製藥產業的產品組合管理動向

本報告已在2011年07月19日停止出版。

簡介

目錄

Abstract

Overview

Introduction

With growing competition, Pharma companies are under increased pressure to deliver additional value for key stakeholders through their portfolios. Companies with comprehensive portfolios offering more to physicians, patients, payers and pharmacists will have the competitive edge.

Scope

• An overview of the current trends in pharmaceutical portfolio management
• Analysis of the ways in which pharmaceutical companies can develop their portfolios to add value to key stakeholders
• Case study analysis of recent portfolio challenging scenarios and what strategies were, or could be employed, in such situations

Highlights

Achieving a balanced portfolio in terms of new product development, lifecycle management and business development and licensing is key to reducing risk and growing franchise sales. With patent expiry of key blockbuster drugs approaching lifecycle management is very popular but over reliance on this approach can damage long-term prospects

Niche and specialty therapies are gaining ground over primary care portfolios, but growing competition and a tougher pricing and reimbursement environment do not make this an easy direction to follow

Payers have greater power than ever, and are increasingly influencing physicians' treatment choices. Therefore, pricing and reimbursement analysis needs to be incorporated into portfolio revision process as early as possible in drug development.

Reasons to Purchase

• Understand the key issues in the pharmaceutical marketplace that are putting a strain on drug portfolios
• Understand the recent trends in portfolio development strategies and learn from best practice
• Gain an insight into how pharmaceutical companies are responding to situations that are challenging their marketed and R&D portfolios

Table of Contents

• CHAPTER 1 EXECUTIVE SUMMARY
  • Scope of the report
  • Key findings
• CHAPTER 2 INTRODUCTION TO PORTFOLIO MANAGEMENT
  • Pharma industry is facing a range of challenges impacting portfolio management
    • Pharmaceutical R&D productivity is declining
    • Regulatory approval criteria are becoming more stringent
    • Cost-containment pressures are increasing
    • Shorter drug lifecycles
  • R&D versus marketed product portfolio management
    • R&D portfolio management
    • Marketed products portfolio management
    • Fit between R&D and marketed product portfolios is important
    • Portfolio fit with long-term company strategy
• CHAPTER 3 TRENDS IN PORTFOLIO MANAGEMENT
  • Trends in portfolio offerings
    • More for physicians
      • Case study: Astellas - bridging its transplant and antifungal portfolios
    • Best for patients
      • Case study: Shire' s ADHD portfolio
    • More for patients
      • Case study: GlaxoSmithKline - providing more for HIV patients through fixed dose combinations
    • More for payers
      • Generic portfolio management
      • Offering both branded and generic drugs
    • Adding value through additional services
      • Case study: Pfizer' s endocrine care portfolio
      • Case study: Roche' s hepatitis C franchise
  • Niche specialty drugs vs primary care blockbusters
    • Diagnostics are playing a greater role
    • Who will focus on primary care markets?
  • Balancing the risk - multisource portfolio management
    • Business development and licensing versus in-house new product development
      • Sourcing drugs from partners
      • Case study: Roche - a multi-source oncology portfolio
  • Opportunistic portfolio management
    • Novartis increased presence in multiple sclerosis by acquiring marketed drugs in anticipation of new product launch
  • Portfolio revision through early dialogue with payers
• CHAPTER 4 CASE STUDIES OF RECENT PORTOFOLIO MANAGEMENT STRATEGIES
  • Portfolio challenging scenarios - what to do when disaster strikes
    • Late-stage failure or market withdrawal
    • Safety event damages brand reputation
    • Patent expiry
      • Intensify lifecycle management activities
      • Replenish portfolio through in-licensing and co-marketing agreements or lifecycle management with a partner
    • Exit and move into a different area
  • Pfizer' s failure to replace sales lost when Lipitor goes off-patent will ruin its mid-term performance - can anything still be done?
    • Torcetrapib failure and Exubera withdrawal caused further damage to Pfizer' s future revenue prospects
    • Pfizer responded by entering licensing agreements and acquisitions...
    • ...but its launch portfolio is still looking thin
    • Too little, too late?
      • Has the company missed out on biologics?
  • Eli Lilly - growing its diabetes franchise through partnerships with smaller players
    • Eli Lilly' s collaboration with Amylin proves to be fruitful
    • A varied diabetes pipeline
    • Eli Lilly' s pipeline development continues to rely on small partners
    • Byetta LAR - a low-risk option expected to drive future growth
    • Teplizumab
    • Three drugs are in development with Transition Therapeutics in addition to a small number of in-house candidates
    • Inhalable insulin development discontinued following Exubera flop
  • GlaxoSmithKline and Avandia - diabetes franchise at risk?
    • A rich and varied pipeline developed both alone and with partners
  • Biogen IDEC' s multiple sclerosis franchise
    • Biogen IDEC' s marketed and pipeline agents within its multiple sclerosis franchise span a range of mechanisms of action and modes of delivery
    • Licenses and collaborations are used to expand the franchise
    • Avonex
      • Indication expansion and new clinical data grew Avonex' s market share
    • Tysabri
    • Rituximab
    • Other pipeline agents
  • AstraZeneca - company turns to serial acquisitions and internal R&D reshuffle following Phase III failures and market withdrawals
    • Iressa
    • AstraZeneca' s cardiovascular portfolio had setbacks with Exanta' s withdrawal and AZD-7009' s discontinuation
    • Galida
    • Externally developed candidates also bomb
    • Acquisitions
      • Acquisition decisions reflect a long-term strategy of entering the biologics arena
• CHAPTER 5 BIBLIOGRAPHY
  • Publications and online articles
  • Conference literature
  • Datamonitor reports
• APPENDIX
  • Glossary
• List of Tables
  • Table 1: Advantages and disadvantages of using lifecycle management to plug revenue gaps due to patent expiry and lack of replacement products
  • Table 2: Pfizer entered a number of licensing deals in 2007 and the first half of 2008
  • Table 3: Pfizer has acquired five companies since January 2007
  • Table 4: Pfizer' s launch portfolio, 2007-2013
  • Table 5: Eli Lilly' s type 2 diabetes franchise, 2008
  • Table 6: Eli Lilly' s antidiabetics R&D portfolio, 2008
  • Table 7: GlaxoSmithKline' s R&D pipeline in diabetes therapeutics, 2008
  • Table 8: AstraZeneca made several acquisitions in 2006 and 2007
• List of Figures
  • Figure 1: Pharmaceutical portfolio management is facing a range of challenges, 2008
  • Figure 2: The number of NMEs approved by the FDA, has fallen despite growing R&D expenditure, 1990-2006
  • Figure 3: Payers are introducing a range of measures designed to curb drug spending
  • Figure 4: Product lifecycles are getting shorter
  • Figure 5: Various factors are impacting brand erosion at patent expiry
  • Figure 6: Marketed products versus R&D portfolio management
  • Figure 7: Technical, commercial and strategic considerations impact portfolio decisions
  • Figure 8: Recommendations for successful R&D portfolio management
  • Figure 9: Effective marketed products portfolio management can provide value in three different ways
  • Figure 10: Ideally products in a portfolio should complement and not compete
  • Figure 11: Companies operate on the basis of a sliding 10-year window
  • Figure 12: Corporate strategy impacts portfolio management and vice versa
  • Figure 13: Portfolio offerings can be targeted at providing more for patients, payers or physicians
  • Figure 14: Astellas' s antifungal, antibacterial and transplant portfolios are aimed at critical care physicians
  • Figure 15: Shire is committed to developing a range of treatments for ADHD patients
  • Figure 16: GlaxoSmithKline' s HIV portfolio provides a continuum of care for the patients, 1998-2016
  • Figure 17: A range of services aimed at physicians, nurses and patients can add value to the portfolio
  • Figure 18: Pfizer' s endocrine care portfolio is optimizing its service offering to differentiate the product
  • Figure 19: Roche enhanced the competitiveness of its hepatitis C franchise by providing support services
  • Figure 20: Advantages and disadvantages of niche specialty drugs vs primary care products
  • Figure 21: Advantages and disadvantages of theranostics
  • Figure 22: Advantages and disadvantages of LCM, NPD and BD&L
  • Figure 23: Advantages and disadvantages of acquiring new products through different types of partnerships or M&A
  • Figure 24: Roche' s relationship with Genentech and Chugai is critical for the development of its oncology portfolio
  • Figure 25: Several strategies can be employed to fill portfolio gaps when a challenge is encountered
  • Figure 26: Gilead and Bristol-Myers Squibb combined some of their HIV drugs into FDCs to strengthen their portfolio offering
  • Figure 27: Drivers and resistors of exiting a therapy area following a portfolio challenging event
  • Figure 28: Eli Lilly' s diabetes portfolio aims to satisfy a range of stakeholders
  • Figure 29: Advantages and disadvantages of Eli Lilly' s portfolio development in collaboration with smaller partners
  • Figure 30: GlaxoSmithKline' s diabetes portfolio is challenged by Avandia' s woes but the mid- and early-stage pipeline is well populated
  • Figure 31: Biogen IDEC' s strategy for multiple sclerosis portfolio growth
  • Figure 32: Biogen IDEC' s multiple sclerosis portfolio is aiming to satisfy different stakeholders' needs
  • Figure 33: Biogen IDEC' s marketed and pipeline multiple sclerosis agents span a range of action mechanisms and modes of delivery

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