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
- 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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