Novartis

PharmaVitae Profile

Product Code DAT04342
Publication Date January 2007
Publisher Datamonitor
Product Type Report
Pages 143
ISBN Number not applicable
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Novartis

PharmaVitae Profile

Introduction

This analysis examines the historical and forecast performance for Novartis in the ethical pharmaceutical sector. The profile encompasses global company strategy, portfolio and pipeline analysis and assessment of financial performance, with 1-6 year sales forecasts for key drugs. An interactive forecasting and analysis tool provides continually updated quantitative and qualitative information.

Reasons to Purchase

  • Benchmark Novartis's performance against key rivals in the ethical pharmaceutical sector
  • Understand how company growth will be driven by existing brands (Gleevec, Diovan) and new product launches (Tekturna, Galvus and Exjade)

Contents

  • Chapter 1 Executive Summary
    • Key findings
    • Historical and forecast ethical sales performance
    • Therapeutic strategy
    • Launch and expiry outlook
    • Externalization, geographic and molecule type strategies
    • Externalization strategy
    • Geographic strategy
    • Molecule type strategy
    • SWOT analysis
    • Strengths
    • Weaknesses
    • Opportunities
    • Threats
  • Chapter 2 Corporate History
    • Key findings
    • Background
    • Key corporate developments
    • M&A history
    • Shareholding in Roche
    • Other M&A
    • Sandoz
    • Chiron
  • Chapter 3 Historical Performance
    • Key findings
    • Introduction
    • Revenue and growth rate analysis, 2002–05
    • Revenue and growth rate vs. peer set
    • Product analysis, 2002–05
    • Growth drivers
    • Operating revenue and cost analysis, 2002–05
    • Operating revenue/cost analysis
  • Chapter 4 Forecast Performance
    • Key findings
    • Introduction
    • Revenue and growth rate, 2005–11
    • Product analysis, 2005–11
    • Growth drivers
    • Growth resistors
    • Therapy area analysis, 2005–11
    • Oncology
    • Cardiovascular
    • Infectious Disease
    • Diabetes & endocrinology
    • Therapy area focus
    • Launches and expiries analysis, 2005–11
    • Launch portfolio
    • Core portfolio
    • Expiry portfolio
    • Launch/core/expiry configuration
    • Externalization analysis, 2005–11
    • Geographic analysis, 2005–11
    • Molecule type analysis, 2005–11
  • Chapter 5 Key Products And Competitors
    • Key findings
    • Overview
    • Diovan/Co-Diovan
    • Tekturna
    • Lotrel
    • Lescol
    • Gleevec/Glivec
    • Zometa
    • Lamisil
    • Trileptal
    • Galvus
    • Exjade
    • R&D pipeline
  • Chapter 6 Appendix
    • IMS vs. company-reported data reconciliation
    • Abbreviations
  • Table Of Tables
    • Table 1: Peer set overview
    • Table 2: Operating revenue/cost analysis ($m), 2002–05
    • Table 3: Operating cost ratio analysis (% of total revenues), 2002–05
    • Table 4: Product portfolio overview, sales ($m), 2005–11
    • Table 5: Therapy area overview, sales ($m), 2005–11
    • Table 6: Launch portfolio overview, sales ($m), 2005–11
    • Table 7: Core portfolio overview, sales ($m), 2005–11
    • Table 8: Expiry portfolio overview, sales ($m), 2005–11
    • Table 9: Externally developed portfolio, 2005–11 ($m)
    • Table 10: Molecule type overview, sales ($m), 2005–11
    • Table 11: Key products overview
    • Table 12: Diovan/Co-Diovan: overview
    • Table 13: Diovan: sales forecast ($m), 2005–11
    • Table 14: Co-Diovan: sales forecast ($m), 2005–11
    • Table 15: Tekturna: overview
    • Table 16: Tekturna: sales forecast ($m), 2005–11
    • Table 17: Lotrel: overview
    • Table 18: Lotrel: sales forecast ($m), 2005–11
    • Table 19: Lescol: overview
    • Table 20: Lescol: sales forecast ($m), 2005–11
    • Table 21: Gleevec/Glivec: overview
    • Table 22: Gleevec/Glivec: sales forecast ($m), 2005–11
    • Table 23: Zometa: overview
    • Table 24: Zometa: sales forecast ($m), 2005–11
    • Table 25: Lamisil: overview
    • Table 26: Lamisil: sales forecast ($m), 2005–11
    • Table 27: Trileptal: overview
    • Table 28: Trileptal: sales forecast ($m), 2005–11
    • Table 29: Galvus: overview
    • Table 30: Galvus: sales forecast ($m), 2005–11
    • Table 31: Exjade: overview
    • Table 32: Exjade: sales forecast ($m), 2005–11
    • Table 33: Novartis's R&D pipeline (Phase I–registration)
  • Table Of Figures
    • Figure 1: Historical and forecast ethical sales performance (% CAGR), Novartis and Big Pharma peer set
    • Figure 2: Therapeutic focus vs. Novartis peer set (%), 2005
    • Figure 3: Launch, core and expiry, absolute sales growth, 2005–11 (sales as % of 2005 sales), Novartis
    • Figure 4: Launch, core and expiry, absolute sales growth, 2005–11 (sales as % of 2005 sales), peer set
    • Figure 5: Molecule type, externalization and geographic market dependency (%) vs. peer set, 2005
    • Figure 6: Molecule type, externalization and geographic market dependency (%) vs. peer set, 2011
    • Figure 7: SWOT analysis of Novartis
    • Figure 8: Recent M&A history/Corporate Structure
    • Figure 9: Revenue & growth rate (ethical sales) ($m), 2002–05
    • Figure 10: Ethical revenue ($m) and growth rate (%) vs. peer set, 2002–05
    • Figure 11: Growth drivers/resistor products of historical revenue performance ($m), 2002–05
    • Figure 12: Operating revenue/cost analysis ($m), 2002–05
    • Figure 13: Operating cost ratio analysis (% of total revenues), 2002–05
    • Figure 14: Operating cost ratio vs. peer set, 2002–05
    • Figure 15: Ethical revenue ($m) and growth rate (%), 2005–11
    • Figure 16: Top five products by sales ($m), 2005
    • Figure 17: Top five products by sales ($m), 2011
    • Figure 18: Growth drivers and resistors by product, 2005–11
    • Figure 19: Key strategic products, sales ($m), 2005–11
    • Figure 20: Ethical sales by therapy area ($m), 2005–11
    • Figure 21: Growth drivers and resistors by therapy area (%), 2005–11
    • Figure 22: Ethical sales by therapy area (%), 2005–11
    • Figure 23: Therapy area focus compared with peer set (% total ethical sales), 2005
    • Figure 24: Therapy area focus compared with peer set (% total ethical sales), 2011
    • Figure 25: Launch schedule, sales ($m), 2005–11
    • Figure 26: Core products sales growth ($m), 2005–11
    • Figure 27: Expiry schedule, sales ($m), 2005–11
    • Figure 28: Launch, core and expiry, sales ($m), 2005–11
    • Figure 29: Launch, core and expiry, absolute sales growth, 2005–11 (sales as % of 2005 sales), Novartis
    • Figure 30: Launch, core and expiry, absolute sales growth, 2005–11 (sales as % of 2005 sales), peer set
    • Figure 31: Externalization dependency, sales ($m), 2005–11
    • Figure 32: Growth drivers and resistors, externally vs. internally discovered products, sales ($m), 2005–11
    • Figure 33: Externalization dependency vs. peer set, % total sales, 2005
    • Figure 34: Externalization dependency vs. peer set, % total sales, 2011
    • Figure 35: Geographical sales breakdown ($m), 2005–11
    • Figure 36: Growth drivers and resistors by geography, sales ($m), 2005–11
    • Figure 37: US dependency vs. peer set, % total sales, 2005
    • Figure 38: US dependency vs. peer set, % total sales, 2011
    • Figure 39: Growth drivers and resistors by molecule type, sales ($m), 2005–11
    • Figure 40: Molecule type sales breakdown ($m), 2005–11
    • Figure 41: Biologics dependency vs. peer set, % total sales, 2005
    • Figure 42: Biologics dependency vs. peer set, % total sales, 2011
    • Figure 43: IMS vs. company-reported ethical sales discrepancy ($m), 2005
    • Figure 44: IMS vs. company-reported ethical sales forecast growth rates (%), 2005–11