Pain Management Therapeutics Market by Drug Class (Adjuvant Analgesics, Local Anesthetics, Neuropathic Pain Agents), Route Of Administration (Oral, Parenteral, Topical), Indication, Distribution Channel, End User - Global Forecast 2025-2032
Description
The Pain Management Therapeutics Market was valued at USD 86.51 billion in 2024 and is projected to grow to USD 90.07 billion in 2025, with a CAGR of 4.89%, reaching USD 126.75 billion by 2032.
Strategic introduction to pain management therapeutics that frames clinical priorities, regulatory context, innovation drivers, and stakeholder expectations
This executive summary introduces the contemporary landscape for pain management therapeutics by defining the scope, clarifying high-priority clinical imperatives, and orienting decision-makers to the most consequential trends shaping care delivery. The introduction situates pain therapeutics at the intersection of clinical need and policy pressure, where advances in pharmacology coexist with growing demands for safer, non-addictive alternatives and integrated care pathways. As a result, stakeholders from clinical leaders to commercial teams must navigate a heterogeneous set of drivers that influence R&D prioritization, product development, and adoption dynamics.
To establish a clear framework for subsequent analysis, the introduction outlines the major therapeutic categories, administration approaches, and care settings that jointly determine access and utilization. It emphasizes how shifts in regulatory scrutiny, payer expectations, and patient preferences create both constraints and opportunities for innovation. Finally, the introduction frames the report’s approach to synthesizing clinical, commercial, and operational insights so that readers can quickly convert evidence into strategic action and align cross-functional initiatives with evolving market realities.
In-depth examination of transformative shifts reshaping pain management, spanning scientific breakthroughs, reimbursement reform, and digital therapeutics adoption
The pain management landscape is undergoing transformative shifts driven by technological advances, evolving regulatory frameworks, and changing care models. Scientific breakthroughs in mechanism-specific agents and a growing emphasis on multimodal therapy are altering treatment algorithms, while pressure to reduce reliance on traditional opioids has accelerated investment in alternatives and adjuvant therapies. Concurrently, digital therapeutics and remote monitoring are beginning to play a tangible role in chronic pain management, providing clinicians and patients with new modalities for symptom tracking, adherence, and behavioral interventions.
In parallel, reimbursement and policy changes are reshaping commercial incentives and clinical pathways. Payers and health systems are increasingly favoring value-based approaches that prioritize long-term functional outcomes over episodic pain control, and this shift influences formulary decisions, care pathways, and provider adoption. Moreover, manufacturing innovations and supply chain resiliency initiatives are prompting companies to reconsider production footprints and sourcing strategies. Taken together, these dynamics are not isolated; they interact to create a new operating environment where agility, cross-disciplinary collaboration, and patient-centered design are essential for sustained impact.
Rigorous analysis of the cumulative impact of United States tariffs in 2025 on pharmaceutical supply chains, manufacturing footprints, and pricing dynamics
The cumulative effects of United States tariffs implemented in 2025 have introduced material considerations for sourcing, production, and procurement across the pain therapeutics value chain. Tariff-driven cost differentials are prompting manufacturers to reevaluate supplier relationships, accelerate local manufacturing where feasible, and renegotiate contracts to mitigate margin pressure. These shifts are particularly acute for supply-intensive components and finished dosage forms that historically relied on globalized production networks. As a result, procurement teams and manufacturing planners are prioritizing supply chain visibility, dual sourcing, and inventory optimization to reduce exposure to tariff volatility.
Beyond direct cost impacts, tariffs have secondary implications for commercial strategies and market access. Payers and purchasing organizations are exercising greater scrutiny over pricing and therapeutic value, prompting manufacturers to strengthen value propositions and outcomes evidence. In addition, cross-border procurement and contract terms are being renegotiated to reflect new landed-cost realities, which can influence the timing of product launches and the sequencing of geographies targeted for commercialization. Stakeholders therefore face a policy-induced inflection point where operational resilience and commercial agility determine the ability to sustain product availability and competitive positioning.
Strategic segmentation insights on how drug class, route of administration, clinical indication, distribution channels, and end users influence therapeutic
Segmentation insights clarify how differentiated therapeutic attributes and care pathways shape development priorities and commercial strategies. When analyzed by drug class, the landscape includes adjuvant analgesics and local anesthetics alongside neuropathic pain agents, which themselves encompass anticonvulsants and antidepressants; nonsteroidal anti-inflammatory drugs, divided into COX-2 inhibitors and traditional NSAIDs; and opioids, differentiated between strong and weak agents. This taxonomy reveals distinct R&D implications: neuropathic agents require robust mechanistic and quality-of-life data, while NSAID subsegments face safety-profile and formulary scrutiny that influence positioning.
Route-of-administration segmentation further refines strategic choices, with oral therapies favored for chronic indications, parenteral modalities used in acute and inpatient settings-where intramuscular, intravenous, and subcutaneous routes matter for pharmacokinetics-and topical and transdermal options offering localized effect with reduced systemic exposure. Indication-based segmentation distinguishes acute pain, cancer pain, chronic pain, inflammatory pain, and neuropathic pain, and it highlights that chronic pain is heterogeneous, including low back pain, neuropathic chronic pain, osteoarthritis, and rheumatoid arthritis, each demanding tailored evidence and delivery modalities. Distribution channel segmentation spans offline and online pathways and underscores the growing role of e-commerce and hybrid distribution strategies for patient access. End-user segmentation covers ambulatory surgical centers, home care settings-including hospice care and patient homes-and hospitals, which are sub-segmented into private and public institutions. These end-user distinctions help companies prioritize technical attributes, service models, and contracting approaches to match clinical workflows and procurement preferences.
Comprehensive regional insights examining differentiated drivers, policy environments, and patient access patterns across the Americas, Europe, Middle East & Africa, and Asia-Pacific
Regional dynamics strongly influence regulatory approaches, patient access, and commercial priorities. In the Americas, regulatory stringency and payer negotiation drive an emphasis on value demonstration and outcomes-based contracting, while the United States market trends toward demand for non-opioid modalities and integrated pain services. In contrast, Europe, Middle East & Africa displays significant heterogeneity: certain European markets emphasize comparative effectiveness and cost-effectiveness evidence, while markets in the Middle East and Africa prioritize supply stability and basic access, creating divergent entry strategies and partnership models.
In the Asia-Pacific region, rapid adoption of innovative therapies coexists with varied regulatory timelines and local manufacturing incentives. Governments across the region are increasingly active in supporting domestic production and accelerating approvals for high-priority therapies, which affects where multinational companies choose to invest in clinical programs and manufacturing. Across all regions, demographic trends, burden of chronic pain, and health system capacity interplay with procurement mechanisms to shape where and how new therapeutics are introduced. Strategic regional planning therefore requires calibration to regulatory pathways, reimbursement frameworks, and localized patient needs to maximize impact and access.
Actionable corporate insights into competitive positioning, R&D priorities, partnership strategies, and commercialization approaches among leading pain therapeutics companies
Leading companies in pain management are differentiating through focused R&D, strategic partnerships, and targeted commercialization playbooks. Some organizations concentrate on mechanism-specific pipelines and invest heavily in translational research to establish first-in-class positioning, while others prioritize formulation innovation and route-of-administration enhancements to unlock new use cases or improve safety. Strategic alliances with digital health firms and academic centers are increasingly common as companies seek to augment pharmacologic interventions with behavioral and monitoring solutions that improve adherence and outcomes.
Commercially, firms are refining go-to-market approaches by combining evidence generation with payer engagement and real-world data strategies that substantiate long-term benefits. Manufacturing and supply chain investments are being made to increase flexibility and mitigate geopolitical or tariff-related risks. In parallel, active lifecycle management-through label extensions, combination therapies, and dosage form innovations-is used to sustain therapeutic relevance. The competitive landscape favors organizations that can integrate clinical innovation with pragmatic delivery models and timely evidence generation to meet the expectations of clinicians, payers, and patients simultaneously.
High-impact, actionable recommendations for industry leaders to accelerate innovation, optimize supply chains, and improve patient-centric care across the pain management continuum
Industry leaders should adopt a set of pragmatic, high-impact actions to translate emerging trends into competitive advantage. First, prioritize investment in mechanism-based therapies and multimodal solutions that reduce reliance on high-risk options while demonstrating functional outcomes important to payers and clinicians. Second, enhance supply chain resilience by implementing dual sourcing, regional manufacturing, and inventory strategies that minimize exposure to tariff-driven cost shifts and procurement disruptions. Third, integrate digital therapeutics and remote monitoring into product offerings to strengthen patient engagement and generate continuous real-world evidence that supports reimbursement discussions.
Additionally, leaders should pursue strategic partnerships across academia, digital health providers, and specialty pharmacy networks to accelerate adoption and broaden access models. Strengthen evidence generation with pragmatic clinical trials and health-economic dossiers that anticipate payer priorities. Finally, align commercial operations with evolving distribution channels by developing hybrid channel strategies that combine traditional institutional sales with direct-to-patient and e-commerce pathways. These recommendations emphasize coordinated action across R&D, supply chain, and commercial functions to capture value and improve patient outcomes.
Transparent research methodology detailing data sources, analytical frameworks, validation processes, and stakeholder consultation pathways used to build the intelligence
The research methodology combines multi-source evidence synthesis, qualitative stakeholder interviews, and rigorous analytical frameworks to ensure robust and actionable insights. Primary inputs include in-depth discussions with clinicians, payers, procurement leads, and industry executives to surface practical constraints and adoption drivers. Secondary inputs are drawn from peer-reviewed literature, regulatory guidance, clinical trial registries, and company disclosures to triangulate findings and identify emergent patterns. Analytical methods include comparative pathway analysis, scenario mapping, and supply chain stress testing to evaluate operational resilience under different policy and market conditions.
Validation occurred through iterative expert review cycles that reconciled divergent perspectives and ensured the report’s conclusions are grounded in observable practice and regulatory realities. Where applicable, sensitivity analyses were conducted to test assumptions and highlight risk factors. The methodology prioritizes transparency in data provenance and analytical choices, enabling readers to understand how conclusions were derived and how to adapt the approach for organizational use. This combination of qualitative depth and quantitative rigor supports decision-ready recommendations tailored to commercial and clinical stakeholders.
Concise conclusion synthesizing strategic implications, emergent priorities, and practical next steps for stakeholders invested in pain management therapeutics
This report concludes with a synthesis of the strategic implications that flow from converging clinical, commercial, and policy trends in pain management therapeutics. The analysis underscores that the future of care will be shaped by the capacity to deliver safer, mechanism-driven therapies integrated with digital modalities and supported by resilient supply chains. Stakeholders who align R&D priorities with payer expectations, invest in evidence that demonstrates functional outcomes, and adopt flexible manufacturing and distribution strategies will be best positioned to realize clinical and commercial success.
In closing, the report emphasizes practical next steps: refine value propositions to reflect long-term outcomes, pursue partnerships that expand access and evidence generation, and operationalize supply chain contingencies to withstand policy shifts. Taken together, these priorities form a coherent agenda for stakeholders seeking to convert strategic insight into measurable improvements in patient care and organizational performance. The conclusion thus connects analytical insights to concrete actions that drive both clinical benefit and sustainable business value.
Please Note: PDF & Excel + Online Access - 1 Year
Strategic introduction to pain management therapeutics that frames clinical priorities, regulatory context, innovation drivers, and stakeholder expectations
This executive summary introduces the contemporary landscape for pain management therapeutics by defining the scope, clarifying high-priority clinical imperatives, and orienting decision-makers to the most consequential trends shaping care delivery. The introduction situates pain therapeutics at the intersection of clinical need and policy pressure, where advances in pharmacology coexist with growing demands for safer, non-addictive alternatives and integrated care pathways. As a result, stakeholders from clinical leaders to commercial teams must navigate a heterogeneous set of drivers that influence R&D prioritization, product development, and adoption dynamics.
To establish a clear framework for subsequent analysis, the introduction outlines the major therapeutic categories, administration approaches, and care settings that jointly determine access and utilization. It emphasizes how shifts in regulatory scrutiny, payer expectations, and patient preferences create both constraints and opportunities for innovation. Finally, the introduction frames the report’s approach to synthesizing clinical, commercial, and operational insights so that readers can quickly convert evidence into strategic action and align cross-functional initiatives with evolving market realities.
In-depth examination of transformative shifts reshaping pain management, spanning scientific breakthroughs, reimbursement reform, and digital therapeutics adoption
The pain management landscape is undergoing transformative shifts driven by technological advances, evolving regulatory frameworks, and changing care models. Scientific breakthroughs in mechanism-specific agents and a growing emphasis on multimodal therapy are altering treatment algorithms, while pressure to reduce reliance on traditional opioids has accelerated investment in alternatives and adjuvant therapies. Concurrently, digital therapeutics and remote monitoring are beginning to play a tangible role in chronic pain management, providing clinicians and patients with new modalities for symptom tracking, adherence, and behavioral interventions.
In parallel, reimbursement and policy changes are reshaping commercial incentives and clinical pathways. Payers and health systems are increasingly favoring value-based approaches that prioritize long-term functional outcomes over episodic pain control, and this shift influences formulary decisions, care pathways, and provider adoption. Moreover, manufacturing innovations and supply chain resiliency initiatives are prompting companies to reconsider production footprints and sourcing strategies. Taken together, these dynamics are not isolated; they interact to create a new operating environment where agility, cross-disciplinary collaboration, and patient-centered design are essential for sustained impact.
Rigorous analysis of the cumulative impact of United States tariffs in 2025 on pharmaceutical supply chains, manufacturing footprints, and pricing dynamics
The cumulative effects of United States tariffs implemented in 2025 have introduced material considerations for sourcing, production, and procurement across the pain therapeutics value chain. Tariff-driven cost differentials are prompting manufacturers to reevaluate supplier relationships, accelerate local manufacturing where feasible, and renegotiate contracts to mitigate margin pressure. These shifts are particularly acute for supply-intensive components and finished dosage forms that historically relied on globalized production networks. As a result, procurement teams and manufacturing planners are prioritizing supply chain visibility, dual sourcing, and inventory optimization to reduce exposure to tariff volatility.
Beyond direct cost impacts, tariffs have secondary implications for commercial strategies and market access. Payers and purchasing organizations are exercising greater scrutiny over pricing and therapeutic value, prompting manufacturers to strengthen value propositions and outcomes evidence. In addition, cross-border procurement and contract terms are being renegotiated to reflect new landed-cost realities, which can influence the timing of product launches and the sequencing of geographies targeted for commercialization. Stakeholders therefore face a policy-induced inflection point where operational resilience and commercial agility determine the ability to sustain product availability and competitive positioning.
Strategic segmentation insights on how drug class, route of administration, clinical indication, distribution channels, and end users influence therapeutic
Segmentation insights clarify how differentiated therapeutic attributes and care pathways shape development priorities and commercial strategies. When analyzed by drug class, the landscape includes adjuvant analgesics and local anesthetics alongside neuropathic pain agents, which themselves encompass anticonvulsants and antidepressants; nonsteroidal anti-inflammatory drugs, divided into COX-2 inhibitors and traditional NSAIDs; and opioids, differentiated between strong and weak agents. This taxonomy reveals distinct R&D implications: neuropathic agents require robust mechanistic and quality-of-life data, while NSAID subsegments face safety-profile and formulary scrutiny that influence positioning.
Route-of-administration segmentation further refines strategic choices, with oral therapies favored for chronic indications, parenteral modalities used in acute and inpatient settings-where intramuscular, intravenous, and subcutaneous routes matter for pharmacokinetics-and topical and transdermal options offering localized effect with reduced systemic exposure. Indication-based segmentation distinguishes acute pain, cancer pain, chronic pain, inflammatory pain, and neuropathic pain, and it highlights that chronic pain is heterogeneous, including low back pain, neuropathic chronic pain, osteoarthritis, and rheumatoid arthritis, each demanding tailored evidence and delivery modalities. Distribution channel segmentation spans offline and online pathways and underscores the growing role of e-commerce and hybrid distribution strategies for patient access. End-user segmentation covers ambulatory surgical centers, home care settings-including hospice care and patient homes-and hospitals, which are sub-segmented into private and public institutions. These end-user distinctions help companies prioritize technical attributes, service models, and contracting approaches to match clinical workflows and procurement preferences.
Comprehensive regional insights examining differentiated drivers, policy environments, and patient access patterns across the Americas, Europe, Middle East & Africa, and Asia-Pacific
Regional dynamics strongly influence regulatory approaches, patient access, and commercial priorities. In the Americas, regulatory stringency and payer negotiation drive an emphasis on value demonstration and outcomes-based contracting, while the United States market trends toward demand for non-opioid modalities and integrated pain services. In contrast, Europe, Middle East & Africa displays significant heterogeneity: certain European markets emphasize comparative effectiveness and cost-effectiveness evidence, while markets in the Middle East and Africa prioritize supply stability and basic access, creating divergent entry strategies and partnership models.
In the Asia-Pacific region, rapid adoption of innovative therapies coexists with varied regulatory timelines and local manufacturing incentives. Governments across the region are increasingly active in supporting domestic production and accelerating approvals for high-priority therapies, which affects where multinational companies choose to invest in clinical programs and manufacturing. Across all regions, demographic trends, burden of chronic pain, and health system capacity interplay with procurement mechanisms to shape where and how new therapeutics are introduced. Strategic regional planning therefore requires calibration to regulatory pathways, reimbursement frameworks, and localized patient needs to maximize impact and access.
Actionable corporate insights into competitive positioning, R&D priorities, partnership strategies, and commercialization approaches among leading pain therapeutics companies
Leading companies in pain management are differentiating through focused R&D, strategic partnerships, and targeted commercialization playbooks. Some organizations concentrate on mechanism-specific pipelines and invest heavily in translational research to establish first-in-class positioning, while others prioritize formulation innovation and route-of-administration enhancements to unlock new use cases or improve safety. Strategic alliances with digital health firms and academic centers are increasingly common as companies seek to augment pharmacologic interventions with behavioral and monitoring solutions that improve adherence and outcomes.
Commercially, firms are refining go-to-market approaches by combining evidence generation with payer engagement and real-world data strategies that substantiate long-term benefits. Manufacturing and supply chain investments are being made to increase flexibility and mitigate geopolitical or tariff-related risks. In parallel, active lifecycle management-through label extensions, combination therapies, and dosage form innovations-is used to sustain therapeutic relevance. The competitive landscape favors organizations that can integrate clinical innovation with pragmatic delivery models and timely evidence generation to meet the expectations of clinicians, payers, and patients simultaneously.
High-impact, actionable recommendations for industry leaders to accelerate innovation, optimize supply chains, and improve patient-centric care across the pain management continuum
Industry leaders should adopt a set of pragmatic, high-impact actions to translate emerging trends into competitive advantage. First, prioritize investment in mechanism-based therapies and multimodal solutions that reduce reliance on high-risk options while demonstrating functional outcomes important to payers and clinicians. Second, enhance supply chain resilience by implementing dual sourcing, regional manufacturing, and inventory strategies that minimize exposure to tariff-driven cost shifts and procurement disruptions. Third, integrate digital therapeutics and remote monitoring into product offerings to strengthen patient engagement and generate continuous real-world evidence that supports reimbursement discussions.
Additionally, leaders should pursue strategic partnerships across academia, digital health providers, and specialty pharmacy networks to accelerate adoption and broaden access models. Strengthen evidence generation with pragmatic clinical trials and health-economic dossiers that anticipate payer priorities. Finally, align commercial operations with evolving distribution channels by developing hybrid channel strategies that combine traditional institutional sales with direct-to-patient and e-commerce pathways. These recommendations emphasize coordinated action across R&D, supply chain, and commercial functions to capture value and improve patient outcomes.
Transparent research methodology detailing data sources, analytical frameworks, validation processes, and stakeholder consultation pathways used to build the intelligence
The research methodology combines multi-source evidence synthesis, qualitative stakeholder interviews, and rigorous analytical frameworks to ensure robust and actionable insights. Primary inputs include in-depth discussions with clinicians, payers, procurement leads, and industry executives to surface practical constraints and adoption drivers. Secondary inputs are drawn from peer-reviewed literature, regulatory guidance, clinical trial registries, and company disclosures to triangulate findings and identify emergent patterns. Analytical methods include comparative pathway analysis, scenario mapping, and supply chain stress testing to evaluate operational resilience under different policy and market conditions.
Validation occurred through iterative expert review cycles that reconciled divergent perspectives and ensured the report’s conclusions are grounded in observable practice and regulatory realities. Where applicable, sensitivity analyses were conducted to test assumptions and highlight risk factors. The methodology prioritizes transparency in data provenance and analytical choices, enabling readers to understand how conclusions were derived and how to adapt the approach for organizational use. This combination of qualitative depth and quantitative rigor supports decision-ready recommendations tailored to commercial and clinical stakeholders.
Concise conclusion synthesizing strategic implications, emergent priorities, and practical next steps for stakeholders invested in pain management therapeutics
This report concludes with a synthesis of the strategic implications that flow from converging clinical, commercial, and policy trends in pain management therapeutics. The analysis underscores that the future of care will be shaped by the capacity to deliver safer, mechanism-driven therapies integrated with digital modalities and supported by resilient supply chains. Stakeholders who align R&D priorities with payer expectations, invest in evidence that demonstrates functional outcomes, and adopt flexible manufacturing and distribution strategies will be best positioned to realize clinical and commercial success.
In closing, the report emphasizes practical next steps: refine value propositions to reflect long-term outcomes, pursue partnerships that expand access and evidence generation, and operationalize supply chain contingencies to withstand policy shifts. Taken together, these priorities form a coherent agenda for stakeholders seeking to convert strategic insight into measurable improvements in patient care and organizational performance. The conclusion thus connects analytical insights to concrete actions that drive both clinical benefit and sustainable business value.
Please Note: PDF & Excel + Online Access - 1 Year
Table of Contents
183 Pages
- 1. Preface
- 1.1. Objectives of the Study
- 1.2. Market Segmentation & Coverage
- 1.3. Years Considered for the Study
- 1.4. Currency
- 1.5. Language
- 1.6. Stakeholders
- 2. Research Methodology
- 3. Executive Summary
- 4. Market Overview
- 5. Market Insights
- 5.1. Rapid adoption of virtual reality based therapies for chronic neuropathic pain management
- 5.2. Integration of wearable biosensing patches for continuous postoperative pain monitoring
- 5.3. Development of personalized gene therapy approaches targeting inflammatory pain pathways
- 5.4. Increasing use of digital health platforms to deliver cognitive behavioral therapy for pain
- 5.5. Growth in minimally invasive focused ultrasound applications for musculoskeletal pain relief
- 5.6. Surge in approval of long acting non opioid injectable formulations for osteoarthritis pain
- 5.7. Emergence of cannabinoid receptor modulators designed for targeted neuropathic pain alleviation
- 6. Cumulative Impact of United States Tariffs 2025
- 7. Cumulative Impact of Artificial Intelligence 2025
- 8. Pain Management Therapeutics Market, by Drug Class
- 8.1. Adjuvant Analgesics
- 8.2. Local Anesthetics
- 8.3. Neuropathic Pain Agents
- 8.3.1. Anticonvulsants
- 8.3.2. Antidepressants
- 8.4. Nonsteroidal Anti-Inflammatory Drugs
- 8.4.1. Cox-2 Inhibitors
- 8.4.2. Traditional NsaiDs
- 8.5. Opioids
- 8.5.1. Strong Opioids
- 8.5.2. Weak Opioids
- 9. Pain Management Therapeutics Market, by Route Of Administration
- 9.1. Oral
- 9.2. Parenteral
- 9.2.1. Intramuscular
- 9.2.2. Intravenous
- 9.2.3. Subcutaneous
- 9.3. Topical
- 9.4. Transdermal
- 10. Pain Management Therapeutics Market, by Indication
- 10.1. Acute Pain
- 10.2. Chronic Pain
- 10.2.1. Low Back Pain
- 10.2.2. Neuropathic Chronic Pain
- 10.2.3. Osteoarthritis
- 10.2.4. Rheumatoid Arthritis
- 10.3. Inflammatory Pain
- 10.4. Neuropathic Pain
- 11. Pain Management Therapeutics Market, by Distribution Channel
- 11.1. Offline
- 11.2. Online
- 12. Pain Management Therapeutics Market, by End User
- 12.1. Ambulatory Surgical Centers
- 12.2. Home Care Settings
- 12.2.1. Hospice Care
- 12.2.2. Patient Home
- 12.3. Hospitals
- 12.3.1. Private Hospitals
- 12.3.2. Public Hospitals
- 13. Pain Management Therapeutics Market, by Region
- 13.1. Americas
- 13.1.1. North America
- 13.1.2. Latin America
- 13.2. Europe, Middle East & Africa
- 13.2.1. Europe
- 13.2.2. Middle East
- 13.2.3. Africa
- 13.3. Asia-Pacific
- 14. Pain Management Therapeutics Market, by Group
- 14.1. ASEAN
- 14.2. GCC
- 14.3. European Union
- 14.4. BRICS
- 14.5. G7
- 14.6. NATO
- 15. Pain Management Therapeutics Market, by Country
- 15.1. United States
- 15.2. Canada
- 15.3. Mexico
- 15.4. Brazil
- 15.5. United Kingdom
- 15.6. Germany
- 15.7. France
- 15.8. Russia
- 15.9. Italy
- 15.10. Spain
- 15.11. China
- 15.12. India
- 15.13. Japan
- 15.14. Australia
- 15.15. South Korea
- 16. Competitive Landscape
- 16.1. Market Share Analysis, 2024
- 16.2. FPNV Positioning Matrix, 2024
- 16.3. Competitive Analysis
- 16.3.1. Abbott Laboratories
- 16.3.2. AbbVie Inc.
- 16.3.3. AstraZeneca plc
- 16.3.4. Bayer AG
- 16.3.5. Boston Scientific Corporation
- 16.3.6. Eli Lilly and Company
- 16.3.7. Endo International plc
- 16.3.8. GlaxoSmithKline plc
- 16.3.9. Grünenthal GmbH
- 16.3.10. Johnson & Johnson
- 16.3.11. Mallinckrodt plc
- 16.3.12. Merck & Co., Inc.
- 16.3.13. Novartis AG
- 16.3.14. Pfizer Inc.
- 16.3.15. Purdue Pharma L.P.
- 16.3.16. Sanofi S.A.
- 16.3.17. Sun Pharmaceutical Industries Ltd.
- 16.3.18. Teva Pharmaceutical Industries Ltd.
- 16.3.19. Vertex Pharmaceuticals Incorporated
- 16.3.20. Viatris Inc.
Pricing
Currency Rates
Questions or Comments?
Our team has the ability to search within reports to verify it suits your needs. We can also help maximize your budget by finding sections of reports you can purchase.
