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Will Big Pharma Find Success in Generics?
Decision Resources, Inc, Nov 2011
Emerging markets are a key growth engine for the pharmaceutical industry. Because of increasing pressure from patent expiries, reimbursement restrictions, and R&D setbacks in their core branded business, many Big Pharma companies are implementing strategies to take advantage of generics opportunities in both established and emerging pharmaceutical markets.
These endeavors offer the potential of a top-line boost in revenues at a time when patent cliffs loom and innovative brand sales are at risk of generics erosion in developed markets. However, generics initiatives also pose significant challenges and market uncertainties and may well offer only a short-term gain in global revenues at the expense of more lucrative, longer-term gain from R&D innovation.
This report discusses generics opportunities and challenges facing the pharma industry and analyze the current generics strategies of Big Pharma companies in emerging and established markets.
Questions answered in this report:
- Although Novartis/Sandoz has long been committed to a generics strategy, most other Big Pharma players are recent proponents of a generics business model. What are the current generics strategies of the top pharmaceutical companies? What elements do they have in common? What are the challenges and opportunities of this approach?
- Many Big Pharma companies have engaged in deals designed to take advantage of generics opportunities. What are the major deals in this area? Who are the major players? What strategic objectives were met in these deals? Which nontraditional pharma players have been active in this area?
- The majority of Big Pharma companies are actively pursuing opportunities in emerging markets. What strategies are they using? Which companies have been particularly active? Which companies are pursuing biosimilars? What business models are Big Pharma companies using?
- Diversification into generics likely will have more staying power than previous industry diversification attempts into non-core businesses. What are the advantages of diversifying into additional pharmaceutical market segments? What diversification strategies were not successful in the past?
- Japanese patients and physicians have long been resistant to generics. What initiatives is the Japanese government using to promote generics use? How does the world’s largest generics company view the Japanese market? What strategies is Teva Pharmaceutical Industries planning for this market?
- Achieving profitable and sustainable growth is key to success in generics and in emerging markets. How does the top-line growth of global generics companies compare to that of top branded pharmaceutical companies? What are the gross and operating margins of global generics companies compared to those of the top branded pharmaceutical companies?
Scope:
Geographies: Advanced economies, Africa, Argentina, Asia Pacific, Australia, Brazil, Commonwealth of Independent States (CIS), Czechoslovakia, China, Eastern Europe, emerging markets, Egypt, Europe, France, Germany, India, Italy, Japan, Kazakhstan, Malaysia, Mexico, the Middle East, Latin America, Pakistan, Russia, South Korea, Spain, Turkey, Ukraine, the United States, Western Europe.
Pharma industry: Percentage of ethical drug sales in total revenues, impact of generics erosion on sales, top 25 innovative brands, brands facing generics erosion, stock price success of global generics companies, generics penetration in Japan, prescription drug sales of top pharma companies, gross and operating margins of top pharma companies, R&D spend as a percentage of prescription drug sales, nontraditional players.
Business opportunities: Life-cycle management, innovative R&D, established products, hybrid business model, branded generics, emerging markets, Japanese generics market, generics strategies of 8 Big Pharma companies, generics in mature markets, biosimilars, commodity generics, divestment of non-core businesses, diversification, geographic expansion, over-the-counter (OTC) segment, increasing prescription volumes, generics deals, bolt-on acquisitions, collaborations, cost cutting, restructuring, biobetters, injectables, pharmaceutical innovation, merger and acquisition (M&A), specialty generics, hard-to-formulate products, balancing risk, targeted R&D model, share repurchase, authorized generics.
Exhibits: 12 data-rich tables and figures.
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