Pharma companies are transforming their business models from Pharma 1.0 focused on blockbuster drugs, to Pharma 2.0 with diversified drug portfolios, and now to Pharma 3.0 centered around delivering healthy outcomes. This transformation is being driven by factors like healthcare reform, consumerism, and the need to prove value. Pharma 3.0 requires non-traditional collaborations across different industries in the healthy outcomes ecosystem, including providers, IT companies, social media platforms, and more, to achieve the goal of improving patient health.
Trends & Opportunities for Indian Pharma is a knowledge paper highlighting the upcoming trends and related opportunities in Indian pharmaceuticals industry
Supply/value chain hot topics for today and tomorrow
Center-led principal and value-added services structures
Supply chain best practices
- Using strategic business processes to impact performance
- Inventory and working-capital management
- Governance and compliance
Industry trends and drivers
- Collaborations
Trends & Opportunities for Indian Pharma is a knowledge paper highlighting the upcoming trends and related opportunities in Indian pharmaceuticals industry
Supply/value chain hot topics for today and tomorrow
Center-led principal and value-added services structures
Supply chain best practices
- Using strategic business processes to impact performance
- Inventory and working-capital management
- Governance and compliance
Industry trends and drivers
- Collaborations
The basics of launching a pharmaceutical drug-
Based on studies done on the practices of 13 top pharmaceutical companies in the world.
For more, write to info@markivmedical.com
Future of the Global Pharmaceutical IndustryTim Opler
Key points in presentation from Torreya Partners.
Despite concerns regarding research productivity and pricing pressure, Torreya is optimistic about the pharma sector. There is huge growth ahead driven by expanding global wealth.
The global pharma sector is going to at least triple in scale between now and 2060.
The pharmaceutical sector is 30% larger than shown by prior data.
New technologies in manufacture, biologics, nucleic acids and implantables will dramatically alter the pharma sector.
Pre-Launch Planning: Priming Your Pharma Brand For Profit And Success (mini)Eularis
In today’s environment, Pharmaceutical companies find themselves in a bind. Until recently, if drugs made over $500 Million in annual revenue within 3 to 5 years of launch, they were considered hugely successful. They were a support to an extensive company portfolio and a component of greater company profit.
However, things have changed. The standards for a successful drug have become much higher and much more dangerous. With so many revenue-producing drugs going off patent, companies are facing large holes in their balance sheets and sales that are increasingly slow.
Plus, with the stakes high and available funds low, pipelines are drying up. Add to this the closer scrutiny of safety issues, the rise of Generics, slower physician acceptance and adoption of new therapies, and the Pharma Industry is in trouble.
More and more, companies are expecting marketers to be instrumental at the key moment of launch, and marketers are under extreme pressure. To deliver on the high hopes of Pharmaceutical brand launch, companies must engage in comprehensive pre-launch planning.
In this report we analyze why launch is increasingly important, the issues involved in pre-launch planning, including key organizational strategies, marketing tactics, regulatory considerations, global issues, and methods for ensuring the most effective plans.
Digital Pharma: Evolution and Revolution in Marketing & SalesLen Starnes
A review for non-pharma audiences of evolutionary and revolutionary changes in pharma marketing and sales since the mid 90s. Presented at ENG's Effective Web Marketing and Search Engine Marketing conference, Brussels, November, 2007.
Retail pharmacy
Retail community pharmacy
Retail pharmacist
Retail pharmacy practice in Bangladesh
Retail pharmacy practice in Abroad
Retail pharmacy is a pharmacy in which drugs are sold to patients, as opposed to a hospital pharmacy. Also known as a community pharmacy.
The term ‘retail community pharmacy’ means an independent pharmacy, a chain pharmacy, a supermarket pharmacy, or a mass merchandiser pharmacy that is licensed as a pharmacy by the State and that dispenses medications to the general public at retail prices.
Business Pulse - Dual perspectives on the top 10 risks and opportunities 2013...EY
Business Pulse explores the top 10 risks and opportunities faced by global organizations over the next few years.
Ernst & Young’s Business Pulse report is based on a large sample survey of companies in 21 countries and across various industry sectors.
The report takes the pulse of:
• Current thinking on risks and opportunities and emerging challenges
• Dual perspective on the themes arising from the top 10 lists
• Expectations from industry executives and Ernst & Young specialists
Read this presentation to conduct a self-assessment for your business and download the report at: http://goo.gl/CSKGQ
French generics market attractiveness 2017 - 2022 excerptJean-Michel Peny
This excerpt of a report published in 2017 describes and explains the dynamics of the French generics and biosimilars markets in France, and evaluate their attractiveness by 2022
Over 30 years after the Orphan Drug Act was passed, orphan drugs continue to be a lucrative market for pharma companies. Although orphan diseases affect small populations, these treatments address a high unmet need and also benefit from commercially attractive pricing structures and additional regulatory benefits.
Full graphic: http://www.isrreports.com/free-resources/5408/
The basics of launching a pharmaceutical drug-
Based on studies done on the practices of 13 top pharmaceutical companies in the world.
For more, write to info@markivmedical.com
Future of the Global Pharmaceutical IndustryTim Opler
Key points in presentation from Torreya Partners.
Despite concerns regarding research productivity and pricing pressure, Torreya is optimistic about the pharma sector. There is huge growth ahead driven by expanding global wealth.
The global pharma sector is going to at least triple in scale between now and 2060.
The pharmaceutical sector is 30% larger than shown by prior data.
New technologies in manufacture, biologics, nucleic acids and implantables will dramatically alter the pharma sector.
Pre-Launch Planning: Priming Your Pharma Brand For Profit And Success (mini)Eularis
In today’s environment, Pharmaceutical companies find themselves in a bind. Until recently, if drugs made over $500 Million in annual revenue within 3 to 5 years of launch, they were considered hugely successful. They were a support to an extensive company portfolio and a component of greater company profit.
However, things have changed. The standards for a successful drug have become much higher and much more dangerous. With so many revenue-producing drugs going off patent, companies are facing large holes in their balance sheets and sales that are increasingly slow.
Plus, with the stakes high and available funds low, pipelines are drying up. Add to this the closer scrutiny of safety issues, the rise of Generics, slower physician acceptance and adoption of new therapies, and the Pharma Industry is in trouble.
More and more, companies are expecting marketers to be instrumental at the key moment of launch, and marketers are under extreme pressure. To deliver on the high hopes of Pharmaceutical brand launch, companies must engage in comprehensive pre-launch planning.
In this report we analyze why launch is increasingly important, the issues involved in pre-launch planning, including key organizational strategies, marketing tactics, regulatory considerations, global issues, and methods for ensuring the most effective plans.
Digital Pharma: Evolution and Revolution in Marketing & SalesLen Starnes
A review for non-pharma audiences of evolutionary and revolutionary changes in pharma marketing and sales since the mid 90s. Presented at ENG's Effective Web Marketing and Search Engine Marketing conference, Brussels, November, 2007.
Retail pharmacy
Retail community pharmacy
Retail pharmacist
Retail pharmacy practice in Bangladesh
Retail pharmacy practice in Abroad
Retail pharmacy is a pharmacy in which drugs are sold to patients, as opposed to a hospital pharmacy. Also known as a community pharmacy.
The term ‘retail community pharmacy’ means an independent pharmacy, a chain pharmacy, a supermarket pharmacy, or a mass merchandiser pharmacy that is licensed as a pharmacy by the State and that dispenses medications to the general public at retail prices.
Business Pulse - Dual perspectives on the top 10 risks and opportunities 2013...EY
Business Pulse explores the top 10 risks and opportunities faced by global organizations over the next few years.
Ernst & Young’s Business Pulse report is based on a large sample survey of companies in 21 countries and across various industry sectors.
The report takes the pulse of:
• Current thinking on risks and opportunities and emerging challenges
• Dual perspective on the themes arising from the top 10 lists
• Expectations from industry executives and Ernst & Young specialists
Read this presentation to conduct a self-assessment for your business and download the report at: http://goo.gl/CSKGQ
French generics market attractiveness 2017 - 2022 excerptJean-Michel Peny
This excerpt of a report published in 2017 describes and explains the dynamics of the French generics and biosimilars markets in France, and evaluate their attractiveness by 2022
Over 30 years after the Orphan Drug Act was passed, orphan drugs continue to be a lucrative market for pharma companies. Although orphan diseases affect small populations, these treatments address a high unmet need and also benefit from commercially attractive pricing structures and additional regulatory benefits.
Full graphic: http://www.isrreports.com/free-resources/5408/
Future Pharma Trends - Long-term opportunities tempered by short-term challengesscottosur
An overview of the key trends shaping the pharmaceutical industry today, and those that are set to play a central role in the future, as companies transition towards a new business model: Pharma 2.0.
Provides key strategies and trends shaping the future of the pharmaceutical industry. Examines the impact of the Obama administration on US healthcare, and the implications for Pharma. Assesses the implications of the current economic and financial situation on healthcare. Analyzes key growth drivers and resistors set to shape Pharma\'s future.
Contact me at sosur@datamonitor.com to learn more!
The biotech industry is characterised by constant change and fast-paced growth. Keeping up with the rapid evolution is close to impossible. Nevertheless, that’s exactly what Niels Guldager, Senior Technology Partner within biopharmaceuticals, does best. In this slide series, he presents the top ten biotech trends as he sees them.
Addressing Fraud Risk Management with FactsInfosys BPM
Fraud is identified and caught with the aid of facts. Facts give a deeper understanding to what you could be looking at in your organization. Facts have also given rise to the mnemonic that Fraud is Always Committed by Trusted Souls. As simplistic as it may seem, it holds key to a potential trigger. Are you equipped with the necessary tools to address this challenge? Is your organization equipped with fraud Risk Management? Here are some quick slides to take you through what you need to have.
How the government can help tax-exempt organizationsEY
We will discuss various benefits that are available, negotiation and implementation and then evaluate recent developments in state and local taxation of tax-exempt organizations.
With improving trends and the need for new investment products, Asset Under Management(AUM) have continued to evolve.
Staying focused on asset allocation and diversification, Mindtree has worked with the leading banks, asset and wealth management firms, superannuation funds for more than 10 years.
RISKPRO INDIA
• Riskpro is India’s first national practice dedicated to risk management services and training, corporate governance, and global regulatory compliances
• Risk can be defined as a prospect of loss or reduced gain that can adversely affect the achievement of an organisation’s objectives
• When greed overtakes need, it spells trouble. Manifested as ‘bankruptcy’ in much of the developed world and ‘corruption’ closer to home, greed has clearly disrupted some major industrialised economies and enhanced the risks of doing business
• In today’s world, risks are not few. The reason companies so often fail to systematically manage their key risks is rooted in the way they define the risks they face. Risks are manageable and the answer to untapped business opportunities that lie dormant waiting for risk factors to turn favourable
• Riskpro was founded in 2009 with offices in Mumbai, Delhi, and Bangalore and it has already added eight member firms in Ahmedabad, Agra, Chennai, Gurgaon, Hyderabad, Jaipur, Ludhiana, and Pune. All our offices and member firms are well equipped and staffed with qualified professionals viz. CA, CWA, CS, CPA, CIA, CISA, CFA, and MBA
• Riskpro’s founders are qualified risk management specialists with extensive work experience in Europe and USA in several industries and financial institutions
• Riskpro aims to be the preferred service provider for large and medium enterprises on risk protection, corporate governance, and global regulatory issues; delivering state-of-the-art quality and timely services at viable rates
RISKPRO SERVICES
• Our four major practice specialisations /service lines are:
Risk: Enterprise Risk Management (services and training & recruitment)
Governance: Corporate Governance and Transparency
Compliance: Global and Indian Regulatory Compliances
Training: in all of the above service lines
• The Risk Practice deals with all classes of risks and processes viz. governance, strategic, systemic /infrastructure, compliance, reporting, and financial reporting. Processes require that key risks are properly identified, measured, monitored, controlled, and reported. Processes may also require tools like risk based internal audit, information security testing, and fraud investigations, to be employed
• The Governance Practice deals with corporate oversight and risk governance issues within an organization including business continuity planning, compliance with SEBI guidelines by listed companies, regulations relating to independent directors, investor expectation and protection, Clause-49 on corporate governance, etc
• The Compliance Practice covers a wide range of regulatory and environmental compliances including Sox, IFRS, Solvency II, Basel II /III, Corporate Laws & Direct Tax Code etc
• The Training Practice comprises of a variety of structured and /or industry specific training programs and modules designed and conducted by Riskpro experts and trainers at onsite (client or other offices) and offsite (Riskpro Training Centre) training facilities
RISKPRO VALUES
• Adding value to the client and protecting their business is paramount and our logo symbolizes that bond of protection
• Delivering professional excellence in all our service lines with complete integrity
• Building enduring relationships with all our clients as a trusted business partner
RISKPRO INDIA
• Riskpro is India’s first national practice dedicated to risk management services and training, corporate governance, and global regulatory compliances
• Risk can be defined as a prospect of loss or reduced gain that can adversely affect the achievement of an organisation’s objectives
• When greed overtakes need, it spells trouble. Manifested as ‘bankruptcy’ in much of the developed world and ‘corruption’ closer to home, greed has clearly disrupted some major industrialised economies and enhanced the risks of doing business
• In today’s world, risks are not few. The reason companies so often fail to systematically manage their key risks is rooted in the way they define the risks they face. Risks are manageable and the answer to untapped business opportunities that lie dormant waiting for risk factors to turn favourable
• Riskpro was founded in 2009 with offices in Mumbai, Delhi, and Bangalore and it has already added eight member firms in Ahmedabad, Agra, Chennai, Gurgaon, Hyderabad, Jaipur, Ludhiana, and Pune. All our offices and member firms are well equipped and staffed with qualified professionals viz. CA, CWA, CS, CPA, CIA, CISA, CFA, and MBA
• Riskpro’s founders are qualified risk management specialists with extensive work experience in Europe and USA in several industries and financial institutions
• Riskpro aims to be the preferred service provider for large and medium enterprises on risk protection, corporate governance, and global regulatory issues; delivering state-of-the-art quality and timely services at viable rates
RISKPRO SERVICES
• Our four major practice specialisations /service lines are:
Risk: Enterprise Risk Management (services and training & recruitment)
Governance: Corporate Governance and Transparency
Compliance: Global and Indian Regulatory Compliances
Training: in all of the above service lines
• The Risk Practice deals with all classes of risks and processes viz. governance, strategic, systemic /infrastructure, compliance, reporting, and financial reporting. Processes require that key risks are properly identified, measured, monitored, controlled, and reported. Processes may also require tools like risk based internal audit, information security testing, and fraud investigations, to be employed
• The Governance Practice deals with corporate oversight and risk governance issues within an organization including business continuity planning, compliance with SEBI guidelines by listed companies, regulations relating to independent directors, investor expectation and protection, Clause-49 on corporate governance, etc
• The Compliance Practice covers a wide range of regulatory and environmental compliances including Sox, IFRS, Solvency II, Basel II /III, Corporate Laws & Direct Tax Code etc
• The Training Practice comprises of a variety of structured and /or industry specific training programs and modules designed and conducted by Riskpro experts and trainers at onsite (client or other off
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Basavarajeeyam is an important text for ayurvedic physician belonging to andhra pradehs. It is a popular compendium in various parts of our country as well as in andhra pradesh. The content of the text was presented in sanskrit and telugu language (Bilingual). One of the most famous book in ayurvedic pharmaceutics and therapeutics. This book contains 25 chapters called as prakaranas. Many rasaoushadis were explained, pioneer of dhatu druti, nadi pareeksha, mutra pareeksha etc. Belongs to the period of 15-16 century. New diseases like upadamsha, phiranga rogas are explained.
CDSCO and Phamacovigilance {Regulatory body in India}NEHA GUPTA
The Central Drugs Standard Control Organization (CDSCO) is India's national regulatory body for pharmaceuticals and medical devices. Operating under the Directorate General of Health Services, Ministry of Health & Family Welfare, Government of India, the CDSCO is responsible for approving new drugs, conducting clinical trials, setting standards for drugs, controlling the quality of imported drugs, and coordinating the activities of State Drug Control Organizations by providing expert advice.
Pharmacovigilance, on the other hand, is the science and activities related to the detection, assessment, understanding, and prevention of adverse effects or any other drug-related problems. The primary aim of pharmacovigilance is to ensure the safety and efficacy of medicines, thereby protecting public health.
In India, pharmacovigilance activities are monitored by the Pharmacovigilance Programme of India (PvPI), which works closely with CDSCO to collect, analyze, and act upon data regarding adverse drug reactions (ADRs). Together, they play a critical role in ensuring that the benefits of drugs outweigh their risks, maintaining high standards of patient safety, and promoting the rational use of medicines.
Lung Cancer: Artificial Intelligence, Synergetics, Complex System Analysis, S...Oleg Kshivets
RESULTS: Overall life span (LS) was 2252.1±1742.5 days and cumulative 5-year survival (5YS) reached 73.2%, 10 years – 64.8%, 20 years – 42.5%. 513 LCP lived more than 5 years (LS=3124.6±1525.6 days), 148 LCP – more than 10 years (LS=5054.4±1504.1 days).199 LCP died because of LC (LS=562.7±374.5 days). 5YS of LCP after bi/lobectomies was significantly superior in comparison with LCP after pneumonectomies (78.1% vs.63.7%, P=0.00001 by log-rank test). AT significantly improved 5YS (66.3% vs. 34.8%) (P=0.00000 by log-rank test) only for LCP with N1-2. Cox modeling displayed that 5YS of LCP significantly depended on: phase transition (PT) early-invasive LC in terms of synergetics, PT N0—N12, cell ratio factors (ratio between cancer cells- CC and blood cells subpopulations), G1-3, histology, glucose, AT, blood cell circuit, prothrombin index, heparin tolerance, recalcification time (P=0.000-0.038). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and PT early-invasive LC (rank=1), PT N0—N12 (rank=2), thrombocytes/CC (3), erythrocytes/CC (4), eosinophils/CC (5), healthy cells/CC (6), lymphocytes/CC (7), segmented neutrophils/CC (8), stick neutrophils/CC (9), monocytes/CC (10); leucocytes/CC (11). Correct prediction of 5YS was 100% by neural networks computing (area under ROC curve=1.0; error=0.0).
CONCLUSIONS: 5YS of LCP after radical procedures significantly depended on: 1) PT early-invasive cancer; 2) PT N0--N12; 3) cell ratio factors; 4) blood cell circuit; 5) biochemical factors; 6) hemostasis system; 7) AT; 8) LC characteristics; 9) LC cell dynamics; 10) surgery type: lobectomy/pneumonectomy; 11) anthropometric data. Optimal diagnosis and treatment strategies for LC are: 1) screening and early detection of LC; 2) availability of experienced thoracic surgeons because of complexity of radical procedures; 3) aggressive en block surgery and adequate lymph node dissection for completeness; 4) precise prediction; 5) adjuvant chemoimmunoradiotherapy for LCP with unfavorable prognosis.
Title: Sense of Smell
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the primary categories of smells and the concept of odor blindness.
Explain the structure and location of the olfactory membrane and mucosa, including the types and roles of cells involved in olfaction.
Describe the pathway and mechanisms of olfactory signal transmission from the olfactory receptors to the brain.
Illustrate the biochemical cascade triggered by odorant binding to olfactory receptors, including the role of G-proteins and second messengers in generating an action potential.
Identify different types of olfactory disorders such as anosmia, hyposmia, hyperosmia, and dysosmia, including their potential causes.
Key Topics:
Olfactory Genes:
3% of the human genome accounts for olfactory genes.
400 genes for odorant receptors.
Olfactory Membrane:
Located in the superior part of the nasal cavity.
Medially: Folds downward along the superior septum.
Laterally: Folds over the superior turbinate and upper surface of the middle turbinate.
Total surface area: 5-10 square centimeters.
Olfactory Mucosa:
Olfactory Cells: Bipolar nerve cells derived from the CNS (100 million), with 4-25 olfactory cilia per cell.
Sustentacular Cells: Produce mucus and maintain ionic and molecular environment.
Basal Cells: Replace worn-out olfactory cells with an average lifespan of 1-2 months.
Bowman’s Gland: Secretes mucus.
Stimulation of Olfactory Cells:
Odorant dissolves in mucus and attaches to receptors on olfactory cilia.
Involves a cascade effect through G-proteins and second messengers, leading to depolarization and action potential generation in the olfactory nerve.
Quality of a Good Odorant:
Small (3-20 Carbon atoms), volatile, water-soluble, and lipid-soluble.
Facilitated by odorant-binding proteins in mucus.
Membrane Potential and Action Potential:
Resting membrane potential: -55mV.
Action potential frequency in the olfactory nerve increases with odorant strength.
Adaptation Towards the Sense of Smell:
Rapid adaptation within the first second, with further slow adaptation.
Psychological adaptation greater than receptor adaptation, involving feedback inhibition from the central nervous system.
Primary Sensations of Smell:
Camphoraceous, Musky, Floral, Pepperminty, Ethereal, Pungent, Putrid.
Odor Detection Threshold:
Examples: Hydrogen sulfide (0.0005 ppm), Methyl-mercaptan (0.002 ppm).
Some toxic substances are odorless at lethal concentrations.
Characteristics of Smell:
Odor blindness for single substances due to lack of appropriate receptor protein.
Behavioral and emotional influences of smell.
Transmission of Olfactory Signals:
From olfactory cells to glomeruli in the olfactory bulb, involving lateral inhibition.
Primitive, less old, and new olfactory systems with different path
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Ve...kevinkariuki227
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
Flu Vaccine Alert in Bangalore Karnatakaaddon Scans
As flu season approaches, health officials in Bangalore, Karnataka, are urging residents to get their flu vaccinations. The seasonal flu, while common, can lead to severe health complications, particularly for vulnerable populations such as young children, the elderly, and those with underlying health conditions.
Dr. Vidisha Kumari, a leading epidemiologist in Bangalore, emphasizes the importance of getting vaccinated. "The flu vaccine is our best defense against the influenza virus. It not only protects individuals but also helps prevent the spread of the virus in our communities," he says.
This year, the flu season is expected to coincide with a potential increase in other respiratory illnesses. The Karnataka Health Department has launched an awareness campaign highlighting the significance of flu vaccinations. They have set up multiple vaccination centers across Bangalore, making it convenient for residents to receive their shots.
To encourage widespread vaccination, the government is also collaborating with local schools, workplaces, and community centers to facilitate vaccination drives. Special attention is being given to ensuring that the vaccine is accessible to all, including marginalized communities who may have limited access to healthcare.
Residents are reminded that the flu vaccine is safe and effective. Common side effects are mild and may include soreness at the injection site, mild fever, or muscle aches. These side effects are generally short-lived and far less severe than the flu itself.
Healthcare providers are also stressing the importance of continuing COVID-19 precautions. Wearing masks, practicing good hand hygiene, and maintaining social distancing are still crucial, especially in crowded places.
Protect yourself and your loved ones by getting vaccinated. Together, we can help keep Bangalore healthy and safe this flu season. For more information on vaccination centers and schedules, residents can visit the Karnataka Health Department’s official website or follow their social media pages.
Stay informed, stay safe, and get your flu shot today!
ARTIFICIAL INTELLIGENCE IN HEALTHCARE.pdfAnujkumaranit
Artificial intelligence (AI) refers to the simulation of human intelligence processes by machines, especially computer systems. It encompasses tasks such as learning, reasoning, problem-solving, perception, and language understanding. AI technologies are revolutionizing various fields, from healthcare to finance, by enabling machines to perform tasks that typically require human intelligence.
- Video recording of this lecture in English language: https://youtu.be/lK81BzxMqdo
- Video recording of this lecture in Arabic language: https://youtu.be/Ve4P0COk9OI
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
2. Agenda
► Ernst & Young – Global Life Sciences Center
► Business model transformation
► Pharma 1 0 to 3.0
1.0 3 0
► Pharma 3.0
► non-traditional collaborations
► business model innovation
► execution
Page 2 Progressions: Pharma 3.0
4. Ernst & Young’s major lines of business
Performance improvement:
External audit:
► Finance and performance Financial accounting advisory service:
management ► Audit of financial
statements, statutory ► IFRS conversions and support
► Supply chain accounts and pension
Risk: ► IPO readiness
► Customer funds
► Business process controls auditing ► Accounting support for due diligence
► Controls and process remediation
► Change management services
► Information systems security, ► IT advisory ► Accounting control / process support
controls and governance
► Real estate asset planning and External Fraud investigation and dispute services:
optimization audit ► Marketing, sales and research compliance
Performance
► IT Risk improvement assessments and reviews
Financial
accounting ► Electronic discovery and document retention
advisory
ad isor ► Government investigations
service
IT risk: Risk ► Compliance gap analyses
► IT risk management ► Internal fraud investigations
► Application controls and security
Advisory Assurance Fraud
investigation ► Litigation and arbitration support
IT risk
► Information management and analysis and dispute ► Brand protection, counterfeiting, diversion and
services
gray markets
Client
relationships
Commercial and financial due
Business and indirect tax services: Commercial diligence:
Business and financial
► Annuity tax provisioning/ tax accounting and indirect due diligence ► Market and industry research
calculations tax services
Tax Transaction ► Validation of strategic assessments
► Business tax advisory
► Corporate strategy assessment
► Income tax compliance Transactional
International integration ► Assessment of sustainable earnings
► Customs and international trade advisory tax services
► Analysis of key revenue and cost
► VAT/sales tax advisory and compliance drivers
Human Valuation
capital
it l
International tax services:
Transactional integration:
► Cross boarder corporate tax
advisory Human capital: ► Synergies analysis and investment
requirements
► Transfer pricing ► Global mobility tax and Valuation:
documentation and advisory administration services ► Assess impact to forecast
► Business valuation services ► Assess integration challenges, risks
► Supply/distribution chain ► Global equity
advisory compensation planning ► Tangible/intangible asset valuation and resolution strategies
and compliance services
► Performance and rewards ► Accretion/dilution analysis
Page 4
5. Ernst & Young’s Global Life Sciences sector
The Global Life Sciences sector brings together a worldwide team of professionals with deep industry and technical experience in
providing assurance, tax, transaction and advisory services. Our goal: to position Ernst & Young as the trusted advisor for our life
sciences priority accounts and their key executives by our active involvement assisting teams to execute for success in their
transitions and transformations.
Ernst & Young’s Global Life Sciences area contacts
As an industry sector center we
focus resources on the following Global Pharmaceutical Sector Leader
Carolyn Buck Luce
key priorities:
Global Biotechnology Sector Leader
Nordics
Glen Giovannetti Denmark Benny Lynge Sorensen
► Building internal and Sweden - Björn Ohlsson
Life Sciences EMEIA Leader
external networks of key Patrick Flochel
Norway - Willy Eidessen
y y
Finland - Timo Virkilä
opinion leaders of the life
sciences industry
Netherlands
Belgium Jules Verhagen
Thomas Sileghem CIS
Dmitry Khalilov
United Kingdom
► Assist our accounts to Pamela Spence/
Germany
Elia Napolitano/
Chad Whitehead*
provide industry trends and Canada
Ireland
Siegfried Bialojan*
identify appropriate Paul Karamanoukian
Edwina Fitzmaurice/
Nick Redmond
Redmond*
Austria
Isabella Schwartz-Gallee/
Korea
Yong Sup Hyun*
resources globally
l b ll Switzerland
Erich Lehner*
Japan
Patrick Flochel/ Poland Hironao Yazaki
Mariusz Witalis
► Providing industry relevant United States
Carolyn Buck Luce/
Jürg Zürcher*
thought leadership and Glen Giovannetti* France
Virginie Lefebvre/
CESSA
Magdalena Soucek
attending or speaking at Mexico Pascale Augé * Turkey
Erdal Calıkoglu
Frederico Aguilar
industry events
Southeast Europe Hong Kong/China
Spain Themis Lianopoulos Francis Lai/
► Creating l
C ti relevant t Manuel Gi lt H
M l Giralt Herrero Cherrie Che*
Israel
knowledge and learning Italy Yoram Wilamowski
Lapo Ercoli
programs for Ernst & Young
Brazil Singapore
Jose Francisco Compagno Swee Ho Tan
India
professionals Hitesh Sharma
Australia
► Solutions development to New Zealand Winna Brown
Jon Hooper
meet emerging client needs
Centers: New Jersey, Boston and Basel * Biotechnology
Page 5
6. Thought Leadership - Life Sciences
Annual Reports Surveys
Progressions Pharma 3.0 Pharmaceutical Companies and working capital management
► Global pharmaceutical report ► Survey on working capital performance and strategies
Business Risk Report 2009 Life Sciences
► Life Sciences focus within the Global Risk Survey
Beyond Borders
► Global biotechnology report
2009 global pharma associations sales and
marketing code matrix for US and EMEA
Pulse of the Industry ► synopsis of selected pharmaceutical
► Global medtech report industry
guidance
Technical Reports National Reports
Prescriptions series Swiss Biotech Report 2009
► Series of articles on Life Sciences
topics Biotech in Denmark 2008
bio*link and medtech*monitor series
► Series of articles on biotechnology and German Biotech Report 2009
medtech topics
The Smoke Detector® report
► Series of summarized compilation on
Life Sciences topics
Page 6
8. Progressions: Pharma 3.0
Global pharmaceutical report 2010
Bayer Meets Nintendo as Drugmakers Seek New
Routes to Customers
Pharmas Must Tie with Techs
February 11, 2010
Medicines not working? There's an
app for that
PharmaTimes Ernst & Young Puts the Spotlight
n Pharma 3.0
Pharma needs to work with non-
t ad t o a partners
traditional pa t e s to su
survive
e
Pharma Turns to Tech for Marketing Aid
Report: Future Drugmakers Must also Deliver
Healthy Outcomes
Daily Finance
Pharma 3.0: Drug Companies Slowly
Adapt t the N
Ad t to th New T h World
Tech W ld
Drugmakers look to collaborate with
nontraditional partners
Pharma 3.0 - Drug Makers Must Adapt To An
Outcomes-Focused World, E&Y Reports
And the Future for Pharma Looks Like….
► Based on interviews with 30 executives from the Key themes
pharma industry and from “non-traditional” players
► Features quotes from numerous executives and ► Changing ecosystems: Pharma 3.0
over 100 company examples
► Worldwide launch at The Economist Conference,
► Emerging business models
London ► Building the future business via innovative collaborations
Page 8 Progressions: Pharma 3.0
9. Pharma 3.0
From drugs to healthy outcomes
Drivers of ► R&D productivity ► Health care reform
change ►
►
Patent cliff
Globalization
►
►
Health IT
Consumerism
► Demographics ► Value mining
► Pricing &
reimbursement
Business
Models
Value Pharma 1.0 Pharma 2.0 Pharma 3.0
p p
proposition Blockbuster drugs
g Diversified drug portfolios Healthy outcomes
Customer
Payor
Physician
Patient
Page 9 Progressions: Pharma 3.0
10. Progressions 2008
Pharma 1.0 to 2.0
Patents The R&D productivity
Pricing pressure science Personalized medicine
Compliance commitments The Globalization
customer Customer redefinition
The Products vs. services
Reduced growth
Impact of
offer Building brand
hange
Margins squeezed
The
ch
Reputation in decline Talent pipeline
people Celebrating diversity
The Enterprise vs. extraprise
R&D productivity organization Alternative business
models
Commercial structure The Return vs. revenue
Customer relationships value created Financial strategy
Risk management
gy
Page 10 Progressions: Pharma 3.0
11. Pharma 2.0
Four strategic pillars
Emerging markets Commercial models
Product i
P d t innovation
ti Product di
P d t diversification
ifi ti
Page 11 Progressions: Pharma 3.0
12. Pharma 2.0
Emerging markets: growth gap
The growth gap
Pharmerging and tier-2 emerging markets will contribute three quarters of global growth in 2009
Mature Pharmerging Tier-2
Tier 2 emerging Rest of world
100%
9% 10% 10% 11%
90% 17% 2009 market share, US$
5% 6%
9%
7%
80%
11% 10% 22% Rest of
world
70% 19%
Tier-2 12%
21% emergin
60%
g 6%
50% Pharmerging
11%
51% Mature
40% 79%
73% 71%
30% 61%
52%
20%
10%
16%
0%
2001 2003 2005 2007 2009(f)
Source: IMS Health, Market Prognosis, March 2009
Page 12 Progressions: Pharma 3.0
13. Pharma 2.0
Tailoring commercial models to market
Moving towards differentiated „geo-tailored“ commercial models with a tailored value
proposition for each market and customer
Optimizing resources to address all key stakeholders
Integrated key account model in restrictive markets; traditional sales force in open markets
I t t dk t d li t i ti k t t diti l l f i k t
Share of field force KAM, local manager Pricing, listing
Field force
► multibrand
► brand, multibrand
Information Value Influencers*
Geo-tailored
Physician Tools approach proposition
Training Pricing
• volume
• outcome Payors
• value
Pharma
Risk sharing Managed
Care
Communication E-tools
Patient Information
Programs
Compliance
programs Training Retail
*employers, providers, academia, government
Page 13 Progressions: Pharma 3.0
14. Pharma 2.0
Innovation
► Targeting new disease areas
► Personalized medicine
► Creating more market-driven
pipelines
► Restructuring R&D units to
allow greater autonomy
► Splitting up
Splitting-up large, monolithic
organizations into smaller
units
► Virtualization. Incorporating
niche players to stimulate
innovation, share risks and
reduce costs
1.Represents cAGR2008 2013
1 Represents a cAGR2008-2013
2.lndicates probability of entry of generics in the segment
Source: Datamonitor, New Approaches to Pharma R&D
Page 14 Progressions: Pharma 3.0
15. Pharma 2.0
Diversification
J&J
Business line diversification
GSK GSK
Novartis
Pfizer
Novartis
Sanofi Wyeth
y
Sanofi
Pfizer
BMS
s
Pfizer
Roche
Astra Astra
Roche Zeneca Zeneca
BMS
Geographic diversification 2006 Target
g
Source: Societe Generale: Pharmaceuticals Beyond the crisis
Page 15 Progressions: Pharma 3.0
16. Pharma 3.0
From drugs to healthy outcomes
Drivers of ► R&D productivity ► Health care reform
change ►
►
Patent cliff
Globalization
►
►
Health IT
Consumerism
► Demographics ► Value mining
► Pricing &
reimbursement
Business
Models
Value Pharma 1.0 Pharma 2.0 Pharma 3.0
p p
proposition Blockbuster drugs
g Diversified drug portfolios Healthy outcomes
Customer
Payor
Physician
Patient
Page 16 Progressions: Pharma 3.0
17. Pharma 3.0
Health outcomes as currency for health care systems
Consumerism
► Health literacy
► Empowerment
Health care reform
► Access Health Health IT
► Rebates/discounts ► Digital data
► Value-based approach outcomes ► Social data
► Health
H lth IT ► Mobile health
Value mining
► Value-based P&R
► Comparative
effectiveness
► Risk-sharing
g
agreements
Page 17 Progressions: Pharma 3.0
18. Pharma 3.0
From drugs to healthy outcomes
Drivers of ► R&D productivity ► Health care reform
change ► Patent cliff ► Health IT
► Globalization ► Consumerism
► Demographics
D hi ► Value i i
V l mining
► Pricing &
reimbursement
Business
Models
Value Pharma 1.0 Pharma 2.0 Pharma 3.0
proposition Blockbuster drugs Diversified drug Healthy outcomes
portfolios
Customer
Payor
Physician
Patient
Page 18 Progressions: Pharma 3.0
20. Pharma 3.0
The healthy outcomes ecosystem
Providers IT
Information
Physicians companies
Social
media
CROs
Academia Health
records
Medical
Pharma Patients
technology
Telecom
Biotech Med
device
Governments
Food
Insurers
Retailers Consumer
electronics
Pharma 1.0 (drugs) Pharma 2.0 (diversified drug portfolios) Pharma 3.0 (outcomes)
Page 20 Progressions: Pharma 3.0
21. Pharma 3.0 is happening - eHealth
Mondobiotech – 23 and me Novartis – Proteus Biomedical
Source: www.ft.com
Source: www.23andme.com
Bayer - Ni t d
B Nintendo UCB – patientslike me
i lik
Source: www.bayerdidget.co.uk/ Source: www.patientslikeme.com
Page 21 Progressions: Pharma 3.0
22. Pharma 3.0
Delivering on health outcomes
Building communities Expanding products
► UCB — PatientsLikeMe ► Pfizer — Aurobindo
Developing technologies Developing technologies
► Lifescan (J&J and A l )
Lif d Apple) ► Novartis — V d f
N ti Vodafone — IBM
Measuring outcomes Innovative distribution
► Fresenius Medical Care ► Novartis — Indian Post Office
Managing patient outcomes Expanding access
► Driving compliance ► Underserved markets
► Health care delivery ► Emerging markets
► Patient stratification ► Uninsured populations
Health
outcomes
Meeting unmet
medical needs
► Complex indications
► Underserved medical fields
Leveraging data Public-private partnerships Partnership with payors
► MondoBiotech — 23and Me ► GSK — Global TB alliance ► Novartis — NICE
Optimizing R&D R&D risk sharing Creative financing
► GSK — Pfizer ► Eisai — Quintiles ► Eli Lilly — TPG-Axon Capital —
Novaquest (a division of Quintiles)
Orphan d
O h drugs Pre-competitive R&D
P titi
► Pfizer — Protalix ► Enlight Biosciences
Page 22 Progressions: Pharma 3.0
24. Scenario planning
Deal simulations
Deal A Deal B
Partners InfoTechCo PharmaCo InsuranceCo DirectSalesCo PharmaCo FoodCo
Understanding of
Platform Sales forces Drug portfolio Broad product
Resource Drug portfolio risk
Personal health Customer intimacy Efficacy insights portfolio
capabilities Efficacy insights Patient
records and reach Nutrition insights
stratification
Health outcomes Health outcomes
Value Enabling Enabling outcomes/
propositions outcomes access
Patients Patients
Customers
C t Payors Payors
P
Governments Governments
“While high-level business models are easily articulated, the discussion around the execution of the deals reveals a high
level of complexity. What creates more value? And what provides more value over time? Who owns the intellectual property?”
Source: Ernst & Young 2010
Page 24 Progressions: Pharma 3.0
25. Business model innovation
Commercial trials
Commercial trials
Stickiness
High margins and success of current
model make large leaps difficult Pilots Rapid
To explore business prototyping
opportunities Commercial trials will
need to be fast and
efficient Upside
Unchartered territory Business model
Difficulty and risk of developing new offerings innovation has the
from scratch with unknown partners Open innovation Flexible control potential for considerable
Use of external Alliances structures upside (e.g. compliance)
networks that allow quick
response to new
challenges and
opportunities
Changing ecosystem
Current ecosystem is changing rapidly in Portfolio management
unprecedented and unpredictable ways Optimize network value
“How do you actually go about the building of new business models from the ground up? How do you pick the right
strategies and experiments for your company when the very ecosystem in which you operate is changing in
unprecedented, and unpredictable, ways?”
Page 25 Progressions: Pharma 3.0
26. Commercial trials
From strategy to commercialization
Drug development
pt
Therapeutic focus Discovery and early
y y Late development
p Commercialization
ct
Proof of concep
Disease areas
s
pproved produc
development
Number of leads
P
Ap
New busine model
gments
oncept
Number of ideas
ess
Proof of co
Market seg
Pilots and Scale-up and
Strategic/risk assessment Market assessment partnerships larger
partnerships
Business model development
B i d ld l t
I. Strategic focus II. Proof of concept III. Development IV. Commercialization
Areas and business Ideas that work in Most promising pilots. Service or product
models that are a concept. offerings
strategic fit for the “Does it work and is it
Does “Is it commercially
Is “Can it be scaled and
Can
organization safe?” feasible?” replicated across
markets?”
Page 26 Progressions: Pharma 3.0
28. Pharma 3.0
Challenges and readiness for executing nontraditional alliances
Page 28 Progressions: Pharma 3.0
29. Challenges every step of the way
New ways of partnering
Strategy, Accounting Talent and Operations,
structure and Due Valuation and financial change Risk supply chain
governance diligence and reporting management management management
modeling
What creates most value?
Whose d t is it anyway?
data i ?
How is success defined?
Who owns the intellectual property?
IFRS or US GAAP?
What are the tax implications?
What should the debt and equity mix consist of??
What are the water, power, waste and cleantech approaches?
Page 29 Progressions: Pharma 3.0
30. Guiding principles for Pharma 3.0
Define Co-create Experiment. Prepare
your Pharma 3.0 value with partners Think small. Fail fast. for success.
Brand and patients
patients.
The ecosystem is More than ever, There is no one Our survey and
becoming more firms will need to right answer. interviews
complex.
complex combine unique Companies will indicate that
Incentives are assets and develop solutions pharma
changing. New, attributes to build by experimenting companies aren’t
nontraditional relevant offerings with large fully prepared for
players are for the healthy numbers of the challenges
entering. outcomes “commercial trials” that these
ecosystem. — and culling creative new
those that don’t alliances will
work. bring.
Page 30 Progressions: Pharma 3.0
31. Contact Details
Dr. Frank Kumli, MBA
Business Analyst - Global Life Sciences Center
Tel +41 58 286 86 37
Mobile +41 58 289 86 37
Fax +41 58 286 83 60
Email frank.kumli@ch.ey.com
E il f k k li@ h
Page 31 Progressions: Pharma 3.0