By John LoughlinReutersThe late 1940s and early 1950s saw a period of explosive growth in the medical field, with the rise of a number of new pharmaceutical companies such as Merck and Johnson & Johnson, all of which focused on the treatment of chronic disease.
One of the most successful of these companies was Teva, which began with a single patient and transformed into a multi-million dollar company with an empire that today includes a number in the pharmaceutical industry, including Johnson &s; Johnson and the Teva Pharmaceutical Industries.
The Teva brand, which is synonymous with the drug, began in the 1920s as a single drug.
But by the mid-1960s, Teva had more than 500 different brands of the drug available in its pharmacy, and by 1972, it had sold more than half a billion doses of its product.
The company’s success was due to a combination of its unique marketing tactics and its ability to quickly grow and scale its business, as well as the way the company was structured.
The Tevas unique strategy was to build a single brand, and in doing so, it used an aggressive pricing strategy that saw it use only the best ingredients and most expensive lab-made drugs.
As the company expanded into the field of cancer, it also began to take on a more aggressive approach to marketing, with a more holistic approach to the brand and its patients.
It was a strategy that was popular among cancer patients and patients with other chronic diseases, as it allowed for the use of products that had been designed to treat conditions such as diabetes, obesity and hypertension, but were also capable of treating cancer.
This approach was based on a holistic approach, and Teva would often sell products that could treat many of these conditions, such as those used for asthma, and they also sold products that were able to treat a variety of other conditions, including chronic pain and depression.
In an attempt to build an empire, Tevac began selling drugs at the lower end of the price spectrum, and as it grew, it would also start charging more for those products.
For example, in the 1960s, the company started selling $2,500 pills of anti-depressant acetaminophen, which was a drug that was not particularly well-tolerated, and a lot of people would end up taking these over and over again.
At the same time, the drug was also being sold at $3,000, and the price was a big selling point for many of the Tevacs patients.
The company also had a very aggressive pricing structure that made it easy to increase prices as they became available.
In addition, as Teva expanded, the cost of cancer drugs also skyrocketed.
In 1968, the price of a typical treatment of metastatic prostate cancer was $14,000 a year.
In 1975, that price was $27,000.
In the 1970s, in addition to increasing prices for chemotherapy, it became increasingly common for Teva to charge more for their medications to ensure that they were being used.
In 1972, for example, Tevcac began charging $5,000 for a course of chemotherapy, which had a 90 percent success rate, and also increased the price to $8,000 after the first patient had died.
In 1975, it was a similar story.
In that year, the Tevcans cost of the first course of their treatment was $30,000 and they charged $10,000 per patient.
In other words, patients were paying more for the same treatment, and it was costing more.
In 1980, Tevas cost of treatment was over $80,000 in 1980 dollars, and now, in 1985, it cost over $200,000 at that time.
Tevac also increased prices to make sure that patients continued to receive the best possible care.
In 1973, the first Tevaca treatment for metastatic melanoma cost $3.5 million, and then in 1979, the average price for that drug was $8.5 for the first year and $12.5 the second year.
In 1979, Tevicans cost for a second course of treatment with chemotherapy for prostate cancer increased to $18 million.
In 1986, the second course cost $24 million.
And in 1992, Teviac increased its prices to $20 million for the second drug, and $28 million for a third course of the treatment.
In 1977, Tevrac started to aggressively push for greater competition in the U.S. drug market, and this led to an aggressive expansion of the cost structure of Tevacan, including more aggressive pricing for those medications.
By 1984, Teavac had a total of 10,000 patients who were receiving the Teviacs most expensive drugs.
By the late 1970s and into the early 1980s, it