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SWOT ANALYSIS ON Bradley Pharmaceuticals

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SWOT ANALYSIS ON Bradley Pharmaceuticals
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Abhijeet S
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SWOT ANALYSIS ON Bradley Pharmaceuticals - November 29th, 2010

Bradley Pharmaceuticals was a pharmaceutical company headquartered in Fairfield Township, Essex County, New Jersey. The company was founded in 1985 by Daniel Glassman who was also its CEO.

The company marketed to niche physician specialties in the U.S. and 38 international markets. Bradley Pharmaceuticals comprised Doak Dermatologics, specialized in therapies for dermatology and podiatry; Kenwood Therapeutics, providing gastroenterology, OB/GYN and other internal medicine brands; and A. Aarons, which markets authorized generic versions of Doak and Kenwood therapies.

Strengths

* Global presence
* Strong industry standing
* Robust launch portfolio with revenue growth
underscored by the commercialization of
Januvia and Gardasil
* High growth Zetia/Vytorin cardiovascular product franchise

Weaknesses

* Patent expiry for biggest selling product franchise Zocor (mid 2006)
* Weak core portfolio (comprising essentially Zetia/Vytorin) underscored by maturation and migration of key product franchises into expiry portfolio
* Blockbuster growth strategy which closely ties Merck's position in certain therapy markets to just one or two products

Opportunities

* Therapeutic diversification and expansion
into diabetes, oncology and infectious
diseases segments
* Strong potential growth from vaccines
business, driven primarily (but not exclusively) by highly innovative, first-to-market cervical cancer vaccine Gardasil
* Diversification into biologics market via
acquisitions of Abmaxis and GlycoFi

Threats

* Continued exposure to patent expiries and risk of generic competition to key brands across forecast window 2006 to 2012; Fosamax in 2008, Cozaar/Hyzaar in 2009 and Singulair in 2012
* In light of Merck's relatively weak core portfolio and its high generic-exposure expiry portfolio, the company is reliant on considerable sales growth from its launch portfolio, reflecting a higher risk growth strategy versus predominant core-driven growth
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