Global Generics Guide: Part 1 - Benchmarking the key players

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Publication Date: 2006-04-28

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The generics industry has undergone significant change over the last five years, with a wave of consolidation altering the competitive landscape. Indeed, the intense merger and acquisition activity has lead to more diverse companies, both on a product level and geographically, with pure generics companies becoming increasingly rare.

Scope

Detailed profiles of the leading fifteen companies involved in the generics industry

Benchmarking analysis of the leading companies' financial performance in 2005

Assessment of and comment on the business models in the generics market

Overviews of company strategy and alliance networks

Report Highlights
Within the generics segment, there is increasing diversity in companies' offerings, with a variety of commodity, specialty, branded and super generics being offered. In addition, some generics companies are now involved in proprietary product research and development or in-licensing.

Several generics companies have demonstrated strong growth between 2004 and 2005. This has primarily been driven by acquisitions, although organic growth has also boosted sales. In contrast, many of the companies that have not participated in the wave of consolidation within the generics market have posted stagnant or declining sales and profits.

Teva and Sandoz are currently the leading companies by sales, and these positions will be bolstered by the consolidation of their recent acquisitions. Watson and Actavis will see their market share increase if their planned acquisitions of Andrx and Pliva, respectively, are successfully completed.

Reasons to Purchase

Identify the leading companies within the generics market in 2005 and their strategies for the future

Understand the changing competitive dynamics within the generics industry

Assess the different business models being applied in the generics industry and the success of each one

CHAPTER 1 EXECUTIVE SUMMARY - page 4
- Scope of the report - page 4
- Key findings - page 4
CHAPTER 2 STRATEGIC COMPANY ANALYSIS - page 16
- Key findings: - page 16
- Business models - page 17
  - A diverse generics portfolio is becoming the standard business model - page 18
  - Branded and super generics provide a significant competitive advantage - page 21
  - Proprietary products can be lucrative but require significant up-front investment - page 22
  - Biosimilars are being touted as the next wave of innovation for the generics industry, but the future is not clear - page 24
  - Few companies in the generic market concentrate on one particular type of product - page 25
  - Most generics companies are globally focused, either through sales or manufacturing operations - page 26
- Benchmarking the leading companies - page 29
  - Teva and Sandoz dominated the market in 2005 - page 29
  - M&A activity has driven growth in operating profits - page 31
  - The generics market is defined by low-margins, although companies with a diversified portfolio have demonstrated greater returns - page 33
  - Operating costs must be kept to a minimum to ensure profitability for generics companies - page 34
  - R&D investment varies between companies but has remained stable - page 37
  - Overall most companies spent similar percentages of sales on each of their key costs - page 40
CHAPTER 3 PROFILES OF LEADING COMPANIES - page 42
- Teva Pharmaceutical Industries - page 42
  - Portfolio - page 43
  - Geographic presence - page 44
  - Growth strategy - page 45
    - Teva's strength lies in its successful acquisition record over the past few years - page 46
    - A rapidly expanding generics portfolio has delivered good sales growth - page 47
    - Proprietary products are central to Teva's success - page 48
  - Alliance networks - page 50
    - Exclusivity sharing is key to Teva's sales - page 50
    - Teva has created several exclusivity sharing and licensed generics agreements - page 51
    - R&D alliances are producing positive results - page 52
- Sandoz - page 53
  - Portfolio - page 53
  - Geographic presence - page 56
  - Growth strategy - page 56
  - Alliance networks - page 57
- Merck KGaA - page 57
  - Portfolio - page 58
  - Geographic presence - page 60
  - Growth strategy - page 61
  - Alliance networks - page 61
- Watson - page 62
  - Portfolio - page 62
  - Geographic presence - page 64
  - Growth strategy - page 65
    - Generics drive sales growth - page 66
    - Branded sales are key to ensuring future growth - page 66
  - Alliance networks - page 67
- Mylan - page 68
  - Portfolio - page 69
  - Geographic presence - page 71
  - Growth strategy - page 71
  - Alliance networks - page 72
- Stada - page 72
  - Portfolio - page 73
  - Geographic presence - page 75
  - Growth strategy - page 77
  - Alliance networks - page 79
- Pliva - page 79
  - Portfolio - page 80
  - Geographic presence - page 82
  - Growth strategy - page 82
    - Geographic expansion remains key to Pliva's growth strategy - page 83
  - Alliance networks - page 84
- Ranbaxy - page 84
  - Portfolio - page 85
  - Geographic presence - page 87
  - Growth strategy - page 89
    - Increasing its international presence is key to Ranbaxy's growth - page 90
    - Patent challenges are a key strategy for growth - page 91
  - Alliance networks - page 92
- Barr - page 94
  - Portfolio - page 96
    - Proprietary products, particularly in women's health, have driven growth - page 97
  - Geographic presence - page 99
  - Growth strategy - page 100
    - Expansion into biotechnology seen as a key area for growth - page 102
  - Alliance networks - page 103
- Andrx - page 105
  - Portfolio - page 105
  - Geographic presence - page 107
  - Growth strategy - page 108
  - Alliance networks - page 108
- Perrigo - page 110
  - Portfolio - page 111
  - Geographic presence - page 112
  - Growth strategy - page 113
  - Alliance networks - page 113
- Gedeon Richter - page 114
  - Portfolio - page 114
  - Geographic presence - page 116
  - Growth strategy - page 117
  - Alliance networks - page 118
- Actavis - page 120
  - Portfolio - page 120
  - Geographic presence - page 123
  - Growth strategy - page 125
  - Alliance networks - page 127
- KRKA - page 127
  - Portfolio - page 128
  - Geographic presence - page 130
  - Growth strategy - page 131
  - Alliance networks - page 131
- Cipla - page 131
  - Portfolio - page 132
  - Geographic presence - page 134
  - Growth strategy - page 135
  - Alliance networks - page 136
- Other company profiles - page 137
  - Zentiva - page 137
  - Par Pharmaceuticals - page 137
  - Dr Reddy's - page 138
  - ratiopharm - page 138
  - Aurobindo - page 139
APPENDIX A: ADDITIONAL INFORMATION - page 140
- Exchange rates - page 151
APPENDIX B: BIBLIOGRAPHY - page 152
- Press releases - page 152
- Newspaper articles - page 152
- Miscellaneous sources - page 153
  - Presentations - page 153
  - Annual Reports - page 153
- Websites - page 155
- Datamonitor reports - page 156

List of Tables
Table 1: Many generics companies have diversified business models - page 18
Table 2: Most generics companies' have a diversified portfolio of products - page 20
Table 3: Most generics companies are internationally focused - page 27
Table 4: Most companies that have posted strong growth in profits have participated in M&A activity over the last two years - page 32
Table 5: Teva will have sales in excess of $7 billion following the consolidation of IVAX's business - page 47
Table 6: Teva's proprietary R&D pipeline is relatively strong - page 49
Table 7: Watson is primarily US-based, with facilities in China and Sweden - page 65
Table 8: Ranbaxy is actively seeking in-licensing opportunities in a variety of areas - page 94
Table 9: Barr's female healthcare franchise is the largest therapeutic area - page 97
Table 10: Barr's proprietary product portfolio is relatively extensive - page 98
Table 11: Barr's previous business development activities have been focused on acquisitions - page 101
Table 12: Andrx has a diverse portfolio of generic products - page 106
Table 13: Richter has been heavily involved in in-licensing and co-promoting several products - page 119
Table 14: Overview of Sandoz's drug portfolio, 2006 - page 141
Table 15: The number of proprietary products each company markets varies - page 150
Table 16: Exchange rates - page 151

List of Figures
Figure 1: Generic production and supply value chain - page 17
Figure 2: Commodity generics tend to be lower value but high volume while branded and super generics can command a premium price - page 19
Figure 3: Teva has the strongest proprietary product pipeline and currently markets the most proprietary products, although Ranbaxy has several products in discovery - page 23
Figure 4: The leading generics companies all operate with a diversified business model - page 26
Figure 5: Teva and Sandoz were the clear generics market leaders in terms of sales value in 2005 - page 29
Figure 6: If the proposed acquisitions are successfully completed, Actavis will become the fifth largest generics company, while Watson will ensure that its top five position is maintained - page 31
Figure 7: The generics industry is traditionally associated with low operating profit margins but companies with more diverse portfolios have generated stronger returns - page 33
Figure 8: COGS as a percentage of sales are relatively high for the generics market as product prices are kept low compared to the branded segment - page 35
Figure 9: Companies with third-party sales tend to have a larger SG&A spend - page 36
Figure 10: On average, around 7.4% of sales is spent on R&D by generics companies - page 37
Figure 11: Most generics companies have increased their R&D expenditure as a proportion of sales since 2003 - page 39
Figure 12: Overall most companies spent similar percentages of sales on each of their key costs - page 40
Figure 13: Teva thumbnail: key performance metrics - page 42
Figure 14: Teva's generics portfolio is largely focused on CNS and CV therapeutics - page 44
Figure 15: Teva's sales are predominantly derived from North America but the company's presence in Europe is increasing - page 45
Figure 16: Teva's growth since 1996 has been driven by several large scale acquisitions - page 46
Figure 17: Sandoz thumbnail: key performance metrics - page 53
Figure 18: Sandoz manufactures a number of different types of generics - page 54
Figure 19: Cardiovascular and anti-infective products contribute the largest proportion of Sandoz's generic sales - page 55
Figure 20: Europe now accounts for 56% of Sandoz's sales, an increase of 8% from 2004 - page 56
Figure 21: Merck KGaA thumbnail: key performance metrics - page 58
Figure 22: 70% of Merck's generics sales are derived from Europe and North America - page 60
Figure 23: Watson thumbnail: key performance metrics - page 62
Figure 24: Watson's generics portfolio has demonstrated the strongest growth between 2003 and 2005 - page 63
Figure 25: Mylan thumbnail: key performance metrics - page 68
Figure 26: Cardiovascular sales as a proportion of total sales have declined since 2003 while GI and CNS sales have increased - page 69
Figure 27: Generics account for the majority of Mylan's annual sales - page 70
Figure 28: Stada thumbnail: key performance metrics - page 72
Figure 29: Generics are key to Stada's overall sales - page 73
Figure 30: Omeprazole is one of Stada's best selling generics, generating 9% of total generics sales - page 74
Figure 31: Stada's sales structure as of 2005 - page 76
Figure 32: Stada's sales by segment vary by region - page 77
Figure 33: Stada has successfully launched over 350 new products per year for the past three years - page 78
Figure 34: Pliva thumbnail: key performance metrics - page 80
Figure 35: The majority of Pliva sales come from pharmaceuticals, particularly generics - page 80
Figure 36: Pliva's geographical presence has been expanding in areas such as Western Europe and North America - page 82
Figure 37: Ranbaxy thumbnail: key performance metrics - page 85
Figure 38: Eight of Ranbaxy's top 10 selling molecules are infectious disease products, accounting for around $380m in sales - page 86
Figure 39: Ranbaxy's sales are predominantly derived from the US, with the BRIC region also contributing a significant percentage - page 88
Figure 40: Ranbaxy has a relatively active proprietary product pipeline, focused on infectious, metabolic and respiratory disease and urological disorders - page 90
Figure 41: Barr thumbnail: key performance metrics - page 95
Figure 42: Proprietary products are now generating over a quarter of Barr's total sales - page 96
Figure 43: Barr's principal facilities and capabilities - page 100
Figure 44: Barr's investment in R&D has increased significantly over the last two years - page 102
Figure 45: Andrx thumbnail: key performance metrics - page 105
Figure 46: Andrx's core business is the distribution of generics, but licensing is becoming increasingly important - page 107
Figure 47: Perrigo thumbnail: key performance metrics - page 110
Figure 48: The geographic distribution of Perrigo's employees and facilities has been widened with the acquisition of Agis - page 112
Figure 49: Gedeon Richter thumbnail: key performance metrics - page 114
Figure 50: Generics account for 72% of Richter's total sales, compared to 60% in 1994 - page 116
Figure 51: Exports have accounted for just over 71% of total Richter sales in 2004 and 2005 - page 116
Figure 52: New products account for almost half of Richter's total sales - page 118
Figure 53: Actavis thumbnail: key performance metrics - page 120
Figure 54: Own brand sales account for two-thirds of Actavis's total sales - page 121
Figure 55: The acquisition of Amide and Alpharma's generics business has provided Actavis with significant US sales - page 123
Figure 56: The revenue by segment is distinctly different in each of Acatavis's geographic regions - page 124
Figure 57: Actavis has experienced significant sales growth in the past five years - page 125
Figure 58: Actavis has been highly acquisitive since 1999 - page 126
Figure 59: KRKA thumbnail: key performance metrics - page 128
Figure 60: 87% of KRKA's prescription pharmaceutical sales are derived from four key therapeutic areas - page 129
Figure 61: Central and Eastern European markets account for the largest percentage of sales and have also demonstrated the strongest growth over the last year - page 130
Figure 62: Cipla thumbnail: key performance metrics - page 132
Figure 63: Over half of Cipla's sales are accounted for by tablet and capsule products - page 133
Figure 64: Cipla's export sales are generated across the globe, with the America's accounting for the highest proportion - page 135

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Global Generics Guide: Part 1 - Benchmarking the key players

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