Individual Presentation: International Market Expansion of Astrazeneca

INDIVIDUAL PRESENTATION
International Market Expansion of AstraZeneca

INTRODUCTION
• The Swedish business "Astra" and the British

company "Zeneca Group" amalgamated to become the
multinational biopharmaceutical company named
AstraZeneca in 1999.
• Since then, it has been firmly established in the
brutally competitive pharmaceutical market and has
grown into a very lucrative corporation specialising in
the manufacturing, development, research, and
advertising of prescription pharmaceuticals (Zhao et
al., 2016).
MARKETING MIX FOR INTERNATIONAL CONTEXT
• Product
It is a tenet of marketing theory that more products will be
sold if they are tailored to the preferences of the intended
audience (Alfieri and Buzzatti, 2017). Oftentimes, a
corporation may need to adjust its product and marketing mix
plan to cater to the needs and preferences of a certain region
and markets.
• Promotion
Promotion exists primarily to influence buyers and
customers. As a consequence, different forms of marketing
promotional methods are used in different markets.
MARKETING MIX FOR INTERNATIONAL
CONTEXT
• Price (Pricing)
Before adopting a pricing plan on the international market, it is
important to analyse the strength of the worldwide economy and
the buying patterns of customers. Before adopting price choices on
the foreign market, the corporation should consider the economic
feasibility and economic environment plan.
• Place
Providing a product or service to a consumer at the most
convenient time and location is the primary goal of the Place
component of the marketing mix.
LOCAL APPROACH OF ASTRAZENECA FOR
KENYAN MARKET
• AstraZeneca is dependent on developing markets for the success of its continuing pipeline and sales-
driven transition in the international market of Kenya. In recent years, novel cardiovascular, cancer,
metabolism, renal, and respiratory medicines have surpassed what we now label as Other drugs in
terms of worldwide sales.
• Expanding the market means bringing the medications to individuals in Kenyan market where they
were previously out of reach, so having access to new markets is essential to our success. When it
comes to innovation, they want to provide major backing for comprehensive ecosystems that prioritise
the needs of individual patients (Mountzios et al., 2019).
MARKETING MIX OF ASTRAZENECA FOR KENYA
INTERNATIONAL EXPANSION
• Product
AstraZeneca is one of the world's largest pharmaceutical companies. Within its marketing mix product
portfolio are several brands and a broad variety of therapeutic options for major disease categories.
AstraZeneca will offer products for a wide variety of medical needs, including anaesthesia, oncology,
cardiovascular, diabetes, respiratory, infectious diseases, gastrointestinal, neuroscience, inflammatory,
and respiratory conditions for expansion in Kenya (Banerjee et al., 2020).
Pricing
AstraZeneca and its competitors provide similar pharmaceuticals. This pharmaceutical business has
prioritised price leadership in an effort to broaden its customer base. AstraZeneca also considers the
financial implications of developing and researching new pharmaceuticals in Kenya expansion.
MARKETING MIX OF ASTRAZENECA FOR KENYA
INTERNATIONAL EXPANSION
• Promotional
When advertising its products AstraZeneca plans to employ a wide range of channels for Kenya
expansion. It will employ time-honored forms of advertising including television and print
publications.
• Distribution
Create AstraZeneca-owned retail outlets to market the company's whole product line. The business
might save money by cutting off retail and wholesale profits.
HOME AND INTERNATIONAL ORIENTATION WAYS
• A company may choose one of four primary orientations. There are four
types of centricity, namely the geocentric, geopolitical, ethnocentric, and
egocentric types. An ethnocentric approach is one that puts domestic
concerns ahead of global ones.
• With respect to global orientation, the firm may choose either a geocentric
or regiocentric strategy. The Regio-centric strategy treats different parts of
the world as separate marketplaces.
• The corporation will face local competition if it has a domestic focus. The
corporation is also compelled by this strategy to prioritise local or national
competitors above those in other countries. If, on the other hand, the
organisation is global in scope, it will have to pay more attention to global
opponents than to local ones. In addition, this method ensures that rivals
will be compelled to adopt uniform strategies for managing rivalry.
MARKETING APPROACHES AND COMPETITOR
ANALYSIS
• Before expanding internationally, AstraZeneca should

research the competition in the Kenyan market. The
business must do a comprehensive examination of its
competitors. There are two possible perspectives for the
corporation to utilise when analysing the competition: one
is focused on domestic firms, while the other considers
firms from all over the world (Morgan et al., 2018).
• To take advantage of the FDI investement approach,
AstraZeneca is encouraged to implement the consolidated
worldwide marketing strategy. As the pharmaceutical
industry is highly competitive all over the globe, this
streamlined approach to international expansion marketing
and management will save AstraZeneca the time and
money.
RECOMMENDATIONS
• For AstraZeneca to reach its full potential in Kenya, it is

recommended that the company's headquarters in the
United Kingdom meet all of the obligations of the
international marketing expansion.
• To avoid taking any chances, it is recommended that the
AstraZeneca make all crucial choices in its existing
country. Since the corporation has a solid footing in the
United Kingdom, critical decisions are handled
efficiently by the British management.
CONCLUSION
• From what has been discussed thus far, it is clear that international marketing plays a crucial
role in a company's capacity to develop into new foreign markets. As a result, it is agreed that
certain concerns, such as standardisation and adaptability must be addressed.
• To choose whether or not to use a global or local approach, AstraZeneca must first conduct a
comprehensive market research in Kenya. To sum up, AstraZeneca has to think about a lot of
stuff before breaking into the international market.
•

REFERENCES
• Alfieri, O. and Buzzatti, N., 2017. Expansion of the treatment toolbox for mitral regurgitation. The Lancet, 390(10096), pp.722-724.
• Banerjee, S., Oaknin, A., Sanchez-Simon, I., Salgado, A.C., Patel, S.P., Oza, A., Das, M., Kourtesis, P., Ascierto, M.L. and Diamond, J.R., 2020. 518 Phase 1B trial of
monalizumab (NKG2A inhibitor) plus durvalumab: Safety and efficacy in patients with metastatic ovarian, cervical, and microsatellite-stable endometrial cancers.
• Banerji, U., van Herpen, C.M., Saura, C., Thistlethwaite, F., Lord, S., Moreno, V., Macpherson, I.R., Boni, V., Rolfo, C., de Vries, E.G. and Rottey, S., 2019. Trastuzumab
duocarmazine in locally advanced and metastatic solid tumours and HER2-expressing breast cancer: a phase 1 dose-escalation and dose-expansion study. The Lancet
Oncology, 20(8), pp.1124-1135.
• Gilleard, M., 2014. Pfizer and AstraZeneca go separate ways... for now. International Tax Review.
• Hanna, C., Hernandez, L.P.H., Bu, L., Kizilbash, S., Najera, L., Rheault, M.N., Czyzyk, J. and Kouri, A.M., 2021. Granulomatous vasculitis after the AstraZeneca anti–SARS-
CoV-2 vaccine. Kidney International, 100, pp.466-468.
• Morgan, P., Brown, D.G., Lennard, S., Anderton, M.J., Barrett, J.C., Eriksson, U., Fidock, M., Hamren, B., Johnson, A., March, R.E. and Matcham, J., 2018. Impact of a five-
dimensional framework on R&D productivity at AstraZeneca. Nature reviews Drug discovery, 17(3), pp.167-181.
• Mountzios, G., Remon, J., Novello, S., Blais, N., Califano, R., Cufer, T., Dingemans, A.M., Liu, S.V., Peled, N., Pennell, N.A. and Reck, M., 2019. Position of an international
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• Tannenbaum, C. and Tsuyuki, R.T., 2013. The expanding scope of pharmacists’ practice: implications for physicians. CMAJ, 185(14), pp.1228-1232.
• Wise, J., 2021. Covid-19: European countries suspend use of Oxford-AstraZeneca vaccine after reports of blood clots.
• Zhang, G., Gao, Y. and Qi, Y., 2022. National depth and R&D alliance portfolio international expansion: The moderation of technological discontinuity and long-term
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• Zhao, S., Tan, H., Papanastassiou, M. and Harzing, A.W., 2016, June. The internationalisation of innovation to China: The case of AstraZeneca PLC. Academy of International
Business.

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INDIVIDUAL PRESENTATION

International Market Expansion of AstraZeneca

• The Swedish business "Astra" and the British

• Before expanding internationally, AstraZeneca should

• For AstraZeneca to reach its full potential in Kenya, it is

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