In the heart of America’s ongoing battle with obesity and chronic disease, two industry giants—one from pharmaceuticals, the other from beverages—are making headlines for their ambitious strategies and evolving roles in public health. On October 8, 2025, Eli Lilly and Company, a global pharmaceutical powerhouse, continued to demonstrate its dominance in the diabetes and obesity treatment markets, while the American Beverage Association (ABA) showcased the soft drink industry’s efforts to innovate and empower consumers amid mounting health concerns. Together, these stories paint a complex picture of private sector influence and responsibility in shaping the nation’s health.
According to Investing.com, Eli Lilly’s financial health is nothing short of robust. With a market valuation of $759.48 billion and a “GREAT” financial health score of 3.14, the company stands as a towering figure in the sector. Over the last twelve months, Eli Lilly posted a remarkable 36.83% revenue growth, with earnings per share climbing to $15.29 and a gross profit margin of 82.64%. These numbers, while impressive, are more than just financial milestones—they’re the result of a focused push into the rapidly expanding glucagon-like peptide-1 (GLP-1) and obesity treatment markets.
At the core of Eli Lilly’s recent success are its flagship products, Mounjaro (tirzepatide) and Zepbound. Both have not only captured significant market share but also surpassed sales expectations, with Mounjaro making notable inroads in diabetes care and Zepbound exceeding forecasts in obesity treatment. Analyst projections remain bullish: BMO Capital Markets expects Eli Lilly’s earnings per share to reach $21.86 and revenue to hit $58,933 million in 2025. Analyst targets for the company’s stock range widely—from $650 to $1,190—but consensus leans strongly toward “Buy,” reflecting confidence in the company’s trajectory.
The company’s innovation pipeline is another source of optimism. Orforglipron, an oral GLP-1 receptor agonist, is on track for potential approval by 2026, with key obesity study results expected by late 2025. If successful, orforglipron could transform the market, offering an oral alternative to injectable therapies and potentially boosting patient compliance. Eli Lilly’s reach doesn’t stop at metabolic diseases; its oncology franchise and recent approval of donanemab for Alzheimer’s disease signal a commitment to diverse, game-changing research. The acquisition of SiteOne Therapeutics, aimed at expanding into pain management, further demonstrates the company’s appetite for growth and innovation.
But the road ahead is not without obstacles. Eli Lilly faces fierce competition from the likes of Novo Nordisk, which recently inked a deal with CVS Caremark—raising concerns about pricing pressures and market access. The competitive intensity is palpable, and as more pharmaceutical players enter the GLP-1 and obesity treatment space, maintaining market share will require continued innovation and differentiation.
Regulatory challenges also loom large. The evolving landscape around drug pricing, particularly in the United States, has the potential to impact revenue and profitability. However, there are bright spots: the removal of the “pill penalty” for small molecule drugs could benefit products like Verzenio and orforglipron, possibly delaying price negotiations and enhancing sales prospects. In September 2025, Eli Lilly scored a major legal win when a federal judge ruled in its favor against Henry Meds, a telehealth company accused of unlawfully marketing and selling compounded versions of tirzepatide. This victory is expected to help protect branded volume and pricing power, reducing off-label substitution risk.
Stability is another hallmark of Eli Lilly’s reputation. The company boasts a 55-year record of uninterrupted dividend payments, with a current yield of 0.71% and 15.38% dividend growth over the past year. This track record, combined with a robust pipeline and a willingness to adapt, positions Eli Lilly favorably for the future—provided it can navigate the shifting sands of competition and regulation.
Meanwhile, in Washington, D.C., the American Beverage Association is telling its own story of transformation. At a recent Breitbart News event, ABA President and CEO Kevin W. Keane laid out the industry’s strategy for addressing its role in the U.S. obesity epidemic. Keane emphasized the importance of free market innovation over government mandates, highlighting the association’s three-pronged approach: increasing meaningful consumer choice, ensuring transparency about product ingredients, and empowering consumers to make informed decisions.
“Of course we support that, and we’ve been working on that for much of two decades, including in new and innovative ways since the president took office this year,” Keane told Breitbart News Editor-in-Chief Alex Marlow. He pointed to the proliferation of zero-sugar beverages—energy drinks, sports drinks, teas, and seltzers—as evidence of the industry’s commitment to healthier options. “That’s really where the innovation is, and it tastes good,” he added.
Transparency has been a major focus. The ABA’s “Good to Know” website, launched to provide science-based information about beverage ingredients and their safety, is part of an ongoing effort to demystify what’s in the drinks Americans consume. Keane explained, “We created this new website called Good to Know,” designed to empower consumers with credible, science-based information about common ingredients, including assessments from food safety agencies in the U.S., Europe, and Canada.
The industry’s efforts extend beyond product innovation. Recognizing the unique environment of schools, ABA members voluntarily removed full-calorie sodas from school vending machines, responding to parental concerns about childhood obesity. “Our companies got together, they listened, they heard, and they proactively came up with an initiative to take all full-calorie soft drinks out of schools voluntarily, and got it done,” Keane said. The move, he noted, was not just a pledge but a completed action—one that underscores the industry’s willingness to go beyond its proportional share of responsibility. “We took on way more than seven percent of trying to do something about it. And that’s where the innovation came about, the new products.”
Despite these changes, challenges remain. Keane acknowledged, “The amount of sugar in the marketplace is down 45 percent in the last 20 years, while obesity rates have been going up.” This paradox highlights the complexity of the obesity epidemic and the limitations of industry-led solutions, even as companies strive to be part of the answer.
Both Eli Lilly and the ABA are navigating a landscape where innovation, transparency, and consumer empowerment are not just buzzwords, but essential strategies for maintaining relevance and trust. Whether through groundbreaking pharmaceuticals or healthier beverage options, these industry leaders are staking their futures on the ability to adapt and respond to the evolving needs of consumers and the demands of public health.
As the healthcare and food industries continue to shape America’s fight against obesity and chronic disease, the coming years will reveal whether these efforts can translate into measurable improvements for millions—or if deeper, systemic changes will be required to tip the scales toward better health.