Beyond the Blockbuster Drug
Publisher: Reuters Business Insight, London
Published: 2005
Place of publication: London, UK
Language: eng
Format: Paperback
Description: About the Book
The blockbuster model now delivers just 5% return on investment and only one in six new drug prospects will deliver returns above their cost of capital, as a result competitive pressures and falling R&D productivity will instigate a new pharmaceutical model that replaces the unsustainable blockbuster model; personalized medicine and the "nichebuster" (in this book, Gilbert Mertens coined the term “nichebuster”).
This report, Beyond the Blockbuster Drug: Strategies for nichebuster drugs, targeted therapies and personalized medicine, examines targeted therapies and targeted drug delivery strategies as alternative investment options for pharmaceutical companies, in the face of declining returns and slow growth in the blockbuster market. This report’s strategic insight is also supported by in-depth interviews with thought leaders from the pharmaceutical industry, providing you with their insight into how tomorrow’s pharmaceutical business model will develop. This report analyzes the niche pharmaceutical sectors with the greatest potential for profit and future growth. Harness the technological advances in personalized medicine and be part of the "nichebuster" revolution set to drive market growth and produce the market leading drugs of tomorrow.
Table of contents: title: Table of Contents; title: Beyond the blockbuster drug: Strategies for nichebuster drugs, targeted therapies and personalized medicine.; title: Acknowledgements 8; title: Executive summary 14; title: The blockbuster: An unsustainable model 14; title: Industry at a crossroads 15; title: Beyond the blockbuster: Personalized medicine 15; title: Targeted medicine: oncology 16; title: New drug technologies: discovery and delivery 17; title: Drug development: outsourcing and partnering 18; title: Case study: Roche 19; title: Case study: Novartis 20; title: Creating tomorrow�s winning company 21; title: Chapter 1 The blockbuster: An; title: unsustainable model 24; title: Summary 24; title: Introduction 25; title: The rise and fall of the blockbuster phenomenon 27; title: The blockbuster phenomenon 27; title: When blockbusters come off patent 29; title: Implications for the future of the industry 31; title: Chapter 2 The industry at a crossroads 34; title: Summary 34; title: The Failure of R&D 34; title: The R&D performance gap 38; title: The failure of the "mega-merger" 41; title: Conclusion 44; title: Chapter 3 Beyond the blockbuster:; title: Personalized medicine 48; title: Summary 48; title: Where next? 49; title: Personalized medicine 51; title: Gene-based therapies reach the market by 2010 51; title: The race for new therapies 53; title: Conclusion 55; title: Chapter 4 Targeted medicine: Oncology 58; title: Summary 58; title: Introduction 59; title: A promising therapeutic field 61; title: Gleevec 61; title: Therapeutic focus on cancer 62; title: Drug discovery deals 63; title: Molecularly targeted therapies 66; title: Herceptin 67; title: Promising treatments for breast cancer 69; title: Advances in treatment for colorectal cancer 70; title: Prostate cancer 70; title: Conclusion 71; title: Chapter 5 Targeted drug delivery 76; title: Summary 76; title: New drug technologies 78; title: Customized medicine 79; title: A future of unseen opportunity 80; title: Advances in science 81; title: Targeted drug delivery 82; title: Oral delivery of macromolecules 83; title: Enhanced bioavailability / Efflux inhibitors 83; title: SCF technologies 84; title: Inhibiting P-gp action 84; title: Injectable, biodegradable depot drug delivery 85; title: Parenteral drug delivery 85; title: PEGylation to deliver protein and cancer drugs 86; title: Conclusion 87; title: Chapter 6 Drug development: Outsourcing; title: and partnering 90; title: Summary 90; title: Introduction 91; title: Why outsource? 91; title: The changing CRO model 92; title: Biotechs are reshaping drug development 93; title: Moving from vendor to strategic partner 93; title: Realizing strategic value 94; title: The ideal CRO model for the new outsourcing paradigm 96; title: Models for outsourcing 97; title: Do-it-yourself 97; title: Architect 97; title: Integrated design and build 98; title: Risk-sharing 98; title: Conclusion 99; title: Chapter 7 Case study: Roche 102; title: Summary 102; title: Banking on "nichebusters" 102; title: A radically transformed Roche portfolio 103; title: Diagnostics: An essential precursor for targeted medicines 104; title: R&D partnerships for faster growth 106; title: Conclusion 107; title: Chapter 8 Case study: Novartis 110; title: Summary 110; title: Targeted medicine 110; title: Breadth vs depth? 111; title: Novartis portfolio 112; title: PTK787 (ZX 222584) 112; title: ICL670 113; title: Gimatecan 113; title: Femara 114; title: Conclusion 115; title: Beyond targeted medicine 115; title: Chapter 9 Creating tomorrow�s winning; title: company 120; title: Summary 120; title: Prisoners of ROI 121; title: Adding a dimension to the matrix 121; title: Pharmaceutical companies as service providers 122; title: Boom times knocking at the door.. 123; title: � But not without change 124; title: Alliances fuel innovation 125; title: Growing a product to its maximum sales 126; title: Medicines for "My" body 127; title: A broader view of the competition 128; title: Far-reaching psychological and structural transformation 129; title: Conclusion 131; title: Index 132; title: Figures; title: Figure 1.1: From therapy to health maintenance busters 26; title: Figure 2.2: Emergence of an elite group of R&D spenders 35; title: Figure 2.3: Ten year evolution of a drug�s development cost 36; title: Figure 2.4: Declining R&D success* 37; title: Figure 2.5: Drug candidates of major R&D-driven pharma companies 38; title: Figure 2.6: Performance gap in R&D 39; title: Figure 2.7: Breakdown of projects by clinical phase and source of drug 40; title: Figure 2.8: No economies of scale in pharmaceutical R&D 42; title: Figure 2.9: Shareholder returns of merged and non-merged companies 44; title: Figure 2.10: The need for alliances and partnering 45; title: Figure 3.11: Genomic research based products reach the market before 2010 52; title: Figure 3.12: Genetically manufactured substances in the pipeline 53; title: Figure 4.13: Therapeutic focus of clinical pipeline activity 62; title: Figure 4.14: Global oncology players, 2002 63; title: Figure 4.15: Deals by therapeutic focus (Sept �02 t0 Mar �04) 64; title: Figure 4.16: Therapeutic focus by company (Sept �02 to Mar �04) 65; title: Figure 4.17: Development of the global oncology market 2001-2008* 66; title: Figure 4.18: Breast cancer market opportunities 69; title: Figure 6.19: Today�s R&D environment 92; title: Figure 6.20: The future R&D environment 96; title: Figure 7.21: Leading products in the Roche portfolio, 2003 103; title: Figure 7.22: The Roche business model: Innovation and diagnostics 104; title: Table 8.23: Novartis, sales by type of business activity ($m), 2003 111; title: Figure 8.24: External sources contribute to Novartis� product growth 115; title: Figure 9.25: Drug discovery holds immense possibilities 126; title: Figure 9.26: Reshaping the "traditional" healthcare model 128; title: Figure 9.27: The integrated virtual MegaPharma-Biotech company 130; title: List of Tables; title: Table 3.1: Drug candidates in early stage clinical development, 2002-2003 54; title: Table 4.2: Cancer pathologies (selected) in the US 60; title: Table 5.3: Novel drug technologies 78; title: Table 7.4: Roche: Early stage development alliances 107; title: Table 8.5: Estimated product launch timetable for Novartis� drug pipeline 114