| Pharmaceutical Key Trends 2010 | | | | |
| | | | | Highlights |
| Pharma faces a number of key resistors to | | | | |
| growth including the impending 2011 patent cliff | | | | Annual sales growth of pharmaceuticals in the |
| which is set to erode $78 billion in global branded | | | | emerging markets is already double-digit, providing |
| sales from drugs facing patent expiry over the | | | | a key opportunity for Pharma. Revenue streams |
| 201014 period (plus $32 billion from continued | | | | in these markets can be derived from launching |
| erosion of already expired brands). Price cuts, | | | | branded off-patent drugs, branded generics, and |
| reimbursement restrictions and growing regulatory | | | | local brands owned or licensed by the acquiring |
| pressure are further set to limit sales growth | | | | pharma company. |
| going forward. ( ) | | | | |
| | | | | Pharma is moving away from the ""me-too"" |
| Scope | | | | and increasingly genericized primary care market |
| | | | | towards more high value biologic therapies in |
| * Overview of the key drivers and resistors | | | | secondary care as well as more niche markets; |
| facing Pharma, Biotech and generics players out | | | | markets with little or no existing competition, and |
| to 2014 | | | | which despite their smaller size (in terms of |
| * Analysis of recent regulatory changes in the | | | | patient numbers) are still commercially attractive. |
| US, EU and emerging markets and their impact on | | | | |
| pricing and reimbursement, drug development and | | | | To maintain profitability in the face of slowing |
| marketing | | | | sales to 2014, pharma companies have |
| * Examination of key global and country-specific | | | | implemented a number of cost-cutting measures |
| issues facing both biosimilars and generics players | | | | (in addition to strategic repositioning and |
| * Assessment of the impact of the global | | | | diversification strategies) in order to boost |
| economic downturn on the Pharma and Biotech | | | | profitability going forward. |
| sectors and their respective counter strategies | | | | |