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The shifts roiling the health care industry are creating an entirely new commercial landscape. PwC says that the way pharma companies opt to address three pivotal challenges – patient engagement, analytics and value – will affect not only their future, but the future direction of patient care, provider decisions and payment mechanisms.
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Financial markets – the people and institutions that lend companies money and estimate their worth – see pharma companies as revenue-generating, profit-sharing black boxes. Growth earns companies a break from this simplistic view, but sooner or later market valuations of pharmas seem to regress to a mean based on revenue multiples. That mean is getting meaner.
LivaNova was formed from the merger of cardiovascular disease therapy company Sorin Group and neuromodulation innovator Cyberonics. The role and place in the industry of this new mega group might not be obvious to all, but incoming CEO Damien McDonald already has a vision of creating a disciplined company that leverages synergies and gets closer to the customer base.
Integra LifeSciences surged to industry-leading 12% sales growth in 2016, and that's before it prepares to consolidate two of the biggest acquisitions in its history. What is the strategy behind the success of the specialty surgery, orthopedics and tissue tech company that is looking at another double-digit sales uplift in 2017?
Free content: Personalized medicine is upending the business of health care. In March, In Vivo will focus on exploring this new landscape. There is no single "right" route for companies to follow, but pharma, payers and other stakeholders need to find a path because the forces driving personalized medicine are global, and unstoppable.
What is next for the treatment of cystic fibrosis, a rare disease market that has boomed in recent years on the back of new drug approvals with hefty price tags? Pipelines are full, but securing reimbursement is a challenge.
For decades, biopharma companies have relentlessly pursued growth, counting on pure scale and M&A cost synergies to create value. This strategy is reaching its limits and becoming counterproductive, according to Bain & Co. analysis. Megamergers that don’t produce category leaders also don’t create portfolios that are likely to deliver attractive shareholder returns over time.
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