annual costs, and which may reduce out-of-pocket costs for patients. For example, the government may establish a drug’s ceiling price similar to the Federal Ceiling Price program used by the Department of Veteran Affairs. They may also begin use of reference pricing, thus permitting the Department of Health and Human Services to set a benchmark price for clinically comparable drugs that are interchangeable. Though these changes may produce more cost-effective medication, a drawback may be the lack of market diversity. Rather than having one pharmaceutical company dictating the price, the federal government is dictating the price thus creating a lack of competition. Having one body dictate everything may create tensions between pharmaceutical companies and the government; thus, change might not be made at all.
Next, pharmaceutical companies spend a substantial amount of money on marketing rather than research. At this point, we are unaware of the exact cost breakdown of pharmaceutical company revenue. There is no requirement for documentation to show the difference between profits, money used for marketing, and money used for research. Often times, marketing costs are categorized into research funds. By enforcing transparency, we may have better insight into the way drug prices are set and can determine whether set prices are justified. For the past 20 y