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SPECIAL REPORT: Lessons Learned in the Pharma Industry, 2008
Decision Resources, Inc., Dec 2008, Days: 65
Introduction
2008 will come to be known as the year when real change started to take hold across the pharmaceutical industry. While some company leaderships may have been reluctant to alter the status quo in past years, 2009 looms as a new beginning to invest in those industry-altering steps that will bring long-term success. In this report, we discuss the top ten events/issues of 2008 and the lessons they offer for the pharma industry.
Get the Answers You Need to Shape Your Strategy
- Healthcare reform is the number three priority in President-Elect Barack Obama’s administration. What can companies expect in the way of reform? What cost-containment measures are likely? What advantages are arising?
- The research-based pharmaceutical industry faces many pricing and reimbursement challenges in all the major markets. What are they? What healthcare management tools did employers use in 2008 to manage their costs? What new deal-making activities are taking hold?
- Eli Lilly CEO John C. Lechleiter says we are close “to realizing the most extraordinary breakthroughs of all time in human health.” Why is personalized medicine so important? And achievable? Why is the diagnostics industry in the catbird’s seat?
- The R&D function at most pharma companies has become critically dependent on in licensing or acquiring products and companies to fill pipelines. What are companies doing to protect and nurture this revenue stream? What is a good indicator of the quality of a company’s internal R&D versus its partnering strategies?
- The pharma industry has been stalled in a model of drug development that has centered for years on the fully integrated pharma company (FIPCO) and the blockbuster drug. Is there an imperative for a shift in pharmaceutical business models? Does adopting a new approach necessitate abandoning the previous one? How does the industry transform itself from where it is now to where it needs to be? What strategies are pharma companies using to improve their bottom line?
Scope
- Expert insights: industry analysis from three outside experts and five Decision Resources’ Spectrum analysts.
- U.S. elections: transformed political landscape, reforming healthcare, State Children’s Health Insurance Program (SCHIP), online blogs, biosimilars, guaranteed issue, individual mandates, cost-containment measures, Medicare price negotiation, drug importation, generics, stem cells, personalized medicine, revitalized FDA, research investments, increased scrutiny, secret shoppers, direct-to-consumer advertising (DTCA), electronic health records, electronic data capture, data security, genetic discrimination, New Hampshire’s data privacy lawsuit.
- Pricing and reimbursement: average prices of biologics and small-molecule drugs in major markets, cost-containment, healthcare management tools, health technology assessment, Medicare Part D, comparative effectiveness, cost-effectiveness data, therapeutic substitution, voluntary rebate contracts, cost- and risk-sharing contracts, bundling contracts, biennial price revisions, long-listed drugs, genuine pharmaceutical innovation, self-restraint in setting prices.
- Diagnostics-driven drug development: molecular diagnostics, high-value biomarker tests, genomic profiling, companion diagnostics, Agendia’s MammaPrint, Genomic Health’s Oncotype Dx, subtypes
- Personalized medicine: case studies on Eli Lilly and Roche, misperceptions about the personalized medicine paradigm, tailored therapeutics, optimal patient outcomes, medically differentiated products, holistic approach, disease prevention, cross-industry integration, healthcare continuum, test-drug co development, continuing education programs, value-for-money proposition, personal genome, next-generation sequencing, X Prize Foundation, 1000 Genomes Project.
- Pharma partnering: monumental value to the industry, buying in R&D, source of top ten pharma’s marketed products, Lilly deals, case study on Lilly’s new FIPNet model, alliance management,virtualization, hostile takeovers, mega mergers, decentralized management, outsourcing, partnering, emerging markets, BRIC, alliance health checks, partner of choice, preferred partner, partnering reputation, governance structures, project champion, alliances as critical drivers of value.
- Changing business strategies: case studies on Merck Serono and Sanofi -Aventis, cost-cutting, restructuring, layoffs, targeted therapies, diagnostics-driven drug development, differentiated products, acquisitions, in licensing, alliance management, divestments, demergers, geographic expansion, BRIC-M markets, Big Biotech and Big Pharma’s diverse businesses, revenues per employee, externalization, virtual integration, virtualization, consolidation, diversification, mega mergers, mega blockbusters, focused therapy areas, ratio of blockbusters to total drugs launched.
- Pharma businesses and business models: pharmaceuticals, OTC/consumer healthcare, generics, diagnostics, vaccines, specialty pharmaceuticals, animal health, nutrition, biopharmaceuticals, FIPNet, virtualization, personalized medicine, blockbusters, FIPCO, alliance-centric.
- Changing business strategies: case studies on Merck Serono and Sanofi -Aventis, cost-cutting, restructuring, layoffs, targeted therapies, diagnostics-driven drug development, differentiated products, acquisitions, in licensing, alliance management, divestments, demergers, geographic expansion, BRIC-M markets, Big Biotech and Big Pharma’s diverse businesses, revenues per employee, externalization, virtual integration, virtualization, consolidation, diversification, mega mergers, mega blockbusters, focused therapy areas, ratio of blockbusters to total drugs launched.
- Pharma businesses and business models: pharmaceuticals, OTC/consumer healthcare, generics, diagnostics, vaccines, specialty pharmaceuticals, animal health, nutrition, biopharmaceuticals, FIPNet, virtualization, personalized medicine, blockbusters, FIPCO, alliance-centric.
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