Introduction
Within the herpes and respiratory antiviral subcategory HSV/VZV products have been key growth drivers, accounting for 77% of a market worth $2,190m in 2004. Despite lost of US branded Valtrex in 2009, the continued uptake of flu and post-transplant CMV antivirals along with the anticipated launch of first-in-class RSV antiviral, A-60444 will to some extent offset revenue loss by 2014.
Scope
Market overview by geographical area and disease indication, with value analysis of clinical and commercial factors underlying product performance
Assessment of country-specific drivers and resistors likely to impact the herpes and respiratory antiviral market
Case study analysis of the key players in the market and further the success of follow-up products Valtrex for HSV/VZV and Valcyte for CMV
Future market outlook per disease indication and individual products taking into account key market events in particular, patent expiries
Highlights
The anti-infective vaccine market is poised for explosive growth, leading to a shift of R&D focus from antiviral therapy to preventative vaccination and hence a dwindling herpes and respiratory antiviral pipeline. However, clinical unmet needs mainly in CMV, VZV related post-herpetic neuralgia (PHN) and RSV maintain the call for new products.
Capitalizing on the Zovirax legacy, a large number of indication expansions and effective marketing strategies by ID leader GSK, sales of follow-up product Valtrex have experienced accelerated growth. In 2004, Valtrex achieved blockbuster status, selling $1,090m in the seven major markets.
Currently available RSV therapies are sub-optimal and expensive, being reserved for 'at risk' immunocompromised patient groups such as neonates. With successful development and positioning of first-in-class RSV small molecule inhibitor A-60444, Arrow/Novartis could establish a new treatment paradigm in RSV.
Reasons to Purchase
Identify key environmental opportunities and threats that will impact the use and uptake of new and existing products
Select effective lifecycle management strategies through best-in-class case study analysis of key players in the market
Understand and capitalize on clinical unmet needs in the market, either through lifecycle management of marketed drugs or new product development
(0 items)
