In developing these targets, we had the benefit of the deep and current understanding that our business leaders around the world have of their respective markets, customers and products, the leaders who will have accountability for the performance of their businesses.
Those targets show that Pfizer has come a long way in a short time. Only a couple of years ago we faced a significant clip in revenue and earnings in 2012 due to the coming loss of exclusivity for Lipitor.
Today, thanks to the changes that we have made, the Wyeth acquisition and the hard work of thousands of people, our targets for 2012 project adjusted earnings per share that are higher than both our 2009 actual results and our 2010 guidance.
Now before Frank provides more detail, let me offer some additional perspective. For the past three years we have been transforming the company''s strategy, leadership and culture.
First, strategy. We aim over time for modest top-line growth, better bottom-line growth and steady, consistent earnings growth. To achieve these goals we are diversifying our sources of revenue, as well as the risks of our investments. At the same time we continue to reduce our costs, continuously improve our productivity and make our cost structure more flexible. And above all, we maintain a strong commitment to exercising discipline in how we spend our owner''s capital.
In 2009, we significantly advanced these strategies in many ways, most significantly, of course, through the Wyeth acquisition. We also fully implemented our unique business model of customer-facing units with responsibility from proof of concept through the entire product lifecycle.
Our business leaders are empowered to seize new sources of value, guided by disciplined and appropriate capital allocation requirements. One example, this quarter that wouldn''t have happened here even a year or two ago, we quickly secured a deal for a promising compounds to treat Gaucher''s disease.
Next, leadership. Over the past three years we have substantially enhanced our leadership at all levels through internal promotions and through external hires from inside and outside the industry. In the fourth quarter we added several outstanding Wyeth executive to our leadership ranks, including Cavan Redmond, who leads our Diversified businesses; Mikael Dolsten, who leads our BioTherapeutics Research Team and Geno Germano, who leads our Specialty Care Business.
Two of our world-class Chief Scientific Officers, Emilio Emini in vaccines and Manny Pangalos in neuroscience, also joined us from Wyeth, along with Lou Smuckler [ph], our head of Biomanufacturing and many others.
During the quarter, in addition to many important internal promotions, we also brought in a number of other key leaders from outside the company. For example, from GSK, Dr. Gautier Dias Ramos [ph] in BioTherapeutics research. From Sanofi, [ph] Dr. Patria Kabasoni], heading worldwide safety strategy. From AstraZeneca, where she ran the cardiovascular business and launched major brands including Crestor, Adele Gulfo, our new head of U.S. Primary Care.
From PepsiCo, where he led the Gatorade brand, Todd Magazine, our new President of North America for Consumer Healthcare. From J&J, Mark Gelbert, our head of R&D for Consumer Healthcare. From the Fred Hutchinson Cancer Center, Dr. Norm Greenberg, now our Director of Oncology.
Strategy, leadership and finally culture, I call it the spirit of small and the power of scale. Across Pfizer our teams are now small enough to focus on meeting the unique needs of specific customers, patients, physicians, payers. They each have empowered leaders with the authority, the resources, the knowledge and expertise to make decisions, the entrepreneurial mindset and agility to implement those decisions quickly and most importantly the accountability for the results of their decisions. And all of this is backed by Pfizer''s global scale and resources, a distinct competitive advantage.
This is allowing us to take actions to enhance shareholder value. Actions that are hard to imagine happening at Pfizer even a few years ago. For example, who would have thought that Pfizer would join forces with GSK to create ViiV Healthcare, a separate company that brings together the industry''s best assets in combating HIV AIDS. Today we are working hard to unleash creative thinking and fast disciplined execution throughout the company. The watchwords of our culture are speed, focus, accountability, execution, results.
In the last quarter, we saw proof of that in the integration, which continues to move quickly. On the day after closing, we announced all country leaders and all headquarter sites. Within six days every member of the U.S. field force knew their status. Within 30 days we announced an integrated plan for R&D site productions. Within 90 days we completed a scientifically complex prioritization across the two companies and announced Pfizer''s new combined R&D Pipeline.
This is all the result of the close working relationships forming across the organization. This is especially true in R&D, where collaboration is advancing important programs. A great example is work on our beta-amyloid vaccine for Alzheimer''s disease, which is currently in Phase 2 studies. This program represents a joint effort across legacy research units from the two companies and across modalities, by our vaccines team in BioTherapeutics, our neuroscience team in PharmaTherapeutics and our partners at J&J''s Janssen unit.
These changes in strategy, leadership and culture are for one purpose, to deliver value to our stakeholders. That in turn requires execution and a relentless focus on results. As you look at the operating performance of legacy Pfizer in today''s release, you can see these changes paying off.
In Emerging Markets for the first time we saw double-digit revenue growth, led by China, India, Brazil and Russia. The Established Products business, consisting of products that historically simply decline, actually grew 1% on an operational basis for the first time.
Now while the results on this business will vary, our long-term strategy of stabilization and ultimately growth is on track. In the patent protected portfolio in-line products like Lipitor, Lyrica, Chantix, Geodon, Xalatan and Zyvox continued to perform well, both internationally and in the U.S.
Across all of these businesses, we will continue to focus on reducing costs, making our cost structure more flexible and improving productivity. And we will also make focus, disciplined investments where there is opportunity for profitable growth. That is why our Emerging Markets business has increased the size of our field force in China. That is why Established Products has built a portfolio that now includes about 600 products. And that is why our Primary, Specialty and Oncology business units will continue to invest in the right products, in the right markets, consistent with their rigorous ROI models and their deep understandings of their customers and markets. And that is why we will make the right investments in market development at the right time to ensure that when we launch the exciting new products in our pipeline we will be successful.
All of this makes me very optimistic about our company and our future. But, of course, what most excites all of us at Pfizer are all the scientific advances that give us so many opportunities to make a difference in the lives of millions of people. With the substantial assets and capabilities of the two legacy companies and the extraordinary scientific talent that we have assembled from both inside and outside Pfizer, we can attack some of the most feared diseases of our time. Our portfolio reflects our focus on those opportunities that we believe provide the greatest potential for investing our owner''s capital and that represent our commitment to therapeutic diversity and diversity of approaches.
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