Table of Contents
Chapter 1 The blockbuster: An unsustainable model 24
- Summary 24
- Introduction 25
- The rise and fall of the blockbuster phenomenon 27
- The blockbuster phenomenon 27
- When blockbusters come off patent 29
- Implications for the future of the industry 31
Chapter 2 The industry at a crossroads 34
- Summary 34
- The Failure of R&D 34
- The R&D performance gap 38
- The failure of the "mega-merger" 41
- Conclusion 44
Chapter 3 Beyond the blockbuster: Personalized medicine 48
- Summary 48
- Where next? 49
- Personalized medicine 51
- Gene-based therapies reach the market by 2010 51
- The race for new therapies 53
- Conclusion 55
Chapter 4 Targeted medicine: Oncology 58
- Summary 58
- Introduction 59
- A promising therapeutic field 61
- Therapeutic focus on cancer 62
- Drug discovery deals 63
- Molecularly targeted therapies 66
- Herceptin 67
- Promising treatments for breast cancer 69
- Advances in treatment for colorectal cancer 70
- Prostate cancer 70
- Conclusion 71
Chapter 5 Targeted drug delivery 76
- Summary 76
- New drug technologies 78
- Customized medicine 79
- A future of unseen opportunity 80
- Advances in science 81
- Targeted drug delivery 82
- Oral delivery of macromolecules 83
- Enhanced bioavailability / Efflux inhibitors 83
- SCF technologies 84
- Inhibiting P-gp action 84
- Injectable, biodegradable depot drug delivery 85
- Parenteral drug delivery 85
- PEGylation to deliver protein and cancer drugs 86
- Conclusion 87
Chapter 6 Drug development: Outsourcing
- and partnering 90
- Summary 90
- Introduction 91
- The changing CRO model 92
- Biotechs are reshaping drug development 93
- Moving from vendor to strategic partner 93
- Realizing strategic value 94
- The ideal CRO model for the new outsourcing paradigm 96
- Models for outsourcing 97
- Do-it-yourself 97
- Architect 97
- Integrated design and build 98
- Risk-sharing 98
- Conclusion 99
Chapter 7 Case study: Roche 102
- Summary 102
- Banking on "nichebusters" 102
- A radically transformed Roche portfolio 103
- Diagnostics: An essential precursor for targeted medicines 104
- R&D partnerships for faster growth 106
- Conclusion 107
Chapter 8 Case study: Novartis 110
- Summary 110
- Targeted medicine 110
- Breadth vs depth? 111
- Novartis portfolio 112
- PTK787 (ZX 222584) 112
- ICL670 113
- Gimatecan 113
- Femara 114
- Conclusion 115
- Beyond targeted medicine 115
Chapter 9 Creating tomorrows winning
- company 120
- Summary 120
- Prisoners of ROI 121
- Adding a dimension to the matrix 121
- Pharmaceutical companies as service providers 122
- Boom times knocking at the door.. 123
- But not without change 124
- Alliances fuel innovation 125
- Growing a product to its maximum sales 126
- Medicines for "My" body 127
- A broader view of the competition 128
- Far-reaching psychological and structural transformation 129
- Conclusion 131
- Index 132
Figures
- Figure 1.1: From therapy to health maintenance busters 26
- Figure 2.2: Emergence of an elite group of R&D spenders 35
- Figure 2.3: Ten year evolution of a drugs development cost 36
- Figure 2.4: Declining R&D success* 37
- Figure 2.5: Drug candidates of major R&D-driven pharma companies 38
- Figure 2.6: Performance gap in R&D 39
- Figure 2.7: Breakdown of projects by clinical phase and source of drug 40
- Figure 2.8: No economies of scale in pharmaceutical R&D 42
- Figure 2.9: Shareholder returns of merged and non-merged companies 44
- Figure 2.10: The need for alliances and partnering 45
- Figure 3.11: Genomic research based products reach the market before 2010 52
- Figure 3.12: Genetically manufactured substances in the pipeline 53
- Figure 4.13: Therapeutic focus of clinical pipeline activity 62
- Figure 4.14: Global oncology players, 2002 63
- Figure 4.15: Deals by therapeutic focus (Sept 02 t0 Mar 04) 64
- Figure 4.16: Therapeutic focus by company (Sept 02 to Mar 04) 65
- Figure 4.17: Development of the global oncology market 2001-2008* 66
- Figure 4.18: Breast cancer market opportunities 69
- Figure 6.19: Todays R&D environment 92
- Figure 6.20: The future R&D environment 96
- Figure 7.21: Leading products in the Roche portfolio, 2003 103
- Figure 7.22: The Roche business model: Innovation and diagnostics 104
- Table 8.23: Novartis, sales by type of business activity ($m), 2003 111
- Figure 8.24: External sources contribute to Novartisｴ product growth 115
- Figure 9.25: Drug discovery holds immense possibilities 126
- Figure 9.26: Reshaping the "traditional" healthcare model 128
- Figure 9.27: The integrated virtual MegaPharma-Biotech company 130
List of Tables
- Table 3.1: Drug candidates in early stage clinical development, 2002-2003 54
- Table 4.2: Cancer pathologies (selected) in the US 60
- Table 5.3: Novel drug technologies 78
- Table 7.4: Roche: Early stage development alliances 107
- Table 8.5: Estimated product launch timetable for Novartisｴ drug pipeline 114
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