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Table of Contents
- CHAPTER 1 EXECUTIVE SUMMARY
- Key findings
- Historical and forecast ethical sales performance
- Therapeutic strategy
- Launch and expiry outlook
- Externalization, geographic and molecule type strategies
- Externalization strategy
- Geographic strategy
- Molecule type strategy
- SWOT analysis
- Strengths
- Weaknesses
- Opportunities
- Threats
- CHAPTER 2 CORPORATE HISTORY
- Key findings
- Background
- Key corporate developments
- M&A history
- CIMA Labs: a story of lifecycle management
- Salmedix: branching out into oncology
- Zeneus Holdings: gaining a foothold into Europe
- Product acquisitions- Amrix, developing a new therapeutic interest
- Collaborative agreements
- CHAPTER 3 HISTORICAL PERFORMANCE
- Key findings
- Introduction
- Revenue and growth rate analysis, 2001-06
- Revenue and growth rate vs. peer set
- Product analysis, 2001-06
- Operating revenue and cost analysis, 2001-06
- Operating revenue/cost analysis
- CHAPTER 4 FORECAST PERFORMANCE
- Key findings
- Introduction
- Revenue and growth rate, 2006-12
- Product analysis, 2006-12
- Growth drivers
- Growth resistors
- Therapy area analysis, 2006-12
- Launches and expiries analysis, 2006-12
- Launch portfolio
- Core portfolio
- Expiry portfolio
- Launch/core/expiry configuration
- Externalization analysis, 2006-12
- Geographic analysis, 2006-12
- Molecule type analysis, 2006-12
- CHAPTER 5 KEY PRODUCTS AND COMPETITORS
- Key findings
- Overview
- Central nervous system
- Actiq
- Overview
- Sales forecast
- Newsflow
- Competitive landscape
- Fentora
- Overview
- Sales forecast
- Newsflow
- Provigil
- Overview
- Sales forecast
- Newsflow
- Current market assessment
- Future market assessment
- Nuvigil
- Overview
- Sales forecast
- Newsflow
- Future potential
- R&D pipeline
- CHAPTER 6 APPENDIX
- IMS vs. company-reported data reconciliation
- Abbreviations
- List of Tables
- Table 1: Peer set overview
- Table 2: Operating revenue/cost analysis ($m), 2001-06
- Table 3: Operating cost ratio analysis (% of total revenues), 2001-06
- Table 4: Product portfolio overview, sales ($m), 2006-12
- Table 5: Therapy area overview, sales ($m), 2006-12
- Table 6: Launch portfolio overview, sales ($m), 2006-12
- Table 7: Core portfolio overview, sales ($m), 2006-12
- Table 8: Expiry portfolio overview, sales ($m), 2006-12
- Table 9: Externally developed portfolio ($m), 2006-12
- Table 10: Molecule type overview, sales ($m), 2006-12
- Table 11: Key products overview
- Table 12: Actiq: overview
- Table 13: Actiq: sales forecast ($m), 2006-12
- Table 14: Actiq: newsflow
- Table 15: Fentora: overview
- Table 16: Fentora: sales forecast ($m), 2006-12
- Table 17: Fentora: newsflow
- Table 18: Provigil: overview
- Table 19: Provigil: sales forecast ($m), 2006-12
- Table 20: Provigil: newsflow
- Table 21: Nuvigil: overview
- Table 22: Nuvigil: sales forecast ($m), 2006-12
- Table 23: Nuvigil: newsflow
- Table 24: Cephalon R&D pipeline (Phase I-registration)
- List of Figures
- Figure 1: Historical and forecast ethical sales performance (% CAGR),
Cephalon and the biotechnology peer set
- Figure 2: Therapeutic focus vs. biotechnology peer set (%), 2006
- Figure 3: Launch, core and expiry, absolute sales growth, 2006-12
(sales as % of 2006 sales), Cephalon
- Figure 4: Launch, core and expiry, absolute sales growth, 2006-12
(sales as % of 2006 sales), peer set
- Figure 5: Molecule type, externalization and geographic market
dependency (%) vs. peer set, 2006
- Figure 6: Molecule type, externalization and geographic market
dependency (%) vs. peer set, 2012
- Figure 7: SWOT analysis of Cephalon
- Figure 8: Revenue & growth rate (ethical sales) ($m), 2001-06
- Figure 9: Ethical revenue ($m) and growth rate (%) vs. peer set,
2001-06
- Figure 10: Growth drivers/resistor products of historical revenue
performance ($m), 2001-06
- Figure 11: Operating revenue/cost analysis ($m), 2001-06
- Figure 12: Operating cost ratio analysis (% of total revenues), 2001-06
- Figure 13: Ethical revenue ($m) and growth rate (%), 2006-12
- Figure 14: Top five products by sales ($m), 2006
- Figure 15: Top five products by sales ($m), 2012
- Figure 16: Growth drivers and resistors by product, 2006-12
- Figure 17: Key strategic products, sales ($m), 2006-12
- Figure 18: Ethical sales by therapy area ($m), 2006-12
- Figure 19: Growth drivers and resistors by therapy area ($m), 2006-12
- Figure 20: Ethical sales by therapy area (%), 2006-12
- Figure 21: Therapy area focus compared with peer set (% total ethical
sales), 2006
- Figure 22: Therapy area focus compared with peer set (% total ethical
sales), 2012
- Figure 23: Launch schedule, sales ($m), 2006-12
- Figure 24: Expiry schedule, sales ($m), 2006-12
- Figure 25: Launch, core and expiry, sales ($m), 2006-12
- Figure 26: Launch, core and expiry, absolute sales growth, 2006-12
(sales as % of 2006 sales), Cephalon
- Figure 27: Launch, core and expiry, absolute sales growth, 2006-12
(sales as % of 2006 sales), peer set
- Figure 28: Externalization dependency, sales ($m), 2006-12
- Figure 29: Growth drivers and resistors, externally vs. internally
discovered products, sales ($m), 2006-12
- Figure 30: Externalization dependency vs. peer set, % total sales, 2006
- Figure 31: Externalization dependency vs. peer set, % total sales, 2012
- Figure 32: Geographical sales breakdown ($m), 2006-12
- Figure 33: Growth drivers and resistors by geography, sales ($m),
2006-12
- Figure 34: US dependency vs. peer set, % total sales, 2006
- Figure 35: US dependency vs. peer set, % total sales, 2012
- Figure 36: Molecule type sales breakdown ($m), 2006-12
- Figure 37: Growth drivers and resistors by molecule type, sales ($m),
2006-12
- Figure 38: Biologics dependency vs. peer set, % total sales, 2006
- Figure 39: Biologics dependency vs. peer set, % total sales, 2012
- Figure 40: IMS vs. company-reported ethical sales discrepancy ($m),
2006
- Figure 41: IMS vs. company-reported ethical sales forecast growth
rates (%), 2006-12
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