Shareholder value creation in Japanese pharmaceuticals

Shareholder Value Creation in Japanese Pharmaceuticals

IN CONCLUSION

It is only through short-term measures to improve corporate value (e.g. improving immediate profitability) and mid-term

measures to generate cash and improve capital returns (e.g. selection and concentration of business domains) that the

necessary funds for creating innovation-a long-term measure-can be secured to allow pharmaceutical companies to

ultimately live up to their purpose. In other words, the steps to improve shareholder value and corporate value are also

essential for realizing the purpose as a pharmaceutical company, and the business leaders of Japanese pharmaceutical

companies should start fundamental structural reforms of their companies as soon as possible, beginning with

improving immediate profitability. We at AlixPartners would be honored to assist ambitious business leaders who are

not afraid of painful reforms in order to achieve their purpose.

ABOUT THE AUTHORS

Joji Hattori, Partner & Managing Director

Joji has more than 20 years of strategy and management consulting experience in providing

hands-on support for clients' business transformations-from building a vision to devising and

implementing strategies into operations. Joji also has deep industry experience from his work

at Takeda Pharmaceuticals as senior director of the corporate strategy department, where he

engaged in companywide transformation projects. Joji has also held strategic advisory roles

for health-technology start-ups and biotech venture companies with founders from Stanford

University's School of Medicine. He joins AlixPartners from EY Japan, where he led business

transformation and was a lead partner of one of the firm's largest pharma clients in its health

sciences and wellness sector. Joji's extensive overseas experience includes being stationed in

China and Germany, providing local market support for the global strategy and operations of

Japanese companies. Joji has a Bachelor of Arts in social sciences from Hitotsubashi University.

Ben Salcetti, Partner

Ben is an experienced strategy professional with a successful record of working with executive

leadership teams to maximize long-term profit growth for Fortune 200 clients. Clients benefit

from Ben's expertise in the oil & gas, industrial equipment, pharmaceuticals, and consumer goods

sectors. Ben's experience includes working with clients in the United States, Europe, Africa, Asia,

Latin America, and the Middle East.

Ben has an MBA from the Wharton School and a Master of Arts in International Studies from the

University of Pennsylvania's Lauder Institute.

Go Shinomiya, Consultant

Go has a broad range of experience in management, business strategy development, and business

process reengineering (BPR) for the manufacturing industry, as well as digital strategy planning for

financial institutions. Prior to joining Alix Partners, he was with EY Strategy and Consulting, where

he was involved in overall business strategy, alliance strategy, and execution support mainly for

electronic component manufacturers.

He was also with KPMG Consulting, where he engaged in digital strategy development for financial

institutions and BPR and business integration for auto manufacturers.

Go has a bachelor's degree from Aoyama Gakuin University.