**1. Introduction**

Teva Pharmaceutical Industries Ltd. is Israel's first and largest multinational, reaching a dominant position on the global level, in generic pharmaceuticals. Teva has humble beginnings. Established in 1901, it was created out of a family endowment, immigrant loads, and a modest early investment. By 1990, it was one of the most prominent pharmaceutical companies in the world [1]. Teva's global meteoric rise was largely due to the development and patent of COPAXONE®, a novel treatment for multiple sclerosis.

Teva Pharmaceutical Industries Ltd. was one of the first companies to produce generic drugs and now it is one of the largest pharmaceutical companies in the world, with 16,000 products related to generics, novel drugs, and over-the-counter medications. Teva had been active in 60 countries internationally and supplied drugs to 200 million people worldwide. Manufacturing, research, and marketing sites were largely located in Israel, North America, and Europe.

The company had staff strength of 60,000 people, of which 6,500 were based in Israel. Since 1976, Teva has had eight chief executive officers (**Figure 1**). The year 1976 was a turning point for the company as Teva, Zori, and Assia united to create Teva Pharmaceutical Industries Ltd. It was a period of consolidation for the business [2].

The pharma industry suffered significant transformations over the last decades and a thorough analysis of how these changes impacted Teva company are worthy

**Figure 1.** *Teva C.E.O.s since 1976.*

of study. Also, it is important to understand the new competitors from emerging markets, which are adopting aggressive tactics on the market. The present research describes an analysis of the case study on Teva company in the context of pharma industry, having as purpose to provide an insight in how future pharma companies can avoid certain pitfalls and how they should reply to the market competition and different other changes on the market (**Figure 2**).
