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.
Pharma Marketing Digital Trends to Watch in 2020. A closer look at some of the future directions that Pharma Marketing need in 2020 to arm themselves for in full readiness for the next 12 Months
Read our story on how to write a brand plan:
https://beloved-brands.com/2012/06/24/brand-plan/
Help for the Brand Manager with tips on how to write a brand plan, including vision, mission, strategies, tactics, execution, and the overall writing and flow of the plan.
MAPS2018 Keynote address on EY report: Life Sciences 4.0 – Securing value thr...EY
Summary: This keynote address presented by Pamela Spence, EY Global Life Sciences Leader (pspence2@uk.ey.com) at MAPS 2018 – the annual meeting for Medical Affairs Professional Society – discusses our latest life sciences report and the industry demands for a customer-focused, data driven approach to health care. We describe the accelerating pace of change as technological advances and the escalating expectations of payers, physicians and patient consumers are combining to disrupt the life sciences business model. Data and algorithms that maximize health outcomes based on individual needs and preferences are becoming the ultimate health care consumable. To create value now and in a future that we call Life Sciences 4.0, life sciences companies must build – or participate in – interoperable information systems that collect, combine and share data. For more on our report, Progressions 2018 – Life Sciences 4.0, please go to www.ey.com/progressions
Online survey of companies → Goal: Understanding the role of
artificial intelligence (AI) and machine learning across countries
and industries
• Evaluation: Which companies are active leaders in adopting or
piloting AI
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.
Pharma Marketing Digital Trends to Watch in 2020. A closer look at some of the future directions that Pharma Marketing need in 2020 to arm themselves for in full readiness for the next 12 Months
Read our story on how to write a brand plan:
https://beloved-brands.com/2012/06/24/brand-plan/
Help for the Brand Manager with tips on how to write a brand plan, including vision, mission, strategies, tactics, execution, and the overall writing and flow of the plan.
MAPS2018 Keynote address on EY report: Life Sciences 4.0 – Securing value thr...EY
Summary: This keynote address presented by Pamela Spence, EY Global Life Sciences Leader (pspence2@uk.ey.com) at MAPS 2018 – the annual meeting for Medical Affairs Professional Society – discusses our latest life sciences report and the industry demands for a customer-focused, data driven approach to health care. We describe the accelerating pace of change as technological advances and the escalating expectations of payers, physicians and patient consumers are combining to disrupt the life sciences business model. Data and algorithms that maximize health outcomes based on individual needs and preferences are becoming the ultimate health care consumable. To create value now and in a future that we call Life Sciences 4.0, life sciences companies must build – or participate in – interoperable information systems that collect, combine and share data. For more on our report, Progressions 2018 – Life Sciences 4.0, please go to www.ey.com/progressions
Online survey of companies → Goal: Understanding the role of
artificial intelligence (AI) and machine learning across countries
and industries
• Evaluation: Which companies are active leaders in adopting or
piloting AI
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.
KOL Relationship & Brand Building in Pharma MarketingAnjali Makhijani
Key Opinion Leaders (KOLs) in Pharmaceutical Context are the clinical experts who can play a critical role in influencing the opinion and clinical practice of their peers and also the healthcare organizations. Thus it is important to have KOL Management as a part of the Marketing strategy.
KOL Management is a continuous process that involves identifying the right experts who are interested and aligned with your brand/molecule, profiling their key strengths and segmenting them according to their positions, mindset and collaboration preferences etc.
Involving KOLs throughout the product lifecycle helps in instant feedback, building long-term relationships and customer loyalty in a long run.
It is all about the Digital and Social Media in Pharma industry with special reference to India. In this described physicians preference with the key digital indicator of India. In this also given the list of top 10 companies in Indian pharma sector. At the end, Case-study of Pfizer is also described...
Equity research presentation and investment pitch on the viability of Invitae Corporation as a potential company to include in our portfolio. Analyzed the business model, strategic outlook, and competitive positioning of Invitae Corporation within the pre-natal genetic diagnostic testing industry. Includes DCF valuation of Invitae Corporation. My partner and I rated Invitae Corporation as a strong buy.
Brand Strategy Proposal – The Gentleman's JournalBrett Ruffenach
Brand strategy proposal for strategic brand management class at Hult International Business School. Covers conceptual and tactical frameworks for The Gentleman's Journal, a luxury men's lifestyle magazine based in the UK
Case Study, using fictional “Gray’s Cookies” brand to complete a business review, which is the first stage of our overall Beloved Brands planning process.
Anyone who does not include “profit” in their definition of a brand has never run a brand before. To me, a product is a basic commodity you sell. A brand creates a bond that leads to a power and profit beyond what the product alone can achieve.
If you want to succeed in brand management, you have to understand brand finance. After all, you are running a business. If you only like the activity of marketing, then you should become a subject matter expert, because if you cannot work the finances of your brand, you will not get promoted beyond brand manager.
There are eight ways you can drive brand profits
1️⃣ Premium pricing
2️⃣ Trade loyal consumers up to a higher price
3️⃣ Lower cost of goods
4️⃣ Lower marketing and selling costs
5️⃣ Steal competitive users
6️⃣ Get loyal users to use more
7️⃣ Enter into new markets
8️⃣ Find new uses for the brand
This type of thinking is in my Beloved Brands book, which I wrote as the playbook to help brand leaders build a brand that consumers love. You will learn how to think, define, plan, execute and analyze. We have a specific chapter on a Finance 101 for Marketers. To order Beloved Brands on Amazon https://lnkd.in/eF-mYPe or on Apple Books: https://lnkd.in/ekQ-n9X or on Kobo: https://lnkd.in/g7SzEh4
We help publishers promote their iPhone apps. Instead of screenshots or pre-recorded video, publishers can embed interactive iPhone app demos on any web page.
The worldwide market for over-the-counter (OTC) drugs could exceed $70 billion by 2015, according to a report by Visiongain, a British research company. The U.S. market for OTC drugs was $17.4 billion in 2011, according to the Consumer Healthcare Products Association (CHPA), an OTC industry trade group. That's a steady, though not radical increase from 1964 when OTC sales were recorded at $1.9 billion.
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.
KOL Relationship & Brand Building in Pharma MarketingAnjali Makhijani
Key Opinion Leaders (KOLs) in Pharmaceutical Context are the clinical experts who can play a critical role in influencing the opinion and clinical practice of their peers and also the healthcare organizations. Thus it is important to have KOL Management as a part of the Marketing strategy.
KOL Management is a continuous process that involves identifying the right experts who are interested and aligned with your brand/molecule, profiling their key strengths and segmenting them according to their positions, mindset and collaboration preferences etc.
Involving KOLs throughout the product lifecycle helps in instant feedback, building long-term relationships and customer loyalty in a long run.
It is all about the Digital and Social Media in Pharma industry with special reference to India. In this described physicians preference with the key digital indicator of India. In this also given the list of top 10 companies in Indian pharma sector. At the end, Case-study of Pfizer is also described...
Equity research presentation and investment pitch on the viability of Invitae Corporation as a potential company to include in our portfolio. Analyzed the business model, strategic outlook, and competitive positioning of Invitae Corporation within the pre-natal genetic diagnostic testing industry. Includes DCF valuation of Invitae Corporation. My partner and I rated Invitae Corporation as a strong buy.
Brand Strategy Proposal – The Gentleman's JournalBrett Ruffenach
Brand strategy proposal for strategic brand management class at Hult International Business School. Covers conceptual and tactical frameworks for The Gentleman's Journal, a luxury men's lifestyle magazine based in the UK
Case Study, using fictional “Gray’s Cookies” brand to complete a business review, which is the first stage of our overall Beloved Brands planning process.
Anyone who does not include “profit” in their definition of a brand has never run a brand before. To me, a product is a basic commodity you sell. A brand creates a bond that leads to a power and profit beyond what the product alone can achieve.
If you want to succeed in brand management, you have to understand brand finance. After all, you are running a business. If you only like the activity of marketing, then you should become a subject matter expert, because if you cannot work the finances of your brand, you will not get promoted beyond brand manager.
There are eight ways you can drive brand profits
1️⃣ Premium pricing
2️⃣ Trade loyal consumers up to a higher price
3️⃣ Lower cost of goods
4️⃣ Lower marketing and selling costs
5️⃣ Steal competitive users
6️⃣ Get loyal users to use more
7️⃣ Enter into new markets
8️⃣ Find new uses for the brand
This type of thinking is in my Beloved Brands book, which I wrote as the playbook to help brand leaders build a brand that consumers love. You will learn how to think, define, plan, execute and analyze. We have a specific chapter on a Finance 101 for Marketers. To order Beloved Brands on Amazon https://lnkd.in/eF-mYPe or on Apple Books: https://lnkd.in/ekQ-n9X or on Kobo: https://lnkd.in/g7SzEh4
We help publishers promote their iPhone apps. Instead of screenshots or pre-recorded video, publishers can embed interactive iPhone app demos on any web page.
The worldwide market for over-the-counter (OTC) drugs could exceed $70 billion by 2015, according to a report by Visiongain, a British research company. The U.S. market for OTC drugs was $17.4 billion in 2011, according to the Consumer Healthcare Products Association (CHPA), an OTC industry trade group. That's a steady, though not radical increase from 1964 when OTC sales were recorded at $1.9 billion.
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.
Explore how Capgemini’s Connected autonomous planning fine-tunes Consumer Products Company’s operations for manufacturing, transport, procurement, and virtually every other aspect of the supply-value network in a touchless, autonomous way.
Financial services is undergoing a paradigm shift that is forcing incumbent retail banks to rethink growth strategies as they struggle to remain relevant. Growing competition from BigTechs, FinTech firms, and challenger banks has added to the complexity created by increasingly stringent regulatory and compliance requirements. Customers now expect a seamless customer journey and personalized offerings because they have become accustomed to top-notch individualized service from GAFA giants Google, Apple, Facebook, and Amazon. The changing ecosystem offers established banks new, unexplored opportunities and encourages a transition beyond traditional products to meet the exacting requirements of today’s customers. Bank collaboration with FinTech and RegTech partners is becoming commonplace. Incumbents are exploring point-of-sale financing and unsecured consumer lending, while they also boost their digital channel competencies to reach a broader customer base. Banks are beginning to accept open APIs and are working with third-party specialists to create an open shared marketplace. Technological advancements such as AI are fueling efforts to evolve customer onboarding and touchpoint processes. Increasingly, banks are turning to design thinking methodology to understand the customer journey, extract deep insights, and develop a more refined user experience across the customer lifecycle.
Our analysis of the top retail banking trends for 2020 offers a glimpse into the fast-changing banking ecosystem and explores the tools and solutions being used to face new-age challenges.
Aspects of the life insurance industry have remained constant for years – and so have premiums. Traditional savings products have taken a huge hit in terms of attractiveness because low interest-rates prevail. Meanwhile, the risk landscape is shifting, and insurers need to align better with the emerging business environment, manage changing customer preferences, and improve operational efficiencies. Within today’s scenario, industry players are undertaking tactical and strategic shifts in attempts to manage unpredictable market dynamics. Insurers must develop alternative products to breathe new life into policies and leverage emerging technologies (artificial intelligence (AI), analytics, and blockchain) to improve efficiency, agility, flexibility, and customer-centricity.
Read Top Trends in Life Insurance: 2020 for a look at the innovative steps future-focused insurers are considering to meet industry challenges and opportunities.
The health insurance industry is evolving and undergoing significant changes. As the risk landscape shifts, insurers are working to improve operational efficiencies, meet evolving customer preferences, and align better with the changing business environment. Accordingly, payers must adapt and align business models and offerings. An incisive tactical approach is required to accommodate members’ needs and related emerging risks — medical, health, and environmental. Advanced technologies such as artificial intelligence, analytics, automation, and connected devices are enabling insurers to manage these changes proactively, partner with members, and help to prevent risks, all the while continuing to fulfill payer responsibilities.
Read Top Trends in Health Insurance: 2020 to learn which strategies insurers are adopting to navigate and align with today’s challenges.
Similar to other financial services domains, payments is evolving into an open ecosystem. The EU’s Payment Services Directive (PSD2) pioneered open banking by encouraging banks and established payments players to securely open the systems to foster competition, innovation, and more customer choices. In tandem with non-cash transaction growth, regulations are driving banks and payments firms to expand their array of payment methods and channels. Governments are encouraging financial inclusion by also promoting the adoption of non-cash payments. Increasingly, merchants and corporates seek to offer alternative payment systems because of widespread popularity among consumers. Alternative payments also enable merchants to provide real-time and cross-border payments to boost business efficiency.
Banks, payment firms, card firms, BigTechs, FinTechs, and other players are continuously developing new technology to cash in on market changes. However, data breaches and fraud continue to hinder innovation as firms devote countless resources each year to address security issues. Many governments are also designing new regulations to reduce ecosystem threats. All these measures are expected to make the current ecosystem much more secure and simple for players as well as customers.
Top Trends in Payments: 2020 explores and analyzes payments ecosystem initiatives and solutions for this year and beyond
The dimensions of healthcare quality refer to various attributes or aspects that define the standard of healthcare services. These dimensions are used to evaluate, measure, and improve the quality of care provided to patients. A comprehensive understanding of these dimensions ensures that healthcare systems can address various aspects of patient care effectively and holistically. Dimensions of Healthcare Quality and Performance of care include the following; Appropriateness, Availability, Competence, Continuity, Effectiveness, Efficiency, Efficacy, Prevention, Respect and Care, Safety as well as Timeliness.
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CHAPTER 1 SEMESTER V - ROLE OF PEADIATRIC NURSE.pdfSachin Sharma
Pediatric nurses play a vital role in the health and well-being of children. Their responsibilities are wide-ranging, and their objectives can be categorized into several key areas:
1. Direct Patient Care:
Objective: Provide comprehensive and compassionate care to infants, children, and adolescents in various healthcare settings (hospitals, clinics, etc.).
This includes tasks like:
Monitoring vital signs and physical condition.
Administering medications and treatments.
Performing procedures as directed by doctors.
Assisting with daily living activities (bathing, feeding).
Providing emotional support and pain management.
2. Health Promotion and Education:
Objective: Promote healthy behaviors and educate children, families, and communities about preventive healthcare.
This includes tasks like:
Administering vaccinations.
Providing education on nutrition, hygiene, and development.
Offering breastfeeding and childbirth support.
Counseling families on safety and injury prevention.
3. Collaboration and Advocacy:
Objective: Collaborate effectively with doctors, social workers, therapists, and other healthcare professionals to ensure coordinated care for children.
Objective: Advocate for the rights and best interests of their patients, especially when children cannot speak for themselves.
This includes tasks like:
Communicating effectively with healthcare teams.
Identifying and addressing potential risks to child welfare.
Educating families about their child's condition and treatment options.
4. Professional Development and Research:
Objective: Stay up-to-date on the latest advancements in pediatric healthcare through continuing education and research.
Objective: Contribute to improving the quality of care for children by participating in research initiatives.
This includes tasks like:
Attending workshops and conferences on pediatric nursing.
Participating in clinical trials related to child health.
Implementing evidence-based practices into their daily routines.
By fulfilling these objectives, pediatric nurses play a crucial role in ensuring the optimal health and well-being of children throughout all stages of their development.
Defecation
Normal defecation begins with movement in the left colon, moving stool toward the anus. When stool reaches the rectum, the distention causes relaxation of the internal sphincter and an awareness of the need to defecate. At the time of defecation, the external sphincter relaxes, and abdominal muscles contract, increasing intrarectal pressure and forcing the stool out
The Valsalva maneuver exerts pressure to expel faeces through a voluntary contraction of the abdominal muscles while maintaining forced expiration against a closed airway. Patients with cardiovascular disease, glaucoma, increased intracranial pressure, or a new surgical wound are at greater risk for cardiac dysrhythmias and elevated blood pressure with the Valsalva maneuver and need to avoid straining to pass the stool.
Normal defecation is painless, resulting in passage of soft, formed stool
CONSTIPATION
Constipation is a symptom, not a disease. Improper diet, reduced fluid intake, lack of exercise, and certain medications can cause constipation. For example, patients receiving opiates for pain after surgery often require a stool softener or laxative to prevent constipation. The signs of constipation include infrequent bowel movements (less than every 3 days), difficulty passing stools, excessive straining, inability to defecate at will, and hard feaces
IMPACTION
Fecal impaction results from unrelieved constipation. It is a collection of hardened feces wedged in the rectum that a person cannot expel. In cases of severe impaction the mass extends up into the sigmoid colon.
DIARRHEA
Diarrhea is an increase in the number of stools and the passage of liquid, unformed feces. It is associated with disorders affecting digestion, absorption, and secretion in the GI tract. Intestinal contents pass through the small and large intestine too quickly to allow for the usual absorption of fluid and nutrients. Irritation within the colon results in increased mucus secretion. As a result, feces become watery, and the patient is unable to control the urge to defecate. Normally an anal bag is safe and effective in long-term treatment of patients with fecal incontinence at home, in hospice, or in the hospital. Fecal incontinence is expensive and a potentially dangerous condition in terms of contamination and risk of skin ulceration
HEMORRHOIDS
Hemorrhoids are dilated, engorged veins in the lining of the rectum. They are either external or internal.
FLATULENCE
As gas accumulates in the lumen of the intestines, the bowel wall stretches and distends (flatulence). It is a common cause of abdominal fullness, pain, and cramping. Normally intestinal gas escapes through the mouth (belching) or the anus (passing of flatus)
FECAL INCONTINENCE
Fecal incontinence is the inability to control passage of feces and gas from the anus. Incontinence harms a patient’s body image
PREPARATION AND GIVING OF LAXATIVESACCORDING TO POTTER AND PERRY,
An enema is the instillation of a solution into the rectum and sig
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Alongside the 77th World Health Assembly in Geneva on 28 May 2024, we launched the second version of our Index, allowing us to track progress and give new insights into what needs to be done to keep populations healthier for longer.
The speakers included:
Professor Orazio Schillaci, Minister of Health, Italy
Dr Hans Groth, Chairman of the Board, World Demographic & Ageing Forum
Professor Ilona Kickbusch, Founder and Chair, Global Health Centre, Geneva Graduate Institute and co-chair, World Health Summit Council
Dr Natasha Azzopardi Muscat, Director, Country Health Policies and Systems Division, World Health Organisation EURO
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The Importance of Community Nursing Care.pdfAD Healthcare
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One of the most developed cities of India, the city of Chennai is the capital of Tamilnadu and many people from different parts of India come here to earn their bread and butter. Being a metropolitan, the city is filled with towering building and beaches but the sad part as with almost every Indian city
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