The pharmaceutical industry ushered in the golden era of generic drugs

This year's buzzing US Barr and Iceland Actavis competing for the acquisition of Croatia's Privat company represents another development of the generic pharmaceutical industry.

This is the time for the development of generic drugs and the era of the globalization of generic drugs. The supporting role generic drugs in the old pharmaceutical market have now become a “stumbling block” for the development of pharmaceutical giants. Moreover, the operators of these generic drugs are no longer the sightings of investors in the eyes of the investors. Several cross-border acquisitions have taken place since 2005. After the case, giant companies such as Israel’s Taihua Company or Sandoz, a subsidiary of the Swiss Novartis Group, also appeared in the field of generic drugs. As a result, the pharmaceutical industry has ushered in the golden age of generic drugs. Half of the prescriptions in the global pharmaceutical market have been dominated by generic drugs. In the United States, this figure may be even higher.

Mergers and acquisitions

From the perspective of past development, mergers and acquisitions are the most effective shortcuts for generic pharmaceutical companies to become bigger and stronger.

Since generic drugs have once appeared in the development process of spearheading and self-government, mergers and reorganizations have naturally become an effective tool for integration. Through mergers and reorganizations, companies can build more complete product lines and more efficient production capabilities. When the competition of the entire industry is intensified, it is natural that change will be inevitable.

In this sense, since 2005, Teva/IVAX and Sandoz/Hexal have merged around the throne of the generic pharmaceutical industry. After the World War II, corporate acquisitions in the generic pharmaceutical industry in 2006 remained unabated. After Actavis, an emerging generic pharmaceutical company from Iceland, took control of Alpharma, a traditional American generics company, another US-based generics company, Barr, finally launched an operation and successfully won the Croatian company Privat in the competition with Actavis. Pliva)'s acquisition rights not only opened the way for the Central and Eastern European market, but also reached the third position in the global generics industry. As the countries of Central and Eastern Europe have gradually joined the European Union and become a new hot spot for investment, a large number of local companies such as Krka of Slovenia, Bioton of Poland, Sanitas of Lithuania, and Zentiva of the Czech Republic will also become new investments as the local market becomes more prosperous. Acquisition target.

In the United States, the headquarters of the global generic pharmaceutical industry, mergers and acquisitions between companies are also in full swing. Recently, the US Federal Trade Commission finally approved Watson’s acquisition of Andrx, another US company. Prior to this, Watson had acquired Sekhsaria Chemicals India, which specializes in the production of bulk drugs. Mylan Corporation is now the only large non-transnational generic drug company in the US market that relies solely on the U.S. market for not relying on overseas revenue.

In western Europe, the Austrian generic company Ebewe Company crossed the ocean and won the Parenta company in South Carolina in the United States. The Sanofi-Aventis company, which has historically occupied an important position in the field of proprietary drugs, also acquired it. A 25% stake in Zentiva, a Czech generics manufacturer, has invested in generics as a tentative development direction.

Similarly, Asian companies are also unwilling to be lonely, especially among Indian companies. Ranbaxy, the largest pharmaceutical company in India, recently acquired Romanian Terapia, Belgium’s Ethimed, and Italy’s Allen SpA, formerly the Italian generics business of GlaxoSmithKline. In addition, as early as 1996, Nanxin Corporation entered the US market, and in China, it also established the Guangzhou Nanxin Pharmaceutical Company, a Sino-Indian joint venture. As a result, Nanxin has succeeded in building a generic global pharmaceutical company headquartered in the Indian market.

In addition to South New Company, India’s other commendable company is India’s third-ranked company, Dr. Reddy. The company's first non-Japanese pharmaceutical company listed on the New York Stock Exchange in Asia recently acquired Roche's raw material manufacturing base in Mexico and Betapharm Arzeniemittel in Germany on the road to globalization. In addition to the expansion of the European and American markets, Weishi and Nanxin are reluctant to miss the opportunity for the development of the Chinese market. It established Kunshan Longdeng Ruidi Co., Ltd. together with the Canadian Dragon Group and Kunshan Shuanghe Pharmaceuticals in Kunshan, China. . Indeed, in the face of the tide of globalization, Indian companies are already in a clear dominant position, as described by a senior manager of South New Company. “When the world is getting smaller and smaller, the medical costs in the world are rising. Engraving, globalization, business integration and operation are the best ways to grasp these opportunities."

Improve globalization efficiency

The globalization of the operation of the pharmaceutical market naturally requires globalization. Efforts to meet the basic requirements of ICH and to conduct individualized operations based on local conditions are the “tips” for increasing the efficiency of globalization.

Divided in the most crude way, the global market can be divided into two major parts. One side is the post-industrial countries represented by the United States, Japan, and Europe. The drug administration regulations in these countries are based on the International Harmonization Conference for Technical Requirements for the Registration of Human Use Drugs (ICH), a drug development, production, security, and other related issues. On the basis of the technical norms of the basic international standards), a mutually agreed drug administration system has basically been established between countries. In Asia, the Middle East, Latin America, and some countries in Southern Africa, the regulatory standards for drug administration have not met the basic requirements of ICH. Therefore, there is a natural technical threshold for the products of these countries to enter the former countries.

However, their counterparts from India have set a good example for countries that do not meet ICH requirements. Through continuous efforts and investments, Indian pharmaceutical companies have successfully transformed and established their own good pharmaceutical production standards based on the ICH requirements. At the same time, Indians have also fully utilized India's domestic low-cost advantages, and thus quickly emerged in the European and American markets.

The success of globalization is naturally inseparable from the successful operation of the US market. After all, the US market capacity is equivalent to about half of the global market. However, whether it is the traditional European and American market or the emerging Russian or Latin American market, operating generic drugs on a global scale must take into consideration the production costs in different regions, the availability and price of qualified APIs, and the many R&D projects around the world. Resources and various risks in the sales of products in different regions.

Judging from the positive factors in the development of generic drugs, the main battlefields of generic pharmaceutical marketing in Europe, the United States, and Japan are facing the problem of population aging. On the one hand, aging can increase the market demand for pharmaceutical products. On the other hand, it will also promote the “cheap” of medical products. This is also an internal driving force for the golden age of generic drugs.

Judging from the unfavorable factors in the development of generic drugs, in order to protect their maximum profits, the original patented drug manufacturers have adopted the tactics of “authorized generic drugs” relatively. (The original research patent drug manufacturer independently produces its own product generic drugs or authorization. A generic pharmaceutical company produces the first generic drug to share its profits and crack down on other generic drug companies, which seriously affects the profits of generic drug companies.

In addition, excess production capacity and the reduction of raw material prices have also begun to become a problem that generic companies need to tackle. Once the surplus of production capacity becomes a common problem, and the difficulty of copying is increasingly reduced, more and more companies will participate in it. The vicious competition and lower income caused by this problem should naturally not be underestimated.

Beyond the vicious competition

The golden age of generic drugs has enabled more pharmaceutical companies to enter the field of generic drugs, and avoiding vicious competition is also an issue that must be considered.

For every specific generic pharmaceutical company, the rise of the generic pharmaceutical industry is in fact a double-edged sword for its development. It is true that the advent of the golden age of generic drugs and each of these opportunities is a positive factor for any one company. However, this may make it more natural for more pharmaceutical companies to get involved in this area and bring about vicious competition. In this issue, the beneficial experience from patented branded drugs will become effective rumors for the development of generic pharmaceutical companies.

Eli Lilly and Company's Bai You Jie and GlaxoSmithKline's Seletron were once all-embracing anti-depressants in Europe and the United States. When these two product patents expired, their developers lost no time. The company introduced its sustained-release preparations and used the value of the previous patented brand to continue the market life of these two products. In this sense, the development of new indications, new dosage forms, new drug delivery systems or pathways, and cooperative production of generic drugs are all effective ways for generic pharmaceutical companies to get rid of low-cost vicious competition and increase their profits. Of course, for giant companies such as Taihua and Sandoz that have just emerged in the generic sector, they have more ways to establish their own competitive advantages.

In fact, at present, large global generic pharmaceutical companies have developed patented brand drugs and used proprietary brand drugs to drive their own brand building. In this regard, the world’s largest generic company, Israel’s Taihua Company, was the most successful, although it won the first prize in this year’s three-billion-dollar sales of Shu Lazhi, Pragu, and Zoloft. , But it also announced plans to submit 15 new products to the United States between 2009 and 2015. These new products may be new drugs, new drugs or new drug dosage forms. In addition, Sandoz, a subsidiary of the Novartis Group, the world’s second-largest generic drug company, is a “one company” in which generic branded drug operators have large-scale exposure to generic drugs. Such a background makes Sandoz effective. The use of Novartis' new drug research resources and positioning in the high-end market of generic drugs undoubtedly will enable Sandoz to obtain more profitable returns than other generic drugs companies. From this point of view, in the future, “large pure generic pharmaceutical companies” will gradually disappear, and the development of generic pharmaceutical companies will also take into account the balance between patented brand drugs and generic products.

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