Group items tagged

"Lithium is the workhorse of computer battery, instead of lithium, basically, the idea was to switch that to sodium," Bettinger said.

healthcare practitioners (HCPs)

1. Managed care-driven2. Patient-driven3. Technology-driven

The following questions are being tested in industry research to better characterize the new influences and to set up more insightful metrics of brand performance: How does the influence affect the strength of the relationship between the prescriber, company, and brand?  Can relationships with HCPs be strengthened by indirect influences, such as social media?  Regular assessment of relationship strength and corresponding value delivered is critical for brands operating under new commercial models. How does the influence support or contradict the brand's value proposition?  One metric to consider is believability of the brand's message in light of new influences being exercised. For example, peer-to-peer experiential dialog via the Internet may substantiate or significantly weaken the brand's claims. A metric of "customer alignment" is required and can be quantified by mining the dialog. To what extent does the influence help or hurt company communication and education efforts, including personal promotion?  The emergence of widely accessible technologies for sharing information has the potential to spread incomplete, biased, or worse, inaccurate information, which may change the nature of discussions between reps and HCPs. Field organizations must understand and address misconceptions and objections that develop more quickly in today's highly-connected environment. At the heart of today's influences are two related goals: containing costs and understanding comparative effectiveness. Measurement programs need to consider both these drivers to effectively evaluate brand performance. Measuring the impact of a pharmaceutical

As the company’s business has been hit hard by the loss of patent protection for one of its key drugs, the high blood pressure treatment Diovan, and the financial pressures affecting healthcare systems worldwide, Novartis has begun to change the method it uses to price its medicines

I … started to shift our business away from a transactional model that was focused on physically selling the drugs to delivering an outcome-based approach to add value beyond just the pill,” said Jimenez in an interview with The Wall Street Journal. “I really believe that in the future, companies like Novartis are going to be paid on patient outcomes as opposed to selling the pill.”

Last year saw the largest loss of revenue yet from major drugs due to patent expiries, but a continuation of 2011's higher level of drug approvals and new initiatives to address R&D challenges provide hope for the future.

In September 2012, the non-profit TransCelerate BioPharma was established by Abbott, AstraZeneca, Boehringer Ingelheim, Bristol-Myers Squibb, Eli Lilly, GlaxoSmithKline, Johnson & Johnson, Pfizer, Genentech and Sanofi, initially to focus on improving clinical trial processes.

Incentives to develop breakthrough products were one of the major themes in the fifth incarnation of the US Prescription Drug User Fee Act (PDUFA), authorized in July 2012, through which industry pays fees to the FDA for product review (Nature Rev. Drug Discov. 11, 586–588; 2012).

What's more, "e-health" has become synonymous with government boondoggles. The country has spent $4 billion on the endeavour, but e-health initiatives in Ontario, B.C., N.B. and P.E.I. have all been accused of mishandling the awarding of contracts and having little to show for the amount of money invested.

Electronic medical records and other digital technologies have the potential to improve patient outcomes by helping hospitals identify and track infections, medication errors and other adverse events and alerting physicians to drug interactions and other problems.

"Most hospitals have implemented technology not to address these issues but to try to either create efficiencies or get better at billing, get better at coding," he said.

Key Topics Covered Value Based Pricing- Strength of Innovation Vs Fiscal Pressures Major therapy areas to shape up pharma business going forward Europe – Regulatory Pressures and Increasing Pro Generic Stance Will US fall to Pricing Pressures? Emerging Markets and their importance in Growth of Large Cap Pharma Global Pharma -Drugs Losing Patent Protection By 2017 Impact of patent expiry in w.r.t. 2012 total revenue thru 2017 Global Pharma Research Pipeline (PhII And PhIII)- 2013 Global Pharma Milestones in 2013 Roche: Breast Cancer Franchise And Actemra To Drive Near Term Growth, And Multiple Blockbusters In Pipeline To Take Care Of Long Term Growth GlaxoSmithKline: Next Generation Bronchodilators, Melanoma, Hiv And Emerging Market To Lead The Way While Regulatory Overhang In Respiratory And EU Pricing Pressure Persist Bristol-Myers Squibb: Pressures To Dominate In The Near Term, Pipeline Will Take Longer To Deliver AstraZeneca: 2013 Will Be A Transition Year And AZN May Have To Take Some Bold Initiatives Eli Lilly: Late Stage Pipeline Fickle And Risky Merck: News-flow from Mega-trial on MRK's cardiology Franchise would reshape Merck's Growth Prospects Novartis: Back on a Growth Trajectory Novo Nordisk: Hemophilia Franchise and Thrice Weekly Degludec – The Future Drivers Pfizer: M&A Only Can Drive Further Upside In The Near Term Sanofi: Solid Base Business, But Upside From Pipeline Will Take Longer To Come About Global Pharma Sector Industry Tables

provides valuations and an in depth analyses of biotech companies, their launched drug portfolio and promising drug candidates in the pipeline.

Profitable Biotech (Mature Biotech) and non-Profitable Biotech companies (Rising stars)

In the next five years the distinction between mature biotech companies and large global pharma is likely to disappear as investment in R&D and acquisition start delivering and Market Cap match the large global pharma. Dividend and consolidation could be the future drivers and continue to attract long term investors.