Since 2010, approximately 200 pharmaceutical and biotech deals have taken place per year in the United States. In 2014, only 182 major deals took place, lower than average (~190).
However, 2014 surpassed the combined value of deals from 2011-2013 ($178bn) and saw over $200bn in mergers and acquisitions, a 300% increase from the previous year.
Clinical research : Drug regulatory affairs and Pharmacovigilance.ProfDnyaneshwariJosh
Schedule Y, FDA, Appendices, Post marketing surveillance,Clinical trial,WHO,ICH-GCP, FDA-CFR, Safety,Adverse Drug reaction, Adverse Event(AE), Serious Adverse Event(SAE),Reporting, IND , 3500A form
Signal Detection in Pharmacovigilance: Methods and AlgorithmsClinosolIndia
Signal detection in pharmacovigilance involves the identification of potential safety signals or unexpected patterns of adverse events that may indicate a previously unrecognized safety concern associated with a medication. Various methods and algorithms are employed to analyze large volumes of pharmacovigilance data and highlight signals that warrant further investigation. Here are some common methods and algorithms used for signal detection in pharmacovigilance
"Brief Introduction of China Food & Drug Administration" by Chang Yongheng, China Centre for Food and Drug International Exchange, China Food & Drug Administration
Clinical research : Drug regulatory affairs and Pharmacovigilance.ProfDnyaneshwariJosh
Schedule Y, FDA, Appendices, Post marketing surveillance,Clinical trial,WHO,ICH-GCP, FDA-CFR, Safety,Adverse Drug reaction, Adverse Event(AE), Serious Adverse Event(SAE),Reporting, IND , 3500A form
Signal Detection in Pharmacovigilance: Methods and AlgorithmsClinosolIndia
Signal detection in pharmacovigilance involves the identification of potential safety signals or unexpected patterns of adverse events that may indicate a previously unrecognized safety concern associated with a medication. Various methods and algorithms are employed to analyze large volumes of pharmacovigilance data and highlight signals that warrant further investigation. Here are some common methods and algorithms used for signal detection in pharmacovigilance
"Brief Introduction of China Food & Drug Administration" by Chang Yongheng, China Centre for Food and Drug International Exchange, China Food & Drug Administration
intertnational council for harmonization The International Council for Harmonisation of Technical Requirements for Pharmaceuticals for Human Use (ICH) is a project that brings together the regulatory authorities of Europe, Japan and the United States and experts from the pharmaceutical industry in the three regions to discuss scientific and technical aspects Details of the ICH guidelines for pharmaceutical quality from Q1 to Q12 including stability analysis, evaluation of impurities and quality risk management. ICH (Full form = International Conference on Harmonisation) is a committee that provides the pharmaceutical guidelines for industries.
This slide contains what is generic drug, what is advantages & disadvantages,reason behind unpopularity of generic drug in India, why generic drugs are important in India, why there is a need of generic drug policy, who are the regulatory authority, what are the act & laws, what policy existing in India for generic drug then Conclusion.
Introduction to Pharmacovigilance| B- PHARM| PHARMACOVIGILANCEWorldofPharmacy
This presentation includes the basic overview for the pharmacovigilance.
This presentation covers topic such as:
1) What is Pharmacovigilance ?
2) Basic Terminologies for Pharmacovigilance ?
3) Needs and Aim of Pharmacovigilance.
4) Adverse Drug Reaction.
5) Severe Adverse Drug Reaction.
6) Classification of ADRs
7) Adverse Drug Event.
8) What is causality ?
9) ADR vs ADE.
10) Sources of Adverse Event Reports.
Pharmacovigilance - Defination, Aim, Need ,Importance ,history, workflow, co...MADHAV JAJNURE
pharmacovigilance(PV)
Defination of pharmacovigilance
Aims of pharmacovigilance
Origin of pharmacovigilance
History of pharmacovigilance
Importance of pharmacovigilance
Work flow of Pharmacovigilance
Conclusion
New Drug Opportunity Assessments Strat Planning For Future SuccessPharmacision LLC
Pharmaceutical Business Development, Marketing and Strategic Planning Groups need an early read on opportunities, but oftentimes don’t have time or budget for extensive market research.
Pharmacision presents a step by step opportunity assessment and valuation process through a case study format.
Benefits of employing this process:
Quickly weed out projects with very low probability of commercial success,
Construct a framework for deeper dive assessments to validate and refine assumptions when greater market knowledge is needed before making go/no go decisions, Support clinical development and commercialization strategic planning, Reduce overall costs.
This presentation gives a brief knowledge of CIOMS, its history, missions and collaborations of CIOMS. This presentation also contains CIOMS organizational structure, detailed knowledge of CIOMS Former and Present Working Groups. This will also guide about CIOMS form, its reporting and details to be filled while reporting an ADR.
Regulatory medical writing is an integral part of Medical Communications, but is often overlooked. In simple terms, it involves writing of the documents required for the approval of drugs by the regulatory authorities.
https://www.cognibrain.com/regulatory-medical-writing/
MedDRA - the Medical Dictionary for Regulatory Activities - is a medical terminology used to classify adverse event information associated with the use of biopharmaceuticals and other medical products (e.g., medical devices and vaccines). Coding these data to a standard set of MedDRA terms allows health authorities and the biopharmaceutical industry to more readily exchange and analyze data related to the safe use of medical products.
This powerpoint presentation includes all the details regarding the topic Drug approval process with special procedure of Drug approval process in India.
Registration of Indian Drug Product in Overseas Market.pptxNipun Gupta
This includes the following contents:
1. Introduction
2. Procedure for Export of products
3. Technical Documentations
MFR, BMR, COA, COPP
4. Drug Master File
5. Common Technical Document
6. Electronic Common Technical Documents
7. ASEAN Common Technical Document
In Healthcare, we provide detailed analysis and projections of healthcare fields, occupations, and their wages. In addition, we discuss the important skills and work values associated with healthcare fields and occupations. Finally, We analyze the implications of our findings for the racial, ethnic, and class diversity of the healthcare workforce in the coming decade.
information regarding psychopharmacology especially for nursing students and community. covers all group like anti psychotic, anti anxiety, antidepressants, mood stabilizing agents etc.
intertnational council for harmonization The International Council for Harmonisation of Technical Requirements for Pharmaceuticals for Human Use (ICH) is a project that brings together the regulatory authorities of Europe, Japan and the United States and experts from the pharmaceutical industry in the three regions to discuss scientific and technical aspects Details of the ICH guidelines for pharmaceutical quality from Q1 to Q12 including stability analysis, evaluation of impurities and quality risk management. ICH (Full form = International Conference on Harmonisation) is a committee that provides the pharmaceutical guidelines for industries.
This slide contains what is generic drug, what is advantages & disadvantages,reason behind unpopularity of generic drug in India, why generic drugs are important in India, why there is a need of generic drug policy, who are the regulatory authority, what are the act & laws, what policy existing in India for generic drug then Conclusion.
Introduction to Pharmacovigilance| B- PHARM| PHARMACOVIGILANCEWorldofPharmacy
This presentation includes the basic overview for the pharmacovigilance.
This presentation covers topic such as:
1) What is Pharmacovigilance ?
2) Basic Terminologies for Pharmacovigilance ?
3) Needs and Aim of Pharmacovigilance.
4) Adverse Drug Reaction.
5) Severe Adverse Drug Reaction.
6) Classification of ADRs
7) Adverse Drug Event.
8) What is causality ?
9) ADR vs ADE.
10) Sources of Adverse Event Reports.
Pharmacovigilance - Defination, Aim, Need ,Importance ,history, workflow, co...MADHAV JAJNURE
pharmacovigilance(PV)
Defination of pharmacovigilance
Aims of pharmacovigilance
Origin of pharmacovigilance
History of pharmacovigilance
Importance of pharmacovigilance
Work flow of Pharmacovigilance
Conclusion
New Drug Opportunity Assessments Strat Planning For Future SuccessPharmacision LLC
Pharmaceutical Business Development, Marketing and Strategic Planning Groups need an early read on opportunities, but oftentimes don’t have time or budget for extensive market research.
Pharmacision presents a step by step opportunity assessment and valuation process through a case study format.
Benefits of employing this process:
Quickly weed out projects with very low probability of commercial success,
Construct a framework for deeper dive assessments to validate and refine assumptions when greater market knowledge is needed before making go/no go decisions, Support clinical development and commercialization strategic planning, Reduce overall costs.
This presentation gives a brief knowledge of CIOMS, its history, missions and collaborations of CIOMS. This presentation also contains CIOMS organizational structure, detailed knowledge of CIOMS Former and Present Working Groups. This will also guide about CIOMS form, its reporting and details to be filled while reporting an ADR.
Regulatory medical writing is an integral part of Medical Communications, but is often overlooked. In simple terms, it involves writing of the documents required for the approval of drugs by the regulatory authorities.
https://www.cognibrain.com/regulatory-medical-writing/
MedDRA - the Medical Dictionary for Regulatory Activities - is a medical terminology used to classify adverse event information associated with the use of biopharmaceuticals and other medical products (e.g., medical devices and vaccines). Coding these data to a standard set of MedDRA terms allows health authorities and the biopharmaceutical industry to more readily exchange and analyze data related to the safe use of medical products.
This powerpoint presentation includes all the details regarding the topic Drug approval process with special procedure of Drug approval process in India.
Registration of Indian Drug Product in Overseas Market.pptxNipun Gupta
This includes the following contents:
1. Introduction
2. Procedure for Export of products
3. Technical Documentations
MFR, BMR, COA, COPP
4. Drug Master File
5. Common Technical Document
6. Electronic Common Technical Documents
7. ASEAN Common Technical Document
In Healthcare, we provide detailed analysis and projections of healthcare fields, occupations, and their wages. In addition, we discuss the important skills and work values associated with healthcare fields and occupations. Finally, We analyze the implications of our findings for the racial, ethnic, and class diversity of the healthcare workforce in the coming decade.
information regarding psychopharmacology especially for nursing students and community. covers all group like anti psychotic, anti anxiety, antidepressants, mood stabilizing agents etc.
In a health care system where consumers are empowered to actively choose among health plans, providers, and treatment options, delivering a satisfying customer experience is key to differentiation. The first step towards winning in a consumer-centric marketplace: understand how this new informed and engaged consumer views the health care system and how they define quality and value.
For more, check out the full report on the quest for value in health care: https://www.deloitte.com/view/en_US/us/Insights/centers/center-for-health-solutions/b57d260a4ac35410VgnVCM3000003456f70aRCRD.htm
Across all industries, businesses are adapting and saving time with how they are using and managing data today.
Learn how your business can Integrate NetApp storage platforms with healthcare data solutions: http://www.netapp.com/us/solutions/industry/healthcare/
Making data work for providers, patients, payers, and population health. In healthcare, using this data in meaningful ways has the potential for people to live longer healthier lives.
Be sure to check out NetApp's healthcare solutions page: http://www.netapp.com/us/solutions/industry/healthcare/
Read the latest benefits information from Independent Medicare broker Erin Hart from American HealthCare Group. Learn about Medicare income limits, care plans, and topics to consider when planning for health benefits in retirement.
Data-driven decisions for healthcare - Unleash Enterprise Innovation3Capgemini
With HP Converged System for Microsoft APS, Power BI and Sogeti, you can easily get started visualizing, modeling and reporting data insights for the healthcare industry through what we call the Unleash Enterprise Innovation3 solution. Learn how your organization can easily unite your relational inpatient and outpatient data with non-relational data from public sources and social media, allowing you to capture and analyze the data that will effectively impact your decision-making processes.
Understand what patient engagement truly means, its benefits for both patients and providers, and how to increase patient engagement through marketing.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world
Subjects/Areas We Cover
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
• Analyzing every customer’s aims, objectives and purpose of research
• Using advanced and latest tools and technique of research and analysis
• Coordinating and including their own ideas and knowledge
• Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Writekraft Research & Publications LLP
(Regd. No. AAI-1261)
Mobile: 7753818181, 9838033084
Email: info@writekraft.com
Web: www.writekraft.com
Research Paper Writing
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Similar to Pharmaceutical Mergers Acquisitions in the U.S (20)
COVID-19 heightened chronic challenges within the global healthcare industry. It became a catalyst amid fierce competition and tight regulations for health providers and payers to focus on digital health, cybersecurity, patient data transparency, and a variety of customer-centric and operational enhancements. As a result, we found the 2022 trendline pointing to improvements in access and quality of care.
Healthcare challenges such as optimizing the cost of care while simultaneously enabling personalized interventions and consumer-friendly shoppable services are long-standing − but, historically, the industry has been slow to react.
Read our Top Trends 2022 report to examine the lingering ramifications of the pandemic, responses from medical and insurance organizations, and the worldwide impact of ever-changing regulatory standards and mandates.
A combination of factors − the pandemic, catastrophic weather events, evolving policyholder expectations, and insurers’ drive for operational efficiency and future relevance − are sparking P&C industry changes.
In a post-COVID, new-normal environment, the most strategic insurers are building resilient, crisis-proof enterprises poised to take advantage of emerging and future business opportunities. They are leveraging advanced data analytics and novel technologies to assure agility and achieve positive revenue and customer satisfaction outcomes. Competitive advantage will hinge on accelerated digitalization and faster go-to-market. Therefore, win-win partnerships and embedded services with InsurTechs and other ecosystem players are critical.
Read Capgemini’s Top P&C Insurance Trends 2022 for a glimpse at the tactical and strategic initiatives carriers are undertaking to boost customer-centricity, product agility, intelligent processes, and an open ecosystem to ensure profitable growth and future-readiness.
This analysis provides an overview of the top trends in the commercial banking sector as they shift to technology high gear to boost client efficiency and battle a volatile, uncertain, competitive, and evolving landscape.
First, it was retail banking. Now, advanced technology is shifting to – and disrupting − the commercial banking space. Many commercial banks, known for paperwork, red tape, and branch dependency, were unprepared to support clients during their post-COVID-19 ramp-up. But now, the digital pivot to new mindsets, partnerships, and processes is in overdrive.
As commercial banks grapple with competition from FinTechs, BigTechs, and alternative lenders, their inability
to fulfill SME demands and pandemic after-shocks necessitates transformative process changes and a move
to experiential, sustainable, and inclusive banking models. We expect banks to strive to meet the demands
of corporate clients and SMEs by digitally transforming critical workflows and improving client experience.
Additionally, incremental process improvements in the middle and back-office that leverage intelligent
automation will keep the competition at bay because engaged clients are loyal.
Adopting newer methods to mine data and moving to as-a-Service models will prepare commercial banks
to flexibly respond to newcomers and find ways to co-exist through effective collaboration. The time has come for commercial banks to put transformation on the fast track as lending losses in wallet and market share could spill over to other functions!
How incumbents react and respond to 2022 trends could determine their relevancy and resiliency in the years ahead.
The Covid-19 pandemic necessitated the payments industry undergo a facelift, sparked by novel approaches from new-age players, fostered by industry consolidation, and customers’ demand for end-to-end experience. Crossing the threshold, the industry is entering a new era – Payments 4.X, where payments are embedded and invisible, and an enabling function to provide frictionless customer experience. As customers make a permanent shift to next-gen payment methods, Digital IDs are critical for a seamless payment experience. The B2B payments segment is witnessing rapid digitization. BigTechs, PayTechs, and industry newcomers are ready to jump in with newfangled solutions to help underserved small to medium-sized businesses (SMBs).
As incumbents struggle with profits, new-age firms are forging ahead to take the lead in the Payments 4.X era by riding the success of non-card products and services. The new era demands collaboration, platformification, and firms can unleash full market potential only by embracing API-based business models and open ecosystems. Data prowess and enhanced payment processing capabilities are inevitable to thrive ahead. The clock is ticking for banks and traditional payments firms because the competitive advantage is not guaranteed forever. As industry players seek economies of scale, consolidations loom, and non-banks explore new territories to threaten incumbents’ market share. While all these 2022 trends are at play, central bank digital currency (CBDC) is emerging globally and might open a new chapter in the current payments landscape.
As we slowly move out of the pandemic, financial services firms have learned the criticality of virtual engagement to business resilience. Wealth management firms will need capabilities to cater to new-age clients and deliver new-age services. This report aims to understand and analyze the top trends in the Wealth Management industry this year and beyond.
A year ago, our Top Trends in Wealth Management report emphasized how the pandemic sparked disruption and digital transformation and changing investor attitudes around Environmental, Social, and Corporate Governance (ESG) products. As we begin 2022, many of those trends continue to hold as COVID-19’s wide-reaching effects continue to influence the wealth management industry.
As wealth management (WM) firms supercharge their digital transformation journeys, investments in cybersecurity and human-centered design are becoming critical to building superior digital client experience (CX). Another holdover trend − sustainable investing – is gaining mainstream attention and generating increasingly sophisticated client demands. Data and analytics capabilities will become ever more essential for ESG scoring and personalized customer engagement. As large financial services firms refocus on their wealth management business while new digital players make industry strides, competition is becoming historically intense. Not surprisingly, client experience is the new battleground.
This analysis provides an overview of the top trends in the retail banking sector driven by the competition, digital transformation, and innovation led by retail banks exploring novel ways to create and retain value in evolving landscape.
COVID-19 caught banks off guard and shook legacy mindsets to the core. With 20/20 (2020) hindsight, firms are more aware, digitally resilient, and financially stable as they head into 2022. The trials of the past 18 months forced firms to shore up existing business and consider new models and revenue streams.
Customer-centricity remains at the top of most FS agendas and is a 2022 focal point. Banks will focus on achieving operational excellence as diligently as delivering superior CX. In 2022 and beyond, it will be paramount for FIs to explore and invest in new technologies to remain relevant and resilient.
Banking 4.X will arrive in full force in 2022 with platform-supported firms monetizing diverse ecosystem capabilities and aggressively harvesting data to create experiential customer journeys through intelligent and personalized engagements. The new era will compel future-focused banks to finally abandon legacy infrastructure and collaborate with third-party specialists to solidify their best-fit, long-term roles. Increasingly, open platforms will make banks invisible as banking becomes embedded into customer lifestyles. At the same time, banks will shed asset-heavy models and shift to the cloud for greater agility, speed to market, and faster innovation. The shift will act as a precursor to adopting new technologies on the horizon – 5G and Decentralized Finance.
The recent past was filled will extraordinary lessons for financial institutions. Now is the time to act on those learnings and move forward profitably.
While COVID-19 has sparked the demand for life insurance, it has also exposed the operating model vulnerabilities in distribution, servicing, and customer retention. In a post-COVID, new-normal environment, insurers need to enhance their capabilities around advanced data management and focus on seamless and secure data sharing to provide superior CX and hyper-personalized offerings. Accelerated digitalization and faster go-to-market are vital to remaining competitive, and win-win partnerships with ecosystems are critical in the journey.
Read our Top Life Insurance Trends 2022 to explore the tactical and strategic initiatives carriers undertake to acquire competencies around customer centricity, product agility, intelligent processes, and an open ecosystem to ensure profitable growth and future readiness.
Property & Casualty Insurance Top Trends 2021Capgemini
The Property & Casualty insurance landscape is evolving quickly with the changing risk landscape, entry of new players, and changing customer expectations. The ripple effects of COVID-19 on the P&C insurance industry and natural disasters such as forest fires have adversely impacted insurance firm books.
In this scenario, to ensure growth and future-readiness, the most strategic insurers strive to be ‘Inventive Insurers’ – assuming a customer-centric approach, deploying intelligent processes, practicing business resilience and go-to-market agility, and embracing an open ecosystem.
Read our Property & Casualty Insurance Top Trends 2021 report to explore the strategies insurers are adapting to remain competitive amidst the evolving business landscape and how they can explore new ways to enhance their profitability.
A combination of factors such as demographic changes, evolving consumer preferences, and desire to become operationally efficient were already spurring changes in the life insurance industry. Enter 2020 – the COVID-19 pandemic is having a significant impact on the industry.
At the peak of disruption, the focus was on ensuring business continuity, but new initiatives are cropping up to tackle the challenges as the industry is adapting to the new normal.
Furthermore, COVID-19 has acted as a catalyst, pushing life insurers to prioritize their efforts on improving customer centricity, developing go-to-market agility, making processes intelligent, building business resilience, and embracing the open ecosystem.
Read our Life Insurance Top Trends 2021 report to explore the strategies insurers are adopting to manage the changing market dynamics.
The uncertainty of 2020 is setting the global tone for the immediate future in the financial services industry. So it is no surprise banks are laser-focused on business resilience, emphasizing both financial and operational risks. The need to adapt quickly to new normal conditions through virtual customer engagement is clear.
Customer centricity continues to drive commercial banks’ solution designs. And, the pandemic compelled products that deliver immediate client value ‒ quick digital onboarding, seamless lending, and support for small and medium-sized enterprises (SMEs). The onus is now on banks to go to market more quickly, which requires the implementation of intelligent processes and integrating corporates’ enterprise resource planning (ERP) systems with banking workflows.
To achieve go-to-market agility, banks across the globe are investing in and collaborating with FinTechs. Many of these partnerships are focused on boosting digital lending and providing seamless support to anxious small-business clients in need of assurance.
With newfound impetus for FinTech collaboration, commercial banks have picked up their step on the path toward OpenX. COVID-19 made it evident that survival during turbulence is manageable through collaboration with ecosystem players.
Read our Top Trends in Commercial Banking 2021 report to explore the strategies banks are adapting to transform their businesses from a product-led, siloed model to an experiential and agile plan.
When we published the Top Trends in Wealth Management 2020, little did we foresee the pandemic that would sweep through the world and disrupt life as we knew it. Yet, when we reviewed last year’s trends, we found that many still hold and some have taken on even greater relevance. One such trend is sustainable investing, which had begun to gain prominence as investors became more aware of ESG considerations, and firms rolled out more sustainable investing offerings. Another trend that has accelerated in the post-COVID world is the importance of investing in omnichannel capabilities and technologies such as artificial intelligence (AI) to enhance personalization and advisor effectiveness. The pandemic has driven wealth management firms to accelerate their digital transformation journey, with some immediate focus areas being interactive client communications and digital advisor tools.
There is no denying that time is of the essence. Yes, budgets are tight, but the Open X ecosystem offers wealth management firms opportunities to reimagine their operating models and deliver excellent customer experience cost-effectively.
Top trends in Payments: 2020 highlighted the payments industry’s flux driven by new trends in technology adoption, innovative solutions, and changing consumer behavior. The pandemic has tested the digital mastery of players, who are already grappling with transition. Non-cash transactions are on a robust growth path, accelerated by increased adoption during COVID-19. Regulators are working to instill trust and address non-cash payments risk amid unparalleled growth as players collaborate to quell uncertainty. Regional initiatives, such as the P27 (Nordics real-time payments system) and the EPI (European Payments Initiative), are gaining traction in response to country-level fragmentation and competition.
Investment in emerging technologies is looked upon as an elixir to mitigate fraud, data-driven offerings are being considered for providing value-added propositions, and distributed ledger technology is in focus for digital currency solutions, efficiency enhancement, and cost gains. New players, such as retailers/merchants, are integrating payments into their value chains while technology giants are upscaling their financial services game by weaving offerings around payments as a center stage. Constrained by budgets, firms consider business models such as Platform-as-a-Service (PaaS) to provide cost-effective and superior customer experience.
A combination of factors, including demographic changes, evolving consumer preferences, and regulatory and compliance mandates, were already spurring change in the health insurance industry. Enter 2020 and the COVID-19 pandemic, which is having sweeping implications for the industry.
At the peak of disruption, the focus was on ensuring business continuity, but new initiatives are cropping up to tackle the challenges as the industry adapts to the new normal.
Furthermore, some changes are here to stay, and it will be prudent for the industry players to be resilient to the market shifts by being agile, improving member centricity, making processes intelligent, and embracing the open ecosystem.
Read our Health Insurance Top Trends 2021 report to explore the strategies insurers are adopting to manage the external pressures.
The banking industry’s resilience is being tested as banks navigate through a remarkable 2020 filled with uncertainties. The impact of COVID-19 has been about setting the tone for future operational models. Retail banks have shifted focus towards integrated risk management with a more holistic view of operational risks. Adapting to the new normal, banks have prioritized cost transformation while engaging customers virtually. Incumbents sought to be more responsible within fast-changing environmental conditions and ESG remained a critical focus.
To provide more experiential services, banks are leveraging techniques such as segment-of-one to hyper-personalize offerings while aiming to humanize digital channels for increased engagement. Banks are also revamping middle and back offices, going beyond the front end leveraging intelligent processes. Open X is enabling banks to play on their strengths and use the expertise of ecosystem players. Going forward, banks are poised to become an enhanced one-stop shop by providing consumers value-adding FS and non-FS experiences.
To acquire customers in cost-effective manner, retail banks are tapping value-based propositions ‒ such as POS financing and mortgage refinancing. Further, Banking-as-Service provides incumbents a way to provide their high-value offerings to other players. In preparation for the future, banks will be looking to improve their go-to-market agility by leveraging the benefits of cloud. This analysis outlines the top 10 trends in retail banking for 2021.
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Pharmaceutical Mergers Acquisitions in the U.S
1. the way we do itHeader-solution
Pharmaceutical Mergers and
Acquisitions in the U.S.
Analyzing the correlation between new drug approvals and M&A activity
2015
2. 2 Pharmaceutical Mergers and Acquisitions in the U.S.
Key Findings
• Since 2014, the pharmaceutical industry
has seen a wave of larger M&A deals
driven by opportunities for revenue
growth, cost synergies, tax inversion, and
cash utilization
• While megadeals (deals greater than
$5bn) have inflated deal value, the deal
volume has been driven by smaller,
product-focused acquisitions
• Over the past decade, there has been
an increase in the valuation multiples
that pharmaceutical and biotechnology
companies have received
• New drug approval is an acquisition trigger;
approximately one third of small and mid-
sized pharmaceutical firms (companies
with less than $15bn in 2014 revenues) that
received approval from Food and Drug
Administration for a new product were
acquired; 90% of these product-driven
acquisitions happened within six months of
FDA approval
U.S. Pharma M&A
Activity Overview
Since 2010, approximately 200 pharmaceutical
and biotech deals have taken place per year in
the United States. In 2014, only 182 major
deals took place, lower than average (~190).
However, 2014 surpassed the combined value
of deals from 2011-2013 ($178bn) and saw
over $200bn in mergers and acquisitions, a
300% increase from the previous year.
2014 saw several of the largest deals in the
pharmaceutical industry to date, including the
$66bn purchase of Allergan by Actavis, Merck
unloading its consumer health unit to Bayer,
GSK and Novartis’ multibillion-dollar asset
swap, as well as Novartis’s animal health unit
sale to Eli Lilly.
2015 will likely be an even bigger year for
pharmaceutical deals. Companies are
constantly looking for opportunities to bolster
portfolios and increase shareholder value. Over
$150bn of merger and acquisition activity was
recorded by U.S. pharmaceutical industry
through August 2015, and this figure will likely
exceed $220bn by year-end.
There has also been a shift in deal value from
2013 to 2014. The average deal size in 2013
was approximately $40m, while the average
deal size in 2014 was over $1bn, underscoring
industry’s appetite for larger deals.
Figure 1: Size and number of deals by U.S. pharmaceutical and biotech companies since 2007
Source: FiercePharma, EvaluatePharma, Capgemini Analysis
$70
$109
$152
$109
$56
$43
$79
$212
$151
$73
170
188
171
194
197
192 193
182
100
125
150
175
200
225
0
50
100
150
200
250
2007 2008 2009 2010 2011 2012 2013 2014 2015
DealCount
DealValue($Bn)
Year
M&A Activity in Pharma and Biotech
Deal Value Projected Deal Count
2014 surpassed the
combined total for
deals from 2011-
2013 and saw
over $200bn in
pharma mergers and
acquisitions, a 300%
increase from the
previous year’’
3. 3
Factors Driving
Acquisitions
The size of recent deals disguises the true
characteristics of pharmaceutical mergers
and acquisitions activity. Although major
acquisitions outweigh other deals by value,
over 90% of deals were relatively small in size
(less than $5bn) (see Figure 2). The difference
in deal value appears to be driven by different
motives. For megadeals, motivations from
large pharmaceutical companies, such as
top-line increases, cost synergies, tax
inversion or cash utilization, frequently came
into play. In contrast, the smaller deals tended
to be much more focused, with target
companies offering different sources of value
to the acquirer, such as research or portfolio
expertise, a breakthrough pipeline drug, or a
recent drug approval.
A closer look at recent drug approvals reveals
an interesting correlation with acquisitions of
small and mid-sized companies. Of the 105
drugs approved in the U.S. since January
2014, 58% were filed by companies with less
that $15bn in 2014 revenues (see Figure 3). Of
the 16 large companies (with 2014 revenues
greater than $15bn) that had one or more
new drug approvals in the past 20 months,
none were acquired within the same period.
In comparison, 26% of small to mid-sized
pharmaceutical companies with new drug
approvals were acquired within that time
period. The fact that the small and mid-sized
companies acquired since January 2014
typically had no more than a few approved
products supports the observation that the
motivations behind large deals are very
different than those behind smaller deals.
So what makes a particular small to mid-
sized pharmaceutical company attractive
to potential acquirers? Following factors
have been resonant themes across
recent acquisitions:
• New drug approval with promising
estimated peak sales
• Special FDA status for existing or pipeline
products (breakthrough therapy, fast track
review, orphan drug designation, priority
review)
• Proven R&D leadership in a specific
technology or therapeutic area
• Relatively small market capitalization
Figure 2: U.S. pharmaceutical and biotech deals by value and count since January 2014
Source: FiercePharma, CrunchBase, EvaluatePharma, Capgemini Analysis
89%
11%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Megadeals
($5 bn+)
Other Deals
(< $5 bn)
Deal Value
6%
94%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Megadeals
($5 bn+)
Other Deals
(< $5 bn)
# of Deals
26% of small to mid-
sized pharmaceutical
companies with new
drug approvals were
acquired in past 20
months’’
4. 4 Pharmaceutical Mergers and Acquisitions in the U.S.
Figure 3: New drug approvals by FDA since January 2014 across companies
Source: FDA, Capgemini Analysis
New Drug Approval as
an Acquisition Trigger
Any acquisition is a result of various
interrelated factors. Failure of bigger
pharmaceutical companies to consistently
develop new drugs and pressure from
shareholders to deliver returns have forced
large pharmaceutical companies to look
outside for innovative drugs. This has resulted
in new drug approvals emerging as a major
trigger for acquisitions. Capgemini Consulting
collected the data for all the new drug
approvals from January 2014 through August
2015 to analyze the correlation between new
drug approvals and acquisitions. Companies
that received the approvals were segmented
into large, mid-size and small based upon
their 2014 revenues (large >=$15bn, $15bn <
mid <$5bn, small <=$5bn).
Since there were no acquisitions in the large
segment over last 20 months, the analysis
focuses on the small to mid-sized
pharmaceutical companies. Figure 4 shows
the correlation between small to mid-sized
pharmaceutical companies, that were
acquired in last 20 months with the new
drug approvals.
As seen in Figure 4, all companies, with the
exception of Chelsea Therapeutics, were
acquired within six-months of obtaining FDA
approval. Excluding Forest Laboratories, in
cases where a company was acquired prior to
drug approval [denoted by (-)], the period
between approval and acquisition was less
than six months, meaning that the drug was
under FDA review when the deal was finalized.
Not surprisingly, in the two cases (Zerbaxa and
Natpara) where the drug was expected to be a
blockbuster, the company was acquired within
days of receiving FDA approval.
Of the small and mid-sized companies with
new drug approvals that have not yet been
acquired, four have already been predicted by
Wall Street as the next probable targets.
Furthermore, some of the companies with
new drug approval possess certain
characteristics that make them unattractive
acquisition targets. Some companies, such
as Mannkind and Pharming Group, have
strategically established relationships with Big
Pharmaceutical companies that deter other
companies from attempting an acquisition.
Others, such as Knight Therapeutics and The
Medicines Company, have opted to increase
their market capitalization through
Most small to mid-
sized pharmaceutical
companies that
received new drug
approval from FDA
were acquired within
six months.’’
42%
13%
45%
Recent Drug Approvals (since January 2014)
Large Pharma (2014
Revenue > = $15bn)
Mid-Sized Pharma
Small Pharma companies
(2014 Revenue < = $5bn)
5. 5
Figure 4: Relationship between new drug approval and acquisition for small- and mid-sized pharmaceuticals since
January 2014
acquisitions of their own. The remaining few
are too small to be attractive acquisitions (i.e.
single product companies with less than
$100mm projected peak sales).
Hence, any small to mid-sized pharmaceutical
company nearing a product approval from
FDA should consider potential acquisition as a
risk and take necessary steps to prepare for it.
Source: Capgemini Analysis
2014
Jan Feb March April May June July Aug Sept Oct Nov Dec Jan Feb March April May June July Aug
2015
FDA Approval Date
Acquisition Date
Product (Acquired / Buyer)
$100-
200M
$200-
300M
$300-
400M
$400-
500M
>$1B$500M-
1B
Estimated Peak Product Sales
Time Elapsed Between New Drug Approvals
and Acquisitions
Legend
Northera
(Chelsea Thpts / Lundbeck)
Sivextro
(Cubist / Merck)
Zerbaxa
(Cubist / Merck)
Cholmbam
(Asklepion / Retrophin)
Esbriet
(InterMune / Roche)
Natpara
(NPS / Shire)
Addyi
(Sprout / Valeant)
Kybella
(Kythera Biopharma / Allergan)
Dalvance
(Durata Therpeutics / Actavis)
(-)3 mths
Soolantra
(Galderma / Nestle)
(-) 5 mths
(+) 6 mths
(+) 15 mths
(-) 3 mths
(+) 5 mths
(-) 2 mths
Namzaric
(Forest Laboratories / Actavis)
Imbruvica
(Pharmacyclics / Abbvie)
Xifaxan
(Salix Pharmaceutical / Valeant)
(-)2 mths
(+) 6 mths
(-)10 mths
6. 6 Pharmaceutical Mergers and Acquisitions in the U.S.
Figure 5: Median EBITDA multiple paid to acquire pharmaceutical and biotechnology companies, 2007-2015
Source: Bloomberg, Capgemini Analysis
Valuation
One of the first steps that a pharmaceutical
company can take to be better prepared for a
potential acquisition is to have an estimate of
their own valuation. Over the past decade,
there has been an increase in acquisition
prices for pharmaceutical and biotechnology
companies. Acquisition prices in 2015 are
highest relative to EBITA and revenue in last
20 years. Also market is eager to invest and
pay rich multiples for potential high payout
that exists.
The valuation process for pharmaceutical and
biotechnology companies presents a
challenge, as products in the early stages of
development have no product revenue on
which to base a valuation. Nevertheless,
valuations are continuously being performed
and adjusted, using available data, while also
being influenced by investor speculations
regarding the value of a particular company
or pipeline product. Due to lack of
transparency in the process, it is not rare to
find instances where pharmaceutical and
biotechnology companies sell promising
products, based on very low valuations, and
these products later, and sometimes very
quickly, become significantly more valuable.
Examples of these errors in valuation span
across disease areas, and include such
products as Zytiga, a drug that treats
prostrate cancer in men which became a
$2bn drug (sold by BTG for ~$6mm a year
royalty), and Cubicin, used to treat bacterial
infection with annual sales of over $1bn (sold
by Eli Lilly for less than $50mm).
These challenges are more pronounced in
valuing orphan drugs. Orphan drugs have
small patient population coupled with the
attractive pricing structure of the market.
This magnifies the errors in valuation process
leading to variance that can completely skew
the numbers.
Given the high degree of uncertainty and
reliance on assumptions that exist in
valuations for pharmaceutical and
biotechnology companies, as well as the
increase in deal value, it is becoming
increasingly important for these companies to
select their partners carefully, so as to ensure
that these valuations incorporate all relevant
information.
0
5
10
15
20
25
30
2007 2008 2009 2010 2011 2012 2013 2014 2015
MedianEBITDAMultiple(x)
Pharmaceutical and Biotechnology Median
Acquisition Multiples
Pharmaceutical
multiples have
steadily increased
over past 20 years’’
It is important for
pharmaceutical
companies to
select their valuation
partners carefully’’
7. 7
Implications
What are the implications for small to
mid-sized companies that are in the process
of developing and launching new drugs?
There are a few steps that the potential target
company can take to be better prepared for
such a scenario. These are:
• Remain informed of current market
focus and incentives for mergers and
acquisitions, specifically related to types of
products and portfolios
• Estimate their global valuation, including
value of both the lead product as well as
the pipeline
• While performing valuations, select
partners carefully so as to ensure that
all relevant information is appropriately
captured
• Get a better understanding of the
corporate law of their home country as well
as that of the U.S.
• Review their ownership structure and have
a plan ready to respond to any unsolicited
third-party interest
• Develop relationships with key investors
to ensure their ongoing commitment and
understand relevant motivations
• In the case that the company is open
to a merger or acquisition, they should
proactively identify potential companies
that might be a good strategic fit
• Identify acquisition targets of their own
to increase market capitalization and
deter acquisition
References
1. “2014 FDA Approved Drugs” CenterWatch. Accessed September 2, 2015 2. Acquisition details from BioSpace. Accessed
September 2, 2015 3. Company profiles from CrunchBase. Accessed September 2, 2015 4. Gardner, J. & Urquhart, L. (2015) “Pharma
and Biotech Half-Year Review”. Evaluate Ltd., Accessed September 2, 2015 5. Helfand, C. & Palmer, E. (2015) “Pharma’s top 10 M&A
deals of 2014”. FiercePharma. Accessed September 2, 2015 6. Helfand, C. & Palmer, E. (2014) “Pharma’s top 10 M&A deals of 2014’s
first half”. FiercePharma. Accessed September 2, 2015 7. Lachapelle, Tara (2015) “Drug Takeover Valuations Soar as Par Pharma
Gains 300%”. Bloomberg data. Accessed September 20, 2015 8. Jarvis, L.M. (2015) “The Year in New Drugs”. Chemical & Engineering
News, 93(5): 11-16 9. “Orphan Drug Report” EvaluatePharma, 2014