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Boehringer

July 1, 2007

With a production cycle lasting a decade and large conglomerates threatening to swoop, it can be difficult for family-owned pharmaceutical companies to remain both profitable and independent. Andrea Chipman talks to a select few who have made it – Roche, Boehringer, Servier and Stiefel – to learn their strategies for success

Andrea Chipman is a freelance journalist based in the UK.

With a production cycle lasting a decade and large conglomerates threatening to swoop, it can be difficult for family-owned pharmaceutical companies to remain both profitable and independent. Andrea Chipman talks to a select few who have made it – Roche, Boehringer, Servier and Stiefel – to learn their strategies for success

In 2006, the pharmaceutical sector saw another round of consolidation as industry giants gobbled up medium-sized players that had struggled to remain on their own.

June 1, 2003

Pharmaceutical giant Boehringer Ingelheim employed its former tax principal to see its next generation into leadership. FIB examines Dr Heribert Johann’s unusual role as the first non-family chairman of the shareholders’ committee and next generation mentor

Melanie Stern is Section Editor of Families in Business magazine.

Pharmaceutical giant Boehringer Ingelheim employed its former tax principal to see its next generation into leadership. FIB examines Dr Heribert Johann's unusual role as the first non-family chairman of the shareholders' committee and next generation mentor

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