Abstract
The concept of pharmaceutical globalization may require a decade or two to become a reality. The industry responds to global drug development not by strategic design, but by economic priority. Research and development may bring unique and novel chemical entities, but their agents are also becoming increasingly less unique in a crowded and competitive therapeutic marketplace. Strategic alliances have been considered the “back door” to global drug development. Fujisawa employs local project teams with multidisciplinary representation that meet as a global organization at least twice a year.
Globalization of national markets can sustain and improve revenue yields of multinational pharmaceutical companies. Global drug development should become established by the end of this decade as a response to new economic and market forces.
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