製藥公司對個別化醫療之因應措施 是由出版商Arrowhead Publishers在2011年04月所出版的。
這份英文市場調查報告書價格從美金3500起跳。
本報告為，匯整因應個別化醫療出現，傳統藥劑開發方式將如何變化，以及大型製藥公司將如何施行等議題，以下列摘要形式闡述。
第1章 簡介
第2章 個別化醫療之產業展望
第3章 "理想之"個別化醫療企業
- 維持模式與變更模式
- 創新技術來源
- 設計開發
- 最佳化實踐
- 通路管理
- 維持模式
- 變更模式之價值
- 利基及破壞性技術創新
第4章 製藥公司對個別化醫療之準備
- 公司內部準備
- 實驗指數之選項
- 產品線分析
- 外部體制評估
- 製藥公司競爭排名
- 案例研究：智慧財產權作用
第5章 醫療藥物、診斷藥物業務模式：未來展望
第6章 企業簡介
Abstract
Pharma Readiness for Personalized Medicine looks at how traditional
drug development approach has changed since the advent of PM, as well as the
ways that leading pharmaceutical companies have adapted. Over the past decade,
several significant advances in biomarker development and diagnostic
modalities have allowed for the development of targeted therapies that improve
the ability to treat certain diseases and lead to a reduction in the use of
ineffective therapies. Although the pharmaceutical industry' s investment in PM
is beginning to show valuable results, that investment is unevenly
distributed, with some companies demonstrating greater commitment and more
structure in their approach than others.
The groundwork for the future competitive landscape in PM for the entire
pharmaceutical industry is currently being laid by select pharmaceutical
companies pursuing a range of approaches. Success in this space will be
determined by how each company embraces PM, as measured both by how they
restructure their internal R&D and external commercialization and launch
behaviours.
Questions Answered in This Report:
- At many of the leading pharmaceutical companies, their internal and
external behavior in PM is bringing them closer to becoming an "ideal PM
organization." What does an ideal PM organization look like and how does it
operate?
- Personalized medicine strategies have typically only been implemented in
scenarios where identification of a specific biomarker association is proved
out during Phase II/III clinical studies to justify development of a companion
diagnostic along with a therapy in anticipation of launch. This practice may
miss other scenarios that could ultimately lead to a successful personalized
strategy. What are these other scenarios and which drugs in the pipelines of
the top ten pharmaceutical companies might benefit from a personalized (i.e.
test based) strategy?
- Although the number of PM drug launches is increasing, the pharmaceutical
industry is still holding tight to the blockbuster model. What is the shift in
the number of PM versus non-PM launches?
- Commercialized PM drugs have performed with varying success on the market.
What is the market performance of PM drugs currently in the market?
- In the past few years there have been a number of interesting deals made
between the companies. What is the overall activity of the leading
pharmaceutical companies of PM-related deals and partnerships?
- The PM environment is a highly competitive landscape. How do the leading
pharmaceutical companies rank against each other in terms of their competition?
- The current pharmaceutical and diagnostic targeted therapy models have
varying levels of organizational integration and operational alignment. What
change is needed in these models to optimize this integration and alignment
and where are the pharmaceutical companies in this regard? What is the future
outlook for pharmaceutical/diagnostic targeted therapy models?
- There is a complex web of intellectual property (IP) issues surrounding PM
in terms of tests, instruments and drugs. What is the role of IP in locking
and unlocking PM markets?
Companies Covered
Roche, Merck, Novartis, Amgen, Bristol-Myers Squibb, Sanofi-Aventis,
GlaxoSmithKline, AstraZeneca, Pfizer, Eli Lilly
Expert Commentary
Interviews with top officials from the leading pharmaceutical and diagnostic
companies about the changes they anticipate from new discoveries in
personalized medicine, including genomic science, biomarker advances, and
information technology, as well as on the challenges and opportunities they
see ahead in PM.
Displays
Over 50 data-rich tables and figures reflecting PM-specific analyses.
Key reasons to purchase this report:
- Evaluation of the top ten pharmaceutical companies activities in PM
- A review of the current trends in PM
- A special treatment of IP in opening and unlocking markets
- Analysis of the Ideal PM organization and how it operates
- PM competitiveness ranking of the top ten pharmaceutical companies
- Future outlook of the PM industry
- Market performance of PM drugs
Table of Contents
ABOUT THE AUTHOR
METHODS EMPLOYED
1.0 INTRODUCTION
2.0 THE INDUSTRY OUTLOOK FOR PERSONALIZED MEDICINE
- 2.1 TRENDS IN PERSONALIZED MEDICINE
- 2.1.1 PERSONALIZED MEDICINE COUNTRY MIX
- 2.1.2 NEW AREAS FOR PERSONALIZED MEDICINE
- 2.1.3 THE PHARMACEUTICAL INDUSTRY
3.0 THE "IDEAL" PERSONALIZED MEDICINE COMPANY
- 3.1 MODEL MAINTENANCE VS. MODEL MIGRATION
- 3.1.1 SOURCES OF INNOVATION
- 3.1.2 DESIGN AND DEVELOPMENT
- 3.1.3 OPTIMIZING ACCESS
- 3.1.4 MANAGING CHANNELS
- 3.1.5 MAINTAIN THE MODEL - OR MIGRATE IT?
- 3.2 THE VALUE OF MODEL MIGRATION
- 3.3 NICHE OR DISRUPTIVE INNOVATION? PHARMACEUTICAL COMPANIES PLACE BETS
4.0 PHARMA READINESS FOR PERSONALIZED MEDICINE
- 4.1 INTERNAL READINESS
- 4.1.1 THE OPTIONS FOR TEST INDEX (OFTI"!)
- 4.1.2 PIPELINE ANALYSIS
- PROPORTION OF PHASE 3 PIPELINES ASSOCIATED WITH PERSONALIZED MEDICINE
- MISSED OPPORTUNITIES?
- 4.2.1 ASSESSMENT OF EXTERNAL READINESS
- PACE AND EXPERIENCE IN BRINGING NEW PERSONALIZED THERAPIES TO MARKET
- MARKET PERFORMANCE OF PERSONALIZED THERAPIES ALREADY IN THE MARKET
- DEAL FLOW RELATED TO PERSONALIZED MEDICINE
- PERSONALIZED MEDICINE RELATED PRESS ACTIVITY
- CONCLUSIONS ABOUT EXTERNAL READINESS
- 4.2.2 COMPETITIVE RANKING OF PHARMACEUTICAL COMPANIES
- MEASURING COMPETITIVENESS
- RANKING OF OVERALL READINESS
- CONCLUSIONS FOR COMPETITIVE RANKING OF THE PHARMACEUTICAL COMPANIES
- 4.2.3 CASE STUDY: THE ROLE OF INTELLECTUAL PROPERTY IN LOCKING AND
UNLOCKING MARKETS
- INTELLECTUAL PROPERTY
- THE ROLE OF EGFR MUTATIONS IN CANCER TREATMENT
- THE IP PROTECTION CASCADE IN EGFR MUTATION TESTING: AN OVERVIEW
- IMPACT OF EGFR MUTATION IP ON CLINICAL LABORATORIES
- BEYOND EGFR: IMPLICATIONS OF IP FOR THE EVOLUTION OF PERSONALIZED
MEDICINE
5.0 PHARMACEUTICAL/DIAGNOSTIC OPERATING MODELS: FUTURE OUTLOOK
- 5.1 PHARMACEUTICAL AND DIAGNOSTIC TARGETED THERAPY MODELS
- 5.1.1 TRADITIONAL RX VS. DX
- 5.1.2 STRATEGIC TARGETED THERAPY PARTNERSHIP
- 5.1.3 RX/DX HOLDING
- 5.1.4 INTEGRATED TARGETED THERAPY
- 5.2 COMPARISON OF THE FOUR MODELS
- 5.2.1 RX CONTROL OVER DX COMMERCIALIZATION
- 5.2.2 FLEXIBILITY OF RX-INTERNAL DX RESOURCES
- 5.2.3 DILUTION OF CORPORATE OPERATING MARGINS
- 5.2.4 BASIS FOR LONG-TERM TARGETED THERAPY STRATEGY
- 5.2.5 EXTERNAL VISIBILITY OF TARGETED THERAPY COMMITMENT
- 5.3 GROWING INTO FUTURE RX/DX MODELS
- 5.3.1 CONCLUSIONS FOR FUTURE RX/DX MODELS
- IS ROCHE ON TRACK TO BECOME AN INTEGRATED COMPANY?
6.0 COMPANY PROFILES
- 6.1 AMGEN
- 6.1.1 INTERNAL READINESS
- 6.1.2 EXTERNAL READINESS
- 6.2 ASTRAZENECA
- 6.2.1 INTERNAL READINESS
- 6.2.2 EXTERNAL READINESS
- 6.3 BRISTOL-MYERS SQUIBB
- 6.3.1 INTERNAL READINESS
- 6.3.2 EXTERNAL READINESS
- 6.4 GLAXOSMITHKLINE
- 6.4.1 INTERNAL READINESS
- 6.4.2 EXTERNAL READINESS
- 6.5 ELI LILLY AND COMPANY
- 6.5.1 INTERNAL READINESS
- 6.5.2 EXTERNAL READINESS
- 6.6 MERCK & CO.
- 6.6.1 INTERNAL READINESS
- 6.6.2 EXTERNAL READINESS
- 6.7 NOVARTIS
- 6.7.1 INTERNAL READINESS
- 6.7.2 EXTERNAL READINESS
- 6.8 PFIZER
- 6.8.1 INTERNAL READINESS
- 6.8.2 EXTERNAL READINESS
- 6.9 ROCHE HOLDING AG
- 6.9.1 INTERNAL READINESS
- 6.9.2 EXTERNAL READINESS
- 6.10 SANOFI-AVENTIS
- 6.10.1 INTERNAL READINESS
- 6.10.2 EXTERNAL READINESS
CONCLUSIONS
BIBLIOGRAPHY
