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Published by: Decision Resources
Published: Jan. 24, 2008 - 43 Pages
Table of Contents
- Executive Summary
- Strategic Considerations
- Trends and Their Implications for Stakeholders
- 2008: Charting New Waters
- The Haves and the Have-Nots: Propelling Companies Toward Novel Options
- Predicting a Growing Divide
- Surviving Fallow Periods Will Become More Diffi cult
- Superimposing the Generic Dimension Widens the Have/Have-Not Divide
- Coping Strategies Will Force New Business Models
- Personalized Information: Who Will Provide It?
- Recent Trends in Communicating Information on Drugs and Health Care
- Providing Unbiased Drug Information
- The Value of Social Networking
- Educating Physicians: Evidence-Based Medicine and Counter-Detailing
- Globalization: Threat or Opportunity
- Expanding into Emerging Pharmaceutical Markets
- Different Pharmaceutical Markets Developing in China and India
- No Longer Simply a Matter of Cost
- Moving Upstream in the R&D Value Chain
- Japan’s Evolving Pharmaceutical Marketplace
- Growing Impact of Foreign Pharmaceutical Companies
- Domestic Japanese Companies: To Merge or Not to Merge?
- Striving to Stay Independent
- Pharma Pricing 2008: Make or Break?
- Crumbling Industry Defenses
- Emboldened Customer Offensives
- Technology Assessment: The Case of Alzheimer’s Drugs
- Technology Assessments
- The Case of Alzheimer’s Drugs
- Actions Going Forward
- Convergence: Are We There Yet?
- Targeted Therapies
- Biomarker-Driven Personalized Medicine: The Way Forward in Cancer Therapy
- An Analysis of Industry Trends in Personalized Medicine
- Trends Identifi ed by the Diaceutics Google Index
- Lack of an Appropriate Business Model
- Convergence
- Industry Action Items Going Forward
- Experts Featured:
- John Ansell, M.A., principal, John Ansell Consultancy
- Cheryl Barton, Ph.D., principal, Pharmavision.co.uk
- R. Roman Boutellier, Ph.D., Swiss Federal Institute of Technology, Zurich
- Caroline Fielding, deputy managing director, Virgo Health PR
- Sarah W. Fuller, president, Decision Resources, Inc.
- Jeffrey Gruen, M.D., M.B.A., chief medical offi cer, Revolution Health
- Barrie G. James, Ph.D., principal, Pharma Strategy Consulting
- James McDermott, vice president, consulting, Decision Resources, Inc.
- Mollie Roth, J.D., corporate counsel, vice president of business development, Diaceutics
- Alexander J. Schicker, M.Sc., Swiss Federal Institute of Technology, Zurich
- Jeffrey Settleman, Ph.D., professor of medicine at Harvard Medical School and director,
- Center for Molecular Therapeutics at the Massachusetts General Hospital Cancer Center
- Hiroshi Tashiro, M.Sc., research manager of Decision Resources’ Tokyo offi ce
- Fredrik Ullman, M.Sc., Swiss Federal Institute of Technology, Zurich
- Prachi Vora, M.P.H., Spectrum program manager, Decision Resources, Inc.
- Tables:
- 1. Number of Phase III NCEs in Development by the Top Five Pharmaceutical Companies, 2007
- 2. Top Five Pharmaceutical Companies: Impact of Patent Expiry Versus Number of Phase III NCEs in Development
- 3. Globalization of Biotechnology, 2006
- 4. Foreign Multinational Players: Select Japanese Market Strategies and Equity Transfers, 2002-2007
- 5. Mergers and Acquisitions of Key Japanese Pharmaceutical Companies, 2002-2007
- 6. Spectrum Scorecard: Pharma Action Items Going Forward, 2008
- Figures:
- 1. 2008’s Pharmaceutical Industry: Wrestling with New Options
- 2. Number of Products Achieving Global Sales Thresholds, 2006
- 3. Mature and Emerging Pharmaceutical Markets, 2007
- 4. Globalization: Rapidly Developing Asian Pharmaceutical Markets
- 5. China and India: Pharmaceutical Market Comparison
- 6. Number of Drugs Launched in the Japanese Market by Major Companies, 2002-2006
- 7. Tyrosine Kinases and Their Targeted Therapies
- 8. Diaceutics Google Index (DGi) for Personalized Medicine, June 2005-June 2007
- 9. Diaceutics Google Index (DGi) for Personalized Medicine Topics
AbstractWhat will pharmaceutical management see when it looks in the mirror in 2008? Amid the pressures and shortcomings of recent industry performance, will management recognize and act upon the opportunities that already exist? Adhering to the status quo is not propelling this industry forward; only real change can accomplish that goal. What should the industry do to improve its performance and outlook? We asked industry leaders—both within and outside of Decision Resources—to offer their opinions on the issues that will both concern and excite the pharmaceutical industry in 2008. Herein you will find their expert commentary, their recommendations, and a Spectrum Scorecard assessing the actions the industry should consider going forward.
Get the Answers You Need to Shape Your Strategy:
- Pharmaceutical margins will come under extreme pressures in 2008 and beyond. What major challenges are critically important for the industry to solve? What are potentially the best solutions to address these challenges?
- Pharma is losing ground in the supply and control of information about drugs. What new concepts in information delivery are developing? How has the control of personalized information delivery gripped stakeholders, and how are they using this approach to their advantage?
- Globalization of the pharmaceutical and biotechnology industries in an exciting prospect for change. Why is globalization a double-edged sword? Why will it cost some companies their livelihood and independence, and what implications does this have for Western companies?
Scope:
- Opinions from industry experts and thought leaders: expert commentary and analysis from four internal experts including Decision Resources’ president Sarah Fuller and ten external industry consultants and professionals.
- The pharmaceutical Haves and Have-Nots: dwindling pipelines, looming patent expiries, and generics challenges; companies’ coping strategies; and potential changes for former market leaders.
- Communicating information on drugs and health care—the control of information is all-powerful: personalized information, social networking, balanced drug information, evidence-based medicine, counter-detailing.
- Globalization: mature (G7) versus emerging (E7) pharmaceutical markets; offshoring and outsourcing to China versus India; a survey of executives at 40 companies in China and India; the impact of Western multinational companies doing business abroad; contract research organization activities; and Japan’s evolving marketplace.
- Pharmaceutical pricing models: industry pressures and traditional defenses; customer demands for value-for-money, cost-effectiveness models, and evidence-based medicine; what can be gained if companies and health technology assessment agencies work together; a case study of Alzheimer’s drug HTAs; lessons to be learned and new approaches to take.
- Convergence: coalescing technologies and opportunities point to the need to develop new industry business models; human genome sequencing, biomarkers, and targeted therapies; biotech as the innovation engine for pharma; disruptive technology; the need for a clear-cut personalized medicine business model.
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