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市場調査レポート
製薬企業の成長戦略：医薬企業大手、専門企業、バイオテク企業の将来戦略
Pharmaceutical and Biotech Growth Strategies: Future drivers and opportunities
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当商品の販売は、2011年07月19日を持ちまして終了しました。
Where are the pharma and biotech sectors heading in 2004and beyond...?
The management report ' Future Growth Strategies: Drivers of sustainable
development within the biotech, specialty and major pharma sectors' , provides
the timely analysis senior executives need to maximize business opportunities in
2004. This report assesses favored growth strategies for pharma and biotechs and
offers productive solutions to assure long-term success. This report examines
the feasibility of blockbuster drug development as a foundation of major pharma
growth and proposes alternatives to expansion through M&A, expounding the
benefits of in-licensing and then networked growth. It also focuses on the group
of small ethical, generics, drug delivery and certain biotech firms that
together constitute the specialty pharma sector. Fundamentally this report
will provide you with the analysis you need to; grow in your own sector
successfully, understand other sectors' growth strategies, take advantage
of new market opportunities and prepare counter strategies for threats presented
by new entrants.
Top 5 reasons to order your copy today...
- Identify the growth potential of blockbuster market and its impact on big
pharma, generics, and drug delivery companies.
- Assess strategies to overcome declining profit margins in R&D, sales
and marketing, such as in-licensing and networked growth.
- Evaluate the drivers and resistors of specialty pharma sector growth to
2012 and prepare to exploit new opportunities.
- Understand the rise in intra-biotech deals and how this affects strategy
formulation for both pharma and biotechs.
- Review the changing balance of power in the relationship between pharmas
and biotechs and understand how pharmas need to focus more on becoming a
partner of choice in win-win deals.
The answers to your questions
- What effect will slower growth in the blockbuster market have on major
pharma companies wider growth prospects?
- What are the relative benefits of in-licensing versus M&A for major
pharmas, specialty companies and biotechs?
- What implications does increasing competition for attractive in-licensing
candidates have for deal terms and values?
- How can specialty pharmas improve their product/franchise/corporate search
strategies?
- How can biotechs reduce their reliance on pharma companies for growth
opportunities?
- How can platform technology companies protect themselves from larger
companies moving directly upstream
Key findings of the report
- M&A is an unsustainable growth strategy. After one-off cost savings, a
lack of scale economies in R&D and sales activities means that while
higher investment will generate higher revenues, it will not increase
returns.
- Major pharma's core competency is sales and marketing. Thus, in the
medium-term, networked growth will focus on expanding alliances with
biotechs to source new products and technologies. Increasing competition for
biotech's services will require greater consideration of non-financial
aspects in licensing negotiations.
- Patent expiries on major products will expose around $80bn to generic
competition, fueling rapid growth of generics companies to at least 2007.
This will provide many with the funds needed to move towards fully
integrated pharmaceutical company status.
- Poor returns from in-house R&D are prompting fully integrated biotechs
to merge or acquire to grow. This strategy is particularly favored as a
means of securing access to late-stage products. However, over the longer
term, in-licensing may be more sustainable.
- To optimize their revenue potential, biotechs are increasingly targeting
high value therapy areas, such as oncology and inflammatory disease,
bringing them into direct competition with major pharmas and undermining the
viability of establishing an in-house sales force.
Table of Contents
Executive Summary 8
Introduction 8
Major pharma 10
Specialty pharma 11
Biotech 12
Chapter 1 Major pharma 16
Summary 16
Introduction: major pharma health check 17
Blockbuster growth model 19
- Demand for blockbuster drugs 19
- Investors' emphasis on revenues 20
- Optimizing returns on pharmaceutical R&D 20
- Innovation is more sustainable than patent defense 22
- Current blockbuster market 23
- Reliance on blockbuster sales 25
- Is blockbuster growth sustainable? 26
Growth through M&A 28
- Drivers of pharmaceutical M&A 29
- Focus on productivity improvements 30
- The productivity crisis in R&D 32
- The productivity crisis in sales 33
- Is consolidation the answer? 35
- Downsizing to improve efficiency ? Short-term gains 36
- Revenues are directly proportional to investment in sales ? No scale
- economies 38
- Pipeline productivity is directly proportional to R&D investment ?
- no scale economies 39
- Implications for major pharma 41
Outlook for the major pharma sector 42
- From blockbuster to 'multi-buster' ? Opportunities arising from
- pharmacogenomics 43
- Treatment by genotype
- Improvements in diagnosis
- Maximizing revenues in the post-genomics era
- Focus on core competencies ? Benefits of networked growth
- Short-term tactics ? Becoming the licensing partner of choice
- Longer term strategy ? Moving from licensing to networking
Chapter 2 Specialty pharma
Summary
Introduction: specialty pharma health check
Growth-by-acquisition business model
- Search strategies
- Acquisitions
- Single product acquisitions
- Franchise acquisitions
- Corporate acquisitions
- Focused sales and marketing activities
Limitations of the growth-by-acquisition model
- High cash burn
- Over-reliance on individual product acquisitions
- Lack of appropriate acquisition targets
- Best acquisition targets too expensive
Outlook for specialty pharmas
- Growth drivers to 2007
- Continued top tier consolidation liberates products for specialty
- pharmas
- Large pharmas ignore therapeutic markets with lower revenue
- potential
- Revenue window of opportunity for specialty pharmas
- Patent expiries fuel generic and drug delivery company growth
- Biotechs move downstream
- Japanese market opens up to specialty pharmas
- Barriers to short-term growth
- Growth drivers, 2007-12
- Genomics and related technologies yield more drug targets
- Pharmacogenomics micro-segments disease markets
- Introduction of biogeneric drugs
- Major pharmas divest entire therapeutic franchises
- Barriers to longer term growth
- Winning growth strategies
- Improved search strategies and better structured agreements
- Targeting the right therapy areas
- Creating partnership networks
- Acquire or co-promote?
- Moving upstream to reduce reliance on acquisitions
Chapter 3 Biotech
Summary
Introduction: biotech health check
The evolving biotech market
- Changing competitive landscape
- Intra-biotech competition
- Biotech-pharma competition
- Changing balance of power between biotech and pharma
- Desire for independence
- Stratification of biotech sector
Growth strategies
- Biotech growth influences
- Cost containment
- Income
- Perception
- Product potential
- Adoption of growth strategies by biotechs at different stages of
development
- Integrated biotechs
- Developing biotechs
- Co-development companies
- Platform technology companies
Outlook for the biotech sector
- Integrated biotechs will consolidate to improve productivity
- Developing and co-development companies will work together to avoid
- restrictive agreements with pharmas
- Development stage companies will partner rather than go-it-alone to market
- Platform technology companies will expand their services to protect
against
- mimicry
Chapter 4 Appendix
- List of Figures
- Figure 1.1: The forecast for pharmaceuticals: challenges to the root
causes of profitability are
- gaining strength
- Figure 1.2: Segmentation of the blockbuster market by therapy area, 2002
- Figure 1.3: Relative reliance on blockbuster sales, 2000-02
- Figure 1.4: The relationship between volume and costs in the traditional
pharmaceutical business
- model 31
- Figure 1.5: The productivity crisis in R&D
- Figure 1.6: Factors affecting physician detailing productivity
- Figure 1.7: Workforce productivity at the top 15 Western pharmas,
1998-2000
- Figure 1.8: Pharmaceutical revenues are directly proportional to
investment in sales
- Figure 1.9: The commercial value of leading companies' late-stage
pipelines is directly
- proportional to their R&D spend
- Figure 1.10: Using market-driven genotype screening to increase the
revenue potential of
- pharmacogenomics-derived products
- Figure 1.11: Networked pharmas respond rapidly to fluctuating resource
needs by outsourcing
- cost-efficient specialist vendors
- Figure 1.12: Networked pharma deals across the value chain
- Figure 1.13: Networked pharma in 2015
- Figure 2.14: Specialty pharma companies' evolution towards fully
integrated pharmaceutical
- company status
- Figure 2.15: Impact of acquisitions on specialty pharmas' operating
profit margins
- Figure 2.16: Scenarios of future specialty pharma sector growth
- Figure 2.17: A handful of mega-companies will dominate the industry by
2005
- Figure 2.18: Future revenue opportunities for specialty pharmas
- Figure 3.19: Biotech industry growth, 1992-2001
- Figure 3.20: Comparison of therapeutic sources of revenue by 10 leading
and 12 emerging biotech
- players, 2007 113
- Figure 3.21: Major influences on biotechnology growth strategies
- Figure 3.22: Amgen' s alliance network, 2003
- Figure 3.23: Biotech growth strategies
- List of Tables
- Table 2.1: Forest' s position in the global depression market, 2001-03
- Table 3.2: Parameters of biotech industry growth, 1992-2001
- Table 3.3: Relative importance of major influences on biotech growth
strategies at different
- stages of company development
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