Home | Publications | Country | Asia / Pacific | Japan place holder
place holder place holder

Japan

Japanese Pharma to 2010

Imminent Transition Towards Globalization Necessary for Survival

Publication Date   February 2005
Publisher   Datamonitor
Product Type   Report
Pages   356
ISBN Number   not applicable
Product Code   DAT281
Ask a question about this product?

Price £8,000.00

approximately: $13,814 | €10,158

Summary


Introduction

Dominated by domestic companies in the past, the Japanese pharmaceutical market is evolving, as regulatory changes stimulate direct western competition and generic penetration, and government cost containment measures restrict the market. The Japanese pharmaceutical companies must focus on rejuvenating their product offerings and strengthening their pipelines to drive global growth.

Scope

  • Profiles of 15 Japanese pharma companies, providing analysis of the companies' strategy, portfolio and pipeline and 7-year forecasts for key products
  • Benchmarking of top players through strategic, portfolio and financial measures; interactive Comparator and Virtual Merger tools available separately
  • Identification of R&D opportunities in the biotechnology industry for Japanese and western players to meet the growing generic threat
  • Evaluation of the strategic options available for Japanese players to drive global expansion and western pharmas to increase penetration of Japan

Highlights

Japanese companies must focus on R&D due to the weakness of their mature portfolios, which are at risk of generic penetration. In 2003, 60.8% of the leading Japanese companies' revenues came from drugs that were more than 10 years old.Overseas companies must consider their therapeutic focus and marketing capabilities to choose the best growth strategy in Japan. Although recent changes have made it easier for western companies to launch their own products in Japan, many still choose to either out-license products or to co-promote/co-market them.Although Takeda is forecast to maintain its leadership among the top Japanese pharmas, the creation of Astellas will jeopardize its position by 2010, unless measures are taken by the company to innovate its product portfolio and adopt more aggressive expansion strategies.

Reasons to Buy

  • Optimize your growth strategy in Japan through detailed knowledge of the performance of the leading Japanese pharmas, and local operating conditions
  • Identify the best product sourcing strategy for your company's position
  • Benchmark your performance against the leading Japanese pharmas

Content


  • Chapter 1 Executive Summary
    • Scope
    • Datamonitor's insights into the Japanese pharmaceutical market, 2004
    • Entering the biotechnology era: source of innovation - Japanese companies must invest in R&D to offset the weakness of their mature portfolios
    • Government encouragement to use generics to reduce healthcare costs is gradually gaining ground on leading, patent-expired brands, which rely on physicians' loyalty
    • Market stagnation is leading to consolidation among domestic companies and international expansion. Size of players and available resources make up the criteria for growth
    • Western companies need to consider their therapetuic focus and marketing capabilities to determine the most suitable Japanese entry strategies
    • Although Takeda is forecast to maintain leadership in the Japanese pharmaceutical market, the creation of Astellas will jeopardize its position by 2010, unless the company takes measures to innovate its product portfolio and adopts more aggressive expansion strategies
  • Chapter 2 Macro-Environmental Issues Affecting The Japanese Pharmaceutical Industry
    • Key findings
    • Healthcare provision
    • Structure
    • Recent and future reforms
    • Regulatory affairs
    • Legal framework governing the pharmaceutical industry
    • Recent amendments to the Pharmaceutical Affairs Law
    • Pharmaceuticals and Medical Devices Agency
    • Drug pricing and reimbursement
    • NHI pricing system
    • Implications of 2004 reimbursement price revision
    • Generics
    • Japanese generic market
    • Tax reforms
    • R&D tax credits
  • Chapter 3 Key Dynamics Of The Japanese Pharmaceutical Market
    • Key findings
    • Generic penetration
    • NHI price list in July 2004 and 2003
    • Generic companies operating in Japan
    • Generic threat to the domestic sector
    • Effect on western, independent pharmas
    • Impact of generic penetration on revenues to 2010
    • Containing the effect of generic competition
    • Biotechnology industry in Japan
    • Genomics and antibody technologies leading the Japanese biotechnology industry - strategies for growth in this market
    • Development of Japanese biotechnology industry - opportunities to drive and sustain growth to 2010
    • Consolidation strategies
    • Changing trends - consolidation: a necessity rather than an option
    • Consolidation with western players - acquisitions accelerating foreign penetration in Japan
    • Geographic representation - invaded or invading?
    • Key elements of Japanese pharmaceutical business strategy
    • Japan's stagnation - a booster for growth of foreign players
    • Lifecycle management strategies
  • Chapter 4 Market Assessment - Performance Benchmarking To 2010
    • Key findings
    • Company benchmarking
    • Ethical focus to drive long-term growth of key Japanese players
    • The Japanese pharmaceutical market: current and forecast winners and losers to 2010
    • Regional sales analysis: strengthening positions in major markets
    • Portfolio analysis
    • Market stagnation due to product maturation
    • Therapeutic focus - Current and future areas of investment in Japan
    • Value of portfolios - Reliance on mature, domestic and low-value products for growth
    • Generic penetration - increasing generic penetration
    • R&D focus - The weight of innovation in Japan's pharma industry
    • R&D Productivity - future growth drivers
    • Key launches to 2010
    • Origin of sources of current and future revenues - further emphasis in in-house development
    • Partnerships and agreements amongst the leading Japanese players
    • Sales and marketing expenditure in Japan
    • Financial benchmarking
    • Profitability measures
    • Liquidity and solvency measures
  • Chapter 5 Company Profiles
    • Chugai
    • - Strategy
    • - Portfolio and pipeline analysis
    • - R&D
    • - US Strategy
    • Daiichi
    • - Strategy
    • - Portfolio and pipeline analysis
    • - R&D
    • - US Strategy
    • Dainippon
    • - Strategy
    • - Portfolio and pipeline analysis
    • - R&D
    • - US Strategy
    • Eisai
    • - Strategy
    • - Portfolio and pipeline analysis
    • - R&D
    • - US Strategy
    • Fujisawa
    • - Strategy
    • - Portfolio and pipeline analysis
    • - R&D
    • - US Strategy
    • Kirin Brewery
    • - Strategy
    • - Portfolio and pipeline analysis
    • - R&D
    • - US Strategy
    • Kyowa Hakko Kogyo
    • - Strategy
    • - Portfolio and pipeline analysis
    • - R&D
    • - US Strategy
    • Mitsubishi Pharmaceuticals
    • - Strategy
    • - Portfolio and pipeline analysis
    • - R&D
    • - US Strategy
    • Ono Pharmaceuticals
    • - Strategy
    • - Portfolio and pipeline analysis
    • - R&D
    • - US Strategy
    • Sankyo
    • - Strategy
    • - Portfolio and pipeline analysis
    • - R&D
    • - US Strategy
    • Shionogi
    • - Strategy
    • - Portfolio and pipeline analysis
    • - R&D
    • - US Strategy
    • Sumitomo
    • - Strategy
    • - Portfolio and pipeline analysis
    • - R&D
    • - US Strategy
    • Takeda
    • - Strategy
    • - Portfolio and pipeline analysis
    • - R&D
    • - US Strategy
    • Tanabe
    • - Strategy
    • - Portfolio and pipeline analysis
    • - R&D
    • - US Strategy
    • Yamanouchi
    • - Strategy
    • - Portfolio and pipeline analysis
    • - R&D
    • - US Strategy
  • Chapter 6 Appendix
    • Report methodology
    • Exchange rates
    • About Datamonitor
    • About Datamonitor Healthcare
    • Datamonitor Healthcare's research and analysis methodologies
    • Datamonitor Healthcare's therapy area capabilities
  • List Of Tables
    • Table 1: Key Japanese health insurance schemes
    • Table 2: Recent M&A activity involving Japanese pharmaceutical companies, 1998-2004
    • Table 3: Proportion of sales achieved overseas, 2003
    • Table 4: Breakdown of Chugai's ethical sales by therapy area, 2002-10
    • Table 5: Chugai's key products, 2003
    • Table 6: Chugai's R&D pipeline, 2004
    • Table 7: Forecast sales of key products, 2003-10
    • Table 8: Chugai's R&D pipeline in the US, 2004
    • Table 9: Breakdown of Daiichi's ethical sales by therapy area, 2002-10
    • Table 10: Daiichi's key products, 2003
    • Table 11: Daiichi's R&D pipeline, 2004
    • Table 12: Forecast sales of key products, 2003-10
    • Table 13: Breakdown of Daiichi's US ethical sales by therapy area, 2002-10
    • Table 14: Daiichi's R&D pipeline in the US, 2004
    • Table 15: Breakdown of Dainippon's ethical sales by therapy area, 2002-10
    • Table 16: Dainippon's key products, 2003
    • Table 17: Dainippon's R&D pipeline, 2004
    • Table 18: Forecast sales of key products, 2003-10
    • Table 19: Dainippon's US R&D pipeline, 2004
    • Table 20: Breakdown of Eisai's ethical sales by therapy area, 2002-10
    • Table 21: Eisai's key products, 2003
    • Table 22: Eisai's R&D pipeline, 2004
    • Table 23: Forecast sales of key products, 2003-2010
    • Table 24: Breakdown of Eisai's ethical sales by therapy area, 2002-10
    • Table 25: US forecast sales of key products, 2003-10
    • Table 26: Eisai's R&D pipeline in the US, 2004
    • Table 27: Breakdown of Fujisawa's ethical sales by therapy area, 2002-10
    • Table 28: Fujisawa's key products, 2003
    • Table 29: Fujisawa's R&D pipeline, 2004
    • Table 30: Forecast sales of key products, 2003-2010
    • Table 31: Breakdown of Fujisawa's ethical sales by therapy area, 2002-10
    • Table 32: US forecast sales of key products, 2003-2010
    • Table 33: Fujisawa's R&D pipeline, 2004
    • Table 34: Breakdown of Kirin Brewery's ethical sales by therapy area, 2002-10
    • Table 35: Kirin Brewery's key products, 2003
    • Table 36: Kirin Brewery's R&D pipeline, 2004
    • Table 37: Forecast sales of key products, 2003-10
    • Table 38: Kirin Brewery's R&D pipeline in the US, 2004
    • Table 39: Breakdown of Kyowa Hakko's ethical sales by therapy area, 2002-10
    • Table 40: Kyowa Hakko's key products, 2003
    • Table 41: Kyowa Hakko's R&D pipeline, 2004
    • Table 42: Forecast sales of key products, 2003-10
    • Table 43: Kyowa Hakko's R&D pipeline, 2004
    • Table 44: Breakdown of Mitsubishi Pharma's ethical sales by therapy area, 2002-10
    • Table 45: Mitsubishi Pharma's key products, 2003
    • Table 46: Mitsubishi Pharma's R&D pipeline, 2004
    • Table 47: Forecast sales of key products, 2003-10
    • Table 48: Breakdown of Mitsubishi Pharma's US ethical sales by therapy area, 2002-10
    • Table 49: US forecast sales of key products, 2003-10
    • Table 50: Mitsubishi Pharma's R&D pipeline in the US, 2004
    • Table 51: Breakdown of Ono's ethical sales by therapy area, 2002-10
    • Table 52: Ono's key products, 2003
    • Table 53: Ono's R&D pipeline, 2004
    • Table 54: Forecast sales of key products, 2003-10
    • Table 55: Ono's R&D pipeline, 2004
    • Table 56: Breakdown of Sankyo's ethical sales by therapy area, 2002-10
    • Table 57: Sankyo's key products, 2003
    • Table 58: Sankyo's R&D pipeline, 2004
    • Table 59: Forecast sales of key products, 2003-10
    • Table 60: Breakdown of Sankyo's ethical sales by therapy area, 2002-10
    • Table 61: US forecast sales of key products, 2003-2010
    • Table 62: Sankyo's R&D pipeline in the US, 2004
    • Table 63: Breakdown of Shionogi's ethical sales by therapy area, 2002-10
    • Table 64: Shionogi's key products, 2003
    • Table 65: Shionogi's R&D pipeline, 2004
    • Table 66: Forecast sales of key products, 2003-10
    • Table 67: Breakdown of Shionogi's US ethical sales by therapy area, 2002-10
    • Table 68: Shionogi's R&D pipeline in the US, 2004
    • Table 69: Breakdown of Sumitomo Pharmaceuticals' ethical sales by therapy area, 2002-10
    • Table 70: Sumitomo Pharmaceuticals' key products, 2003
    • Table 71: Sumitomo Pharmaceuticals' R&D pipeline, 2004
    • Table 72: Forecast sales of key products, 2003-10
    • Table 73: Sumitomo Pharmaceuticals' R&D pipeline in the US, 2004
    • Table 74: Breakdown of Takeda's ethical sales by therapy area, 2002-10
    • Table 75: Takeda's key products, 2003
    • Table 76: Takeda's R&D pipeline, 2004
    • Table 77: Forecast sales of key products, 2003-10
    • Table 78: Breakdown of Takeda's US ethical sales by therapy area, 2002-10
    • Table 79: Takeda's US forecast sales of key products, 2003-2008
    • Table 80: Takeda's US R&D pipeline, 2004
    • Table 81: Breakdown of Tanabe's ethical sales by therapy area, 2002-10
    • Table 82: Tanabe's key products, 2003
    • Table 83: Tanabe's R&D pipeline, 2004
    • Table 84: Forecast sales of key products, 2003-10
    • Table 85: Tanabe's US R&D pipeline, 2004
    • Table 86: Breakdown of Yamanouchi's ethical sales by therapy area, 2002-10
    • Table 87: Yamanouchi's key products, 2003
    • Table 88: Yamanouchi's R&D pipeline, 2004
    • Table 89: Forecast sales of key products, 2003-10
    • Table 90: Breakdown of Yamanouchi's US ethical sales by therapy area, 2002-10
    • Table 91: US forecast sales of key products, 2003-10
    • Table 92: Yamanouchi's R&D pipeline in the US, 2004
    • Table 93: Exchange rates, 2003
  • List Of Figures
    • Figure 1: Growth prospects of top 15 Japanese pharmas to 2010
    • Figure 2: Progression of geographical expansion strategies of leading Japanese companies
    • Figure 3: Expansion strategies for western pharmaceutical companies bringing innovation to the Japanese market
    • Figure 4: Revenues of top 10 domestic products, 2002-03
    • Figure 5: Biotechnology - opportunities for growth of domestic and foreign players
    • Figure 6: The formation of Mitsubishi Pharma
    • Figure 7: Product sourcing strategies driving revenue growth
    • Figure 8: Reliance on in-licensed products, 2003-10
    • Figure 9: Limited increase in R&D expenditure for the leading Japanese pharmaceutical companies compared to the average of top western players, 2002-03
    • Figure 10: Size of the Japanese pharmaceutical market - western penetration increasing growth rates in detriment to domestic players
    • Figure 11: Progression of geographical expansion strategies of leading Japanese companies
    • Figure 12: Takeda's geographical breakdown of sales of in-house products, 2003
    • Figure 13: Regional sales breakdown of leading western pharmaceutical companies, 2003
    • Figure 14: Expansion strategies for western pharmaceutical companies bringing innovation to the Japanese market
    • Figure 15: GSK's Japanese alliance network, 2004
    • Figure 16: Breakdown of Japanese revenues of 10 leading western pharmaceutical companies operating in this market, 2003
    • Figure 17: Level of dependence of the top Japanese pharmaceutical companies on their pharmaceutical division, 2003
    • Figure 18: Competitive positioning of top 15 Japanese pharmaceutical companies, 2003
    • Figure 19: Benchmarking forecast ethical revenue growth, 2003-10
    • Figure 20: Geographic sales dependence, 2003 - An average 78% of revenues come from the domestic market
    • Figure 21: Domestic versus overseas revenue growth rates, 2002-03
    • Figure 22: Growth prospects of top 15 Japanese pharmas to 2010
    • Figure 23: Age of portfolios, 2003-10
    • Figure 24: Revenue breakdown by therapy area, 2003-10
    • Figure 25: Value of the portfolios of the top 15 Japanese pharmaceutical companies, 2003-10
    • Figure 26: Breakdown of blockbuster sales by Japanese players, 2003-10
    • Figure 27: Reliance on mature products at generic risk, 2003-10
    • Figure 28: Current R&D projects in development by the top 15 Japanese pharmaceutical companies, 2004 - 71 launches are expected between 2004 and 2010
    • Figure 29: R&D dependence, 2004-10
    • Figure 30: R&D productivity, 2010 - Forecast return on R&D spend for the top 15 Japanese pharmaceutical companies
    • Figure 31: Leading R&D Japanese investors, 2003
    • Figure 32: Forecast revenues of major current R&D projects, 2010
    • Figure 33: Breakdown of pipeline revenues by therapy area, 2010
    • Figure 34: Source of drugs, 2003-2010
    • Figure 35: Source of drugs - licensing dependence, 2003-10
    • Figure 36: Geographic origin of alliances signed by major Japanese pharmaceutical players, 2003-04
    • Figure 37: Deals and partnerships by type of company, 2003-04
    • Figure 38: Agreement targets, 2003-04
    • Figure 39: Breakdown of corporate agreements by type, 2003-04
    • Figure 40: S,G&A spend by Japan-based companies in 2003
    • Figure 41: Benchmarking the profitability of the top 15 Japanese pharmas against the top 15 western pharmas in 1999 and 2003
    • Figure 42: R&D, S,G&A and COGS as a proportion of sales, 2003
    • Figure 43: Investing momentum, 2003
    • Figure 44: Assessment of Chugai's strategic position, 2003
    • Figure 45: Chugai's alliance network
    • Figure 46: Chugai's changing therapeutic focus, 2003-10
    • Figure 47: Chugai's business development by therapy area
    • Figure 48: Assessment of Daiichi's strategic position, 2003
    • Figure 49: Daiichi's alliance network, 2003-04
    • Figure 50: Daiichi's changing therapeutic focus, 2003-10
    • Figure 51: Daiichi's business development by therapy area
    • Figure 52: Assessment of Dainippon's strategic position, 2003
    • Figure 53: Dainippon's alliance network, 2003-04
    • Figure 54: Dainippon's changing therapeutic focus, 2003-10
    • Figure 55: Dainippon's business development by therapy area
    • Figure 56: Assessment of Eisai's strategic position, 2003
    • Figure 57: Eisai's alliance network
    • Figure 58: Eisai's changing therapeutic focus, 2003-10
    • Figure 59: Eisai's business development by therapy area
    • Figure 60: Assessment of Fujisawa's strategic position, 2003
    • Figure 61: Fujisawa's alliance network
    • Figure 62: Fujisawa's changing therapeutic focus, 2003-2010
    • Figure 63: Fujisawa's business development by therapy area
    • Figure 64: Assessment of Kirin Brewery's strategic position, 2003
    • Figure 65: Kirin Brewery's alliance network
    • Figure 66: Kirin Brewery's changing therapeutic focus, 2003-2010
    • Figure 67: Kirin Brewery's business development by therapy area
    • Figure 68: Assessment of Kyowa Hakko's strategic position, 2003
    • Figure 69: Kyowa Hakko's alliance network, 2003-04
    • Figure 70: Kyowa Hakko's changing therapeutic focus, 2003-2010
    • Figure 71: Kyowa Hakko's business development by therapy area, 2004
    • Figure 72: Assessment of Mitsubishi Pharma's strategic position, 2003
    • Figure 73: Mitsubishi Pharma's alliance network
    • Figure 74: Mitsubishi Pharma's changing therapeutic focus, 2003-10
    • Figure 75: Mitsubishi Pharma's business development by therapy area
    • Figure 76: Assessment of Ono's strategic position, 2003
    • Figure 77: Ono's alliance network, 2003-04
    • Figure 78: Ono's changing therapeutic focus, 2003-2010
    • Figure 79: Ono's business development by therapy area
    • Figure 80: Assessment of Sankyo's strategic position, 2004
    • Figure 81: Sankyo's alliance network
    • Figure 82: Sankyo's evolution of therapeutic focus, 2003-10
    • Figure 83: Sankyo's business development by therapy area
    • Figure 84: Assessment of Shionogi's strategic position, 2003
    • Figure 85: Shionogi's alliance network, 2003-04
    • Figure 86: Takeda's changing therapeutic focus, 2003-2010
    • Figure 87: Shionogi's business development by therapy area
    • Figure 88: Assessment of Sumitomo's strategic position, 2003
    • Figure 89: Sumitomo Pharmaceuticals' alliance network
    • Figure 90: Sumitomo's changing therapeutic focus, 2003-10
    • Figure 91: Sumitomo's business development by therapy area
    • Figure 92: Assessment of Takeda's strategic position, 2003
    • Figure 93: Takeda's alliance network, 2003-04
    • Figure 94: Takeda's changing therapeutic focus, 2003-2010
    • Figure 95: Takeda's business development by therapy area
    • Figure 96: Assessment of Tanabe's strategic position, 2003
    • Figure 97: Tanabe's alliance network, 2003-04
    • Figure 98: Tanabe's changing therapeutic focus, 2003-2010
    • Figure 99: Tanabe's business development by therapy area
    • Figure 100: Assessment of Yamanouchi's strategic position, 2003
    • Figure 101: Yamanouchi's alliance network
    • Figure 102: Yamanouchi's changing therapeutic focus, 2003-10
    • Figure 103: Yamanouchi's business development by therapy area