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Management / Strategy

Big Pharma's Key Lifecycle Management Strategies

Maximizing The Market Potential

Publication Date February 2010
Publisher GBI Research
Product Type Report
Pages 85
ISBN Number not applicable
Product Code GBI00023

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£2,310.00
approximately: $3,498 | €2,578

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Summary

GBI Research, the leading business intelligence provider, has released its latest research, "Big Pharma's Key Lifecycle Management Strategies: Maximizing the Market Potential." It provides key data, information and analysis on the key lifecycle management strategies implemented by pharmaceutical companies. This pharmaceutical and healthcare report provides information on the Lifestyle Management Strategies (LCM) market, the reasons why companies implement LCM strategies and the challenges faced by them. This report provides comprehensive analysis of five key LCM strategies (new indications, formulation variants, extended/controlled released versions, Rx-to-OTC switch and store brand generic) using case studies. The report also provides the sales growth patterns of key drugs for which LCM activities are being carried out. It also reviews the factors determining the success and failure of the strategies providing an understanding of how to ensure success for LCM.

This report is built using data and information sourced from proprietary databases, primary and secondary research and in house analysis by GBI Research's team of industry experts.

Scope

The scope of this report includes:

  • Analysis and data on LCM activities of top twenty pharmaceutical companies including Roche, Bayer, GSK, and Pfizer in terms of the LCM pipeline.
  • Insight into the LCM activities in the top five therapeutic areas including cancer, central nervous system (CNS), cardiovascular system (CVS), metabolic diseases and infectious diseases.
  • Detailed case studies for each of the key LCM strategies identified. Sales and growth trend data for selected examples for each of the key strategies.
  • Sales growth analysis of top ten drugs under LCM and the timeline of LCM events
  • Qualitative analysis of market drivers, restraints, future outlook and challenges faced by the LCM strategies of the companies
  • Framework for measuring LCM performance and effective team structures for integrating the LCM team into the organization

Reasons to buy

The report will enhance your decision making capability. It will allow you to

  • Align product portfolio to the markets with high growth potential
  • Develop market-entry and market expansion strategies by identifying the leading therapeutic segments and geographic markets poised for strong growth
  • Reinforce R&D pipelines by identifying new target mechanisms which can produce first in class molecules with more efficiency and better safety
  • Develop key strategic initiatives by understanding key focus areas of leading companies
  • Exploit in-licensing and out-licensing opportunities by identifying products that could fill portfolio gaps

Contents

  • 1 Table of contents
  • 2 Introduction
    • 2.1 GBI Research Report Guidance
  • 3 Lifecycle Management - The Next Big Thing for the Pharmaceutical Industry
    • 3.1 LCM Activities in Major 20 Pharmaceutical Companies
    • 3.2 Increasing Urgency to Launch LCM Activities
    • 3.3 Future Competitive Landscape: Tough Road Ahead
    • 3.4 Conclusion
  • 4 Reasons to Implement Lifecycle Management - Increasing Financial Pressures
    • 4.1 Patent Expiration of Blockbuster Drugs
    • 4.2 Penetration of Generics
    • 4.3 Drought in the R&D Pipeline Products (Low R&D Productivity)
    • 4.4 Stricter FDA Rules and Regulations for Drug Approval
    • 4.5 Restriction on Pricing and Reimbursement of Originals
    • 4.6 Changing Customer Landscape (Empowered Patients Influencing Physicians)
    • 4.7 Conclusion
  • 5 Process of Implementation of Lifecycle Management Strategies - Correct Selection and Efficient Execution is the Key
    • 5.1 Objective of the Implementation of Lifecycle Management
      • 5.1.1 To Maximize the Drug Value
      • 5.1.2 To Capitalize on the Existing Brand
      • 5.1.3 To Cater to an Unmet Patient Need
      • 5.1.4 To Overcome Generic Competition
    • 5.2 Major Strategies for the Implementation of Lifecycle Management
      • 5.2.1 New Indications
      • 5.2.2 Introducing Formulation Variants (Tablets, IVs, Syrups)
      • 5.2.3 Extended/Controlled Release Versions
      • 5.2.4 Planning Rx-to-OTC Switch
      • 5.2.5 Store-Brand Generic
    • 5.3 Strategies That Failed
      • 5.3.1 Introduction
      • 5.3.2 Case 1: Schering-Plough's Clarinex
      • 5.3.3 Case 2: Pfizer's Xanax
    • 5.4 Key Lessons
      • 5.4.1 New Formulations, New Indications and Extended/Controlled Releases
      • 5.4.2 Planned Rx-to-OTC Switch
      • 5.4.3 Store-Brand Generic
      • 5.4.4 Failed Strategies
  • 6 The Pharmaceutical Pipeline and LCM Today - Cancer and CNS on the Top
    • 6.1 The Pharmaceutical Pipeline and the Lifecycle Management Landscape
    • 6.2 Analysis of the Top Five Lifecycle Management Therapeutic Areas of Research
      • 6.2.1 Cancer
      • 6.2.2 CNS
      • 6.2.3 CVS
      • 6.2.4 Infectious Diseases
      • 6.2.5 Metabolic Diseases
    • 6.3 Analysis of Top 10 Drugs under Lifecycle Management Research
      • 6.3.1 Roche/Genentech's Avastin (Cancer)
      • 6.3.2 Bayer's Xarelto (Hemocytic Disorder)
      • 6.3.3 GSK's Tykerb/Tyverb (Cancer)
      • 6.3.4 Roche/Genentech's Herceptin (Cancer)
      • 6.3.5 Roche/Genentech's Rituxan (Cancer)
      • 6.3.6 Allergan's Botox (CNS/Urology)
      • 6.3.7 Bayer's Nexavar (Cancer)
      • 6.3.8 Pfizer's Sutent (Cancer)
      • 6.3.9 Takeda/J&J's Velcade (Cancer)
      • 6.3.10 Takeda's Actos (Metabolic Diseases)
    • 6.4 Conclusion
  • 7 Ensuring Success of Lifecycle Management - Overcoming Challenges
    • 7.1 LCM Strategy not Integrated with the Overall Strategy of the Company
      • 7.1.1 Consistent Management Support for LCM Programs
      • 7.1.2 A Dedicated Team for LCM
    • 7.2 Consider All the Key Factors for Success at the Planning Stage
      • 7.2.1 Unmet Patient Need
      • 7.2.2 Impact on Profitability
      • 7.2.3 Time of Launch
      • 7.2.4 Competitive Landscape of the Market
    • 7.3 Comprehensive System to Track or Assess Effectiveness of a Strategy
      • 7.3.1 Framework for Measuring Effectiveness of Lifecycle Management Programs
    • 7.4 Conclusion
  • 8 Future Outlook - LCM to Drive the Profitability and Success Tomorrow
  • 9 Appendix
    • 9.1 Market Definitions
    • 9.2 Abbreviations
    • 9.3 Research Methodology
      • 9.3.1 Coverage
      • 9.3.2 Secondary Research
      • 9.3.3 Primary Research
      • 9.3.4 Expert Panel Validation
    • 9.4 Contact Us
    • 9.5 Disclaimer
    • 9.6 Sources
  • List of tables
    • Table 1: Time-gap Between the Drug Launch and Related LCM Activity, 2010
    • Table 2: Value Of Drugs To Go Off-Patent By Therapeutic Area, $m, 2010-2014
    • Table 3: Adalat Worldwide Sales, €m, 1998-2008
    • Table 4: Fosamax Worldwide Sales, $m, 2002-2008
    • Table 5: Aciphex/Pariet Worldwide Sales, bn, 2000-2008
    • Table 6: Aricept Worldwide Sales, bn, FY 1999-FY 2008
    • Table 7: Concerta Worldwide Sales, $m, 2004-2008
    • Table 8: Takepron Worldwide Sales, bn, FY2002-2008
    • Table 9: Risperdal/Risperdal Consta Worldwide Sales, $m, 2001-2008
    • Table 10: Zithromax/Zmax Worldwide Sales, $m, 1994-2008
    • Table 11: Coreg/Coreg CR Worldwide Sales, m, 2001-2008
    • Table 12: Losec/Prilosec Worldwide Sales, $m, 1995-2008
    • Table 13: Advil Worldwide Sales, $m, 1999-2008
    • Table 14: Zantac Worldwide Sales, m, 2000-2008
    • Table 15: Ventolin Worldwide Sales, m, 1998-2003
    • Table 16: Claritin/OTC Claritin/Clarinex Worldwide Sales, $m, 1998-2008
    • Table 17: Xanax/Xanax XR Worldwide Sales, $m, 2003-2008
    • Table 18: Break-up of LCM Strategies Used for the Top Five Therapeutic Areas in the Pharmaceutical LCM Pipeline, 2010
    • Table 19: Break-up of LCM Strategies Used for the Top Ten Drugs in the Pharmaceutical LCM Pipeline, 2010
    • Table 20: Avastin Worldwide Sales, $m, 2004-2008
    • Table 21: Herceptin Worldwide Sales, $m, 1999-2008
    • Table 22: Rituxan Worldwide Sales, $m, 2004-2008
    • Table 23: Botox Worldwide Sales, $m, 1998-2008
    • Table 24: Nexavar Worldwide Sales, $m, 2006-2008
    • Table 25: Sutent Worldwide Sales, $m, 2006-2008
    • Table 26: Velcade Worldwide Sales, $m, 2004-2008
    • Table 27: Actos Worldwide Sales, bn, 2000-2008
    • Table 28: Major LCM Players and Their Role in the Company Strategy, 2010
    • Table 29: LCM Pipeline Classification of Major Pharmaceutical Companies on the Basis of LCM Strategy Type, 2010
  • List of figures
    • Figure 1: LCM Activity in the Pipeline for Major 20 Pharmaceutical Companies, 2010
    • Figure 2: Total Value of the Drugs by Therapeutic Segment to Lose Patent Protection by 2014, $bn
    • Figure 3: Value Of Drugs To Go Off-Patent By Therapeutic Area, $m, 2010-2014
    • Figure 4: Proportion of LCM Projects in the Late-stage Development Pipeline by Therapeutic Area, 2010
    • Figure 5: Comparison of CAGR of R&D Expenditure v Turnover Over the Last Five Years for the Top Five Companies, 2003-2008
    • Figure 6: Decline in NME Approvals by the FDA, 1996-2008
    • Figure 7: DTC Advertising Expenditure by Pharmaceutical Companies in the US, $bn, 1996-2008
    • Figure 8: Objectives for Implementing Lifecycle Management Strategies, 2010
    • Figure 9: Adalat Worldwide Sales, €m, 1998-2008
    • Figure 10: Fosamax Worldwide Sales, $m, 2002-2008
    • Figure 11: Aciphex/Pariet Worldwide Sales, bn, 2000-2008
    • Figure 12: Aricept Worldwide Sales, bn, FYE 1999-FYE 2008
    • Figure 13: Concerta Worldwide Sales, $m, 2004-2008
    • Figure 14: Takepron Worldwide Sales, bn, FY2002-2008
    • Figure 15: Risperdal/Risperdal Consta Worldwide Sales, $m, 2001-2008
    • Figure 16: Zithromax/Zmax Worldwide Sales, $m, 1994-2008
    • Figure 17: Coreg/Coreg CR Worldwide Sales, m, 2001-2008
    • Figure 18: Losec/Prilosec Worldwide Sales, $m, 1995-2008
    • Figure 19: Advil Worldwide Sales, $m, 1999-2008
    • Figure 20: Zantac Worldwide Sales, m, 2000-2008
    • Figure 21: Ventolin Worldwide Sales, m, 1998-2003
    • Figure 22: Claritin/OTC Claritin/Clarinex Worldwide Sales, $m, 1998-2008
    • Figure 23: Xanax/Xanax XR Worldwide Sales, $m, 2003-2008
    • Figure 24: Top Five Therapeutic Areas of Research in the Pharmaceutical Pipeline, 2010
    • Figure 25: Top 10 Companies Performing Research in the Pharmaceutical Pipeline, 2010
    • Figure 26: Division of Pipeline Into Late-Stage and Early-stage Development for the Top Five Therapeutic Areas, 2010
    • Figure 27: Distribution of LCM Pipeline by Therapeutic Area, 2010
    • Figure 28: Top 10 Companies in LCM Research, 2010
    • Figure 29: Distribution of LCM Pipeline By Early-Stage and Late-stage Development, 2010
    • Figure 30: Distribution of Cancer LCM Pipeline by Companies, 2010
    • Figure 31: Distribution of CNS LCM Pipeline by Companies, 2010
    • Figure 32: Distribution of CVS LCM Pipeline by Companies, 2010
    • Figure 33: Distribution of Infectious Diseases LCM Pipeline by Companies, 2010
    • Figure 34: Distribution of Metabolic Diseases LCM Pipeline by Company, 2010
    • Figure 35: Avastin Worldwide Sales, $m, 2004-2008
    • Figure 36: Herceptin Worldwide Sales, $m, 1999-2008
    • Figure 37: Rituxan Worldwide Sales, $m, 2004-2008
    • Figure 38: Botox Worldwide Sales, $m, 1998-2008
    • Figure 39: Nexavar Worldwide Sales, $m, 2006-2008
    • Figure 40: Sutent Worldwide Sales, $m, 2006-2008
    • Figure 41: Velcade Worldwide Sales, $m, 2004-2008
    • Figure 42: Actos Worldwide Sales, bn, 2000-2008
    • Figure 43: Reasons Why LCM Strategies Fail, 2010
    • Figure 44: LCM Pipeline Classification of Major Pharmaceutical Companies on the Basis of LCM Strategy Type, 2010
    • Figure 45: STAR Structure, 2010
    • Figure 46: MESH Structure, 2010
    • Figure 47: HYBRID Structure, 2010
    • Figure 48: Framework Based on Competitive Landscape to Decide the LCM Strategy, 2010
    • Figure 49: Framework for Measuring Effectiveness of LCM Programs, 2010
    • Figure 50: GBI Research Methodology, 2010