Question-and-Answer Session
Thank you, sir. [Operator Instructions]. I'll take our first question from Tim Anderson at Stanford Bernstein.
Tim Anderson - Stanford Bernstein
Thank you. Few question. Just to be clear, on Mead Johnson when you say you plan on keeping the 80% to 90% of the business for the foreseeable future, can you put a timeframe on that foreseeable future. Is that one to two years, is it five years, is it forever or what exactly? And then on your JV product with Sanofi, PLAVIX and AVAPRO. Is it a realistic possibility that you can sell your interest in those drugs back to Sanofi, which will then that only give you cash but will help take you out of primary care. As in your string of pearls approach can you just talk about your willingness to accept earning dilution with those types of transaction. It seems like most of the smaller targets like Adnexus would be cash burners that would be dilutive.
James M. Cornelius - Chairman and Chief Executive Officer
Tim let me take the foreseeable future. At my age any day in the future is a good day, however I think we see the foreseeable futures out through and including the time period where some of our major products will base their exploration, so I think we can count on very steady and impressive results for example that we saw in the first quarter being included in our consolidated results for the foreseeable future. Lamberto?
Lamberto Andreotti - Executive Vice President and Chief Operating Officer
Yeah. In Sanofi products, we are very much behind both of that, and remember that we have a growth potential for both PLAVIX and AVAPRO, especially PLAVIX. Remember that we are getting ready to launch two important products in the field of diabetes and have a important product in cardiovascular, Apixaban. So we will enjoy our position in the marketplace both in Europe and in the U.S for cardiovascular products, and we will continue to be behind both PLAVIX and AVAPRO.
Jean-Marc Huet - Senior Vice President and Chief Financial Officer
Maybe on the third point on string of pearls obviously we can be much more direct where we could make a next pearl acquisition. I think most importantly is if you take a step back in terms of string of pearls, these can be alliances, partnerships, acquisitions there. There are different ways to make these pearls, and I think obviously this is driven by strategic rationale but dilution will always be a very important part of the equation when we access whichever pearl comes up.
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