In Transforming Big Pharma John Ansell addresses critically how strategy works in the pharmaceutical industry. The long-standing dearth of new products has led to a growing shortfall in revenues. Ansell assesses the wide range of alternative strategies big pharma companies have been pursuing in recent years in attempting to overcome this. He shows that there is sound evidence to expect the recent upturn in the number of new products reaching the market to go on to greater heights. Chapters assess the complex trends in attrition rates, show how rife spectacular sales underestimation in the industry remains, and explain how conventional wisdom on the chances of product profitability also seriously undersells the industry. The surest route to transforming the prospects for big pharma, Ansell contends, is to step up activity in acquiring and developing new products. This is now realistic because, as he shows, the amount of intellectual property available is much greater than it was a decade ago. Ansell believes that no other strategies have sufficient transformative powers, though they may be useful as a stopgap whilst the sales of forthcoming new products mature. He argues for a reversal of big pharma's recent cutbacks in R&D and licensing, and re-focussing on new product development. Transforming Big Pharma is intended for those in senior and middle management in the pharmaceutical industry. It will also be valuable to students, as well as to all those dealing with the industry, including biotech companies and those providing services and products to the pharmaceutical industry.
Contents: Foreword; Part I How Pharma Differs and Why This Is Important: How pharma differs; The consequences of extended timescales; The barriers to getting in and out of pharmaceuticals. Part II Assessing Management Concepts for the Pharmaceutical Industry: Assessing the value of concepts from outside the pharmaceutical industry; When gurus get it wrong; In search of the perfect organization. Part III Big Pharma's Strategic Options: Focussing down and diversification; Diversification: ebbs and flows in enthusiasms; Mergers and demergers. Part IV Where Will New Products Come From?: Emerging countries - opportunities in perspective; What can we learn from Japan?; Prospects for emerging countries; The United States - by no means past its peak. Part V Prospects for New Products: Projecting new product quantity; Trends in attrition rates; Trends in new product quality; Projections and conclusions. Part VI Getting a True Fix on Prospects: Underestimating potential - a common feature of pharmaceutical forecasting; Probing profitability estimates. Part VII Conclusions and Summary: Assessing the transformative powers of strategies; Appendix: measuring global longevity; References; Index.