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And I would say, first of all, one-stop shop, addressing your point about one-stop shop. Even in the prime days of the generics, I would go back a few years. When Teva was perhaps the leader in the industry, no one company had more than 20% market share.
Nobody was a one-stop shop. This industry has
been fragmented quite a bit, this industry has. And mostly, the market share has been hovering around different players between 12, 13% to then 5, 4%, 3, 4, 2%.
But then again, it comes back to the company strategy. Going up the value chain, Mylan started this journey 10 years back. And we have been, in our way,
leading the science, going up thewhether its the complex generics, give a drug device example like Advair, we can now at least call that outwhether its Copaxone or whether its the biosimilars.
So I think this comes back to company by company, their portfolio strategy, how they
want to go up the value chain. Going up the value chain is very, very core to Mylans strategy. And we have been executing on that strategy.
We have been trying to leverage our own strength. Wherever we realize that we dont have, we have been striking those partnerships to move the science up
the value chain. So thats been one part.
And if you take from different
companies point of view, and now roll that forward from the competitive landscape, you will need scale in the balance sheet. You need that sort of ability to spend. Because higher you go, higher up the value chain, its a high-risk,
high-reward game also. You should be ready for taking that risk.
For a product like
Advair, yes, from a capital point of view and from R&D point of view, it can take hundreds of millions of dollars of investment. So it may not be possible for every company to do a lot more of those.
Yes, every company will be doing two, three products here, two, three products over
there. But it comes back to the leadership of this industry. We have been in this industry to create that portfolio, the complex and highly complex and going up the value chain.
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