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GlaxoSmithKline is facing rising pressure to sell its £10 billion consumer healthcare division, which includes big brands such as Ribena and Lucozade.
A fund manager for one of GSK’s largest shareholders, with a holding of more than 1 per cent, told The Times: “I would support a sale. Prices paid for these types of businesses at the moment are huge, so it is a good time to sell.” He had discussed the issue “many times” with GSK management.
Another investor said a sale would be “welcome” because shareholders had grown frustrated by an underperforming stock price.
As well as Ribena, GSK, Britain’s largest drugs company, makes over-the-counter medicines such as Panadol and Nicorette, and Aquafresh toothpaste. Sales for the 2006 financial year stood at £3.1 billion.
Peter Cartwright, analyst at Evolution Securities, said: “Glaxo’s share price has gone nowhere for five years and investors are getting fed up.” He estimated that a sale, allowing GSK to focus on its core prescription medicine and vaccine businesses, could fetch £9.3 billion to £12.4 billion.
GSK shares have slipped 10 per cent since May amid safety fears over its diabetes drug Avandia and are at their lowest levels since early 2005.
A third shareholder said GSK was “wide open” to receive a letter similar to that sent to Vodafone last week by a hedge fund calling for greater returns to investors. “Unlike Vodafone, Glaxo’s share price is on its backside and they’d have more difficulty defending themselves,” the shareholder said.
J.P. Garnier, the chief executive, said GSK intends to raise its dividend. It bought back £1.3 billion of shares in 2006 and is this year buying back
£2 billion as part of plan to buy back £6 billion over the next three years. Last year, it paid out £2.5 billion in dividends.
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The pharmacetutical business model is now bust. The R&D costs and risks and very long term development cycles no longer get payback when compared with litigation risks, government pricing caps and short revenue periods until the generics come on stream.
The alternative is to run the business for cash: - (1) sell/scrap R&D to the biotech investors (gamblers), (2) Reduce the sales force, (3) Outsource everything else to Chindia, (4) Offer low risk distribution deals to biotech firms with approved drugs (5) Increase marketing spend to the Ribena division
Singh, Cardiff, Principality of Wales
Break up GSK completely into 5 or 6 pieces around therapy areas. Focus on patients. The company is an elephant - senior management are focused on personal agendas and the leadership race (and especially who gets the Gulfstream...). The share price shows no one believes the business model. Radical action required!!!
David Smith, London,
Absolutely bunk... Selling off this inexpensive and relatively profitable unit would be a bad business decision. I'd suggest reviewing the sales, potential alli dollars b/f you turn off the lights on -CH.
JT, London, UK
without consumer healthcare GSK is only a $ 40 to 42 price per share corp. and with the volatile pharmacutical business that price might need to be adjusted significantly lower. With the litigious environment in GSK largest market not having chc to keep profits boyant is the perfect recipe for disaster.
robert, chicogo, Illinois U.S.A.
Sounds like another GEC moment and we all know what happened to that great company.
G Seymour, Ferndown, England
This has been rumoured for years - I worked for GSK (SKB, as it was then) in the early 1990s and back then they were considering the disposal of Consumer Healthcare. Unhealthy, fattening high-sugar drinks like Ribena and Lucozade were considered a bad fit in the portfolio of a healthcare company.
When push came to shove, neither Garnier nor his predecessor, Leschly, had the stomach for the disposal.
Michael, Brighton, England
Shares go up and down, but they forget meddling for the sake of profits affects people's jobs. Who cares is their attitude. Is it right for the business, is what matters. If JPG is not up to the job, they can vote him off, presumably?
Michael Hatton, Stoke on Trent, UK
Consumer healthcare provides a structural counterweight
to the volatile drugs business. Carpet-bagging shareholders
shouldn't be allowed to push the management into a
disposal which is not in the company's interest.
Ivor Duarte, Shepperton, Surrey/UK