Herpes and Respiratory Antivirals

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Price: $11,400.00

Publication Date: 2005-10-20

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Within the herpes and respiratory antiviral subcategory HSV/VZV products have been key growth drivers, accounting for 77% of a market worth $2,190m in 2004. Despite lost of US branded Valtrex in 2009, the continued uptake of flu and post-transplant CMV antivirals along with the anticipated launch of first-in-class RSV antiviral, A-60444 will to some extent offset revenue loss by 2014.


Scope

  • Market overview by geographical area and disease indication, with value analysis of clinical and commercial factors underlying product performance
  • Assessment of country-specific drivers and resistors likely to impact the herpes and respiratory antiviral market
  • Case study analysis of the key players in the market and further the success of follow-up products Valtrex for HSV/VZV and Valcyte for CMV
  • Future market outlook per disease indication and individual products taking into account key market events in particular, patent expiries


    • Report Highlights
    The anti-infective vaccine market is poised for explosive growth, leading to a shift of R&D focus from antiviral therapy to preventative vaccination and hence a dwindling herpes and respiratory antiviral pipeline. However, clinical unmet needs mainly in CMV, VZV related post-herpetic neuralgia (PHN) and RSV maintain the call for new products.

    Capitalizing on the Zovirax legacy, a large number of indication expansions and effective marketing strategies by ID leader GSK, sales of follow-up product Valtrex have experienced accelerated growth. In 2004, Valtrex achieved blockbuster status, selling $1,090m in the seven major markets.

    Currently available RSV therapies are sub-optimal and expensive, being reserved for 'at risk' immunocompromised patient groups such as neonates. With successful development and positioning of first-in-class RSV small molecule inhibitor A-60444, Arrow/Novartis could establish a new treatment paradigm in RSV.


    Reasons to Purchase

  • Identify key environmental opportunities and threats that will impact the use and uptake of new and existing products
  • Select effective lifecycle management strategies through best-in-class case study analysis of key players in the market
  • Understand and capitalize on clinical unmet needs in the market, either through lifecycle management of marketed drugs or new product development

    • Table of Contents

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