Eight leaders in Hoechst and Rhône-Poulenc to make four important decisions in anticipation of the merger of their companies to become Aventis - what will be the third-largest pharmaceutical company. In addition to developing a vision and strategy, the two firms to build their increased efforts in the U.S. market, to choose a leader, and to choose one of two approaches to research and development. The merger of the two companies is a precursor effort to remake itself in the life sciences companies. They face pressures from falling prices and increasing demand for R & D for blockbuster drugs for unification of the opposition to the merger, skeptical analysts and regulators. Given these pressures, they have to combine national and corporate cultures merge into one, and deliver the promised cooperation. Concludes with a surprising development, where one of the main objects of Hoechst shareholders to merge. "Hide
by Joshua D. Margolis, Carin-Isabel Knoop Source: Harvard Business School 27 pages. Publication Date: June 18, 2004. Prod. #: 404003-PDF-ENG
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