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Published by:
Stanford Business School (2007)
Version:
21 March 2007
Length:
11 pages
Data source:
Field research

Abstract

This case describes Gilead Sciences'' initial experience implementing an access program for delivering its AIDS drug Viread to developing nations in Africa. In April 2003, Gilead announced the Gilead Access Program to make the company''s new drug Viread available, at no profit to Gilead, to developing countries. Viread represented a significant advancement in antiretroviral medicines for the treatment of HIV / AIDS with once-a-day dosage, greater effectiveness, and a much improved side-effect profile. Gilead executives expected the Access Program to have an immediate, positive impact on the treatment of HIV / AIDS patients in the world''s poorest countries. A year after implementation, however, the Access Program had not led to widespread use of Viread in Africa. Having learned from early missteps, Gilead had to make significant changes to improve the program. It also wanted to expand the Access Program to create greater access to therapies in middle-income regions. Readers of the case are asked to address these issues. The (A) case discusses Gilead''s initial considerations in designing the Access Program.

Topics

AIDS; Developing countries; Government policy; Public policy; Public relations; Strategy formulation; Strategy implementation
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