Pharmaceutical R&D Productivity | Tables and Figures

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Length
236 pages

Date published
October 2005

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Pharmaceutical R&D Productivity:
The Path to Innovation

Bryan G. Reuben, M.A., M.Sc., D.Phil. and Michael L. Burstall, M.A., M.Sc., D.Phil

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Table 1.1. New Active Substances and New Molecular Entities

Table 1.2. R&D Expenditures by Selected Companies, 2004

Table 2.1. Advantages and Drawbacks of Matrix Management

Table 2.2. How Bristol-Myers Squibb Turned Around

Table 2.3. How Ruffalo Turned Wyeth Around

Table 2.4. Hassan’s Recipe for Reorganization

Table 3.1. Drop-off in Sales with Rank Order

Table 4.1. Platform Technologies and the Tasks They Perform

Table 4.2. Sales of Recombinant Drugs Exceeding $550 Million in 2004

Table 5.1. David Graham’s Targets

Table 5.2. Stop Huntingdon Animal Cruelty (SHAC)

Table 5.3. The TRIPS Agreement

Table 5.4. Controls on Pharmaceutical Pricing and Reimbursement in the Major Markets, 2004

Table 6.1. GlaxoSmithKline Patent Expirations

Table 7.1. Sanofi-Aventis Patent Expirations

Figure 1.1. Number of NMEs and Biotech Products Approved, 1994-2004

Figure 1.2. World Pharmaceutical Market Share by Region, 1990 and 2003

Figure 1.3. Sales Percentages of New Medicines Marketed, 1998-2002

Figure 1.4. World Pharmaceutical Research Expenditures by Region, 1990 and 2001

Figure 1.5. Average Number of New Active Substances per Year by Region, 1975-2004

Figure 1.6. R&D Expenditures (×10) and Sales of Pharmaceuticals in the U.S., 1970-2003

Figure 1.7. Ratio of R&D Expenditures to Sales in the U.S., 1970-2003

Figure 1.8. Investment Required for One Successful Drug Launch, 1995

Figure 1.9. Pharmaceutical R&D Employment, U.S. and Europe, 1985-2003

Figure 1.10. Allocation of Costs for Select Pharmaceutical Companies, 2004

Figure 1.11. Slowing U.S. Pharmaceutical Market Growth, 1994-2004

Figure 1.12. Proportion of Pharmaceutical Sales from Blockbusters, 2003

Figure 1.13. Drug Pipelines and Market Share of Various Companies, 2003

Figure 2.1. Schmooklerian and Conventional Linear Models of Innovation

Figure 2.2. A Hierarchical Management Structure

Figure 2.3. A Matrix Management Structure

Figure 2.4. Total Quality Control

Figure 2.5. Delayering and Increasing Span of Control in Company Structure

Figure 2.6. Main Decision Points in the Development of a New Drug

Figure 2.7. Reasons for Failure of a Drug to Enter Clinical Trials

Figure 3.1. Sales Revenues vs. Rank, Top Pharma Companies, 1985-2004

Figure 3.2. Wyeth Mergers and Acquisitions, 1986-2004

Figure 3.3. Novartis Mergers and Acquisitions, 1986-2004

Figure 3.4. Sanofi-Aventis Mergers and Acquisitions, 1986-2004

Figure 3.5. Pfizer Mergers and Acquisitions, 1986-2004

Figure 3.6. GlaxoSmithKline Mergers and Acquisitions, 1986-2004

Figure 3.7. Bristol-Myers Squibb Mergers and Acquisitions, 1986-2004

Figure 3.8. Roche Mergers and Acquisitions, 1986-2004

Figure 3.9. AstraZeneca Mergers and Acquisitions, 1986-2004

Figure 3.10. Johnson & Johnson Mergers and Acquisitions, 1986-2004

Figure 3.11. Pharma Company Takeovers and Mergers by Year, 1986-2004

Figure 3.12. Glaxo and SmithKline Beecham Employees

Figure 4.1. Combinatorial Chemistry for Lead Generation

Figure 4.2. Biopharmaceutical Pharmaceutical Companies with Initial Equity Financing,
1992-2005

Figure 4.3. Big Pharma Edges Into Big Molecules

Figure 5.1. The Telescoped Model of Innovation

Figure 5.2. Prescriptions for COX-2 Inhibitors by Month in the United Kingdom, 2000-2005

Figure 6.1. Effect of GlaxoSmithKline Patent Expirations on Future Revenues

Figure 6.2. GlaxoSmithKline Pipeline, 2000-2004

Figure 7.1. Effect of Sanofi-Aventis Patent Expirations on Future Revenues

Appendix A: Abbreviations

Appendix B: Analysis of the Patent Activities of Top Companies and Universities in the Pharmaceutical and Biotechnology Sectors

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