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  • Progressions 2012 - Health care everywhere - Overview - EY - Global
    and Sustainability Services Financial Accounting Advisory Services Financial Statement Audit Fraud Investigation Dispute Services Tax About Our Global Tax Services Country Tax Advisory Cross Border Tax Advisory Global Trade Global Compliance and Reporting Human Capital Private Client Services Law Tax Accounting Tax Performance Advisory Tax Policy and Controversy Transaction Tax VAT GST and Other Sales Taxes Transfer Pricing and Operating Model Effectiveness Strategic Growth Markets How we help Entrepreneurship EY SGM Initial public offering Venture capital Family business services Transactions About Transaction Advisory Services Corporate Development Divestiture Advisory Services Lead Advisory Operational Transaction Services Restructuring Strategy Services Transaction Support Transaction Tax Valuation Business Modelling Specialty Services Climate Change and Sustainability Services CertifyPoint China Overseas Investment Network Family Business Services French Business Network Global Business Network Japan Business Services Careers Students The EY difference Your role here Your development Life at EY Joining EY Global Delivery Network Experienced Advisory Assurance Tax Transactions Industries The EY difference Your development Life at EY Joining EY Global Delivery Network Alumni Home Industries Life Sciences Progressions 2012 Health care everywhere Overview Contents Progressions 2012 Health care everywhere Nudging patient behavior Creatively disrupting business models Aligning health care stakeholders Share Changing behaviors represents the single biggest opportunity to improve health outcomes To tackle chronic diseases and tame health care costs life sciences companies like all health stakeholders are moving to the behavioral change business Changing the behaviors of patients is far from easy you need to understand human biases and learn from behavioral economics Life sciences companies will change their behaviors as well to significantly extend their business models and be more patient centric What does it take to succeed in this patient centric outcomes focused behavior driven world We take a closer look across the following topics Health care everywhere Nudging patient behavior Creatively disrupting

    Original URL path: http://www.ey.com/GL/en/Industries/Life-Sciences/Progressions-2012---Health-care-everywhere---Overview (2016-02-10)
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  • Progressions: building Pharma 3.0 - EY - Global
    metabolics accounted for 24 of Pharma 3 0 initiatives In 2010 oncology claimed the top spot with 15 of the year s initiatives while diabetes and metabolics tied for second with immunoscience inflammatory diseases 12 each Seeking unmet needs investments diversified across disease categories As payers and patients focus on meeting unmet needs across the cycle of care pharma companies are taking a more holistic approach to their products and services For example in 2010 the French drug company sanofi aventis announced its goal of becoming the leading company focused on diabetes How will it do this By taking a page from the Pharma 3 0 playbook and investing in a variety of offerings beyond drugs such as monitoring devices insulin pumps smartphone apps patient oriented services and educational programs Other companies focused on getting to 3 0 need to disrupt the value network and leverage their most sustainable strengths Non pharma investment in Pharma 3 0 Despite pharma companies rapid increase in Pharma 3 0 initiatives non pharma companies continue to invest more By our rough estimate non traditional players have publicly reported at least US 20b in intended investments in the health outcomes space This is the challenge pharma companies face Pharma companies will need a road map for change to know where to invest these funds The road map will include connecting information radical collaboration with new partners and developing multiple business models Focusing on prevention The combination of longer lives increasing susceptibility to diseases and increased standards of living leads to higher health care costs One way to drive down those costs is for patients and the health care industry to shift their focus from treatment to prevention Read our article about the cost of life in an aging world to learn more Focusing on healthcare outcomes Pharma 3 0 s new focus on healthcare outcomes is changing the rules of the game for pharma companies and creating openings for non traditional players For pharma companies to seize these opportunities they will need to create new business models This means collaborating in radically different ways with very dissimilar partners Additionally it requires new skills and support systems We offer advice for implementing change for pharma companies focused on Pharma 3 0 Next Inside Webcast Pharma 3 0 meeting the challenge View a recap of our latest Pharma 3 0 discussion Can your life sciences company improve its communications with payers and practitioners Which types of Pharma 3 0 initiatives has your organization begun implementing customer surveys Contacts EY global life sciences professionals Feedback Rate this article Leave a comment Share Browse by role Browse by topic Browse by megatrends Audit committee member Board member CDO CEO CFO CIO COO CRO CSMO HR director Tax director Accelerating growth Analytics and big data Capital allocation Cybersecurity Digital Emerging markets EU audit legislation Eurozone Forecast EY Entrepreneur Of The Year EY Strategic Growth Forum Foreign direct investment Funding and finance IFRS Infrastructure Innovation Mergers and acquisitions Operational effectiveness Public

    Original URL path: http://www.ey.com/GL/en/Industries/Life-Sciences/Progressions--building-Pharma-3-0 (2016-02-10)
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  • Beyond borders: global biotechnology report 2012 - EY - Global
    EY SGM Initial public offering Venture capital Family business services Transactions About Transaction Advisory Services Corporate Development Divestiture Advisory Services Lead Advisory Operational Transaction Services Restructuring Strategy Services Transaction Support Transaction Tax Valuation Business Modelling Specialty Services Climate Change and Sustainability Services CertifyPoint China Overseas Investment Network Family Business Services French Business Network Global Business Network Japan Business Services Careers Students The EY difference Your role here Your development Life at EY Joining EY Global Delivery Network Experienced Advisory Assurance Tax Transactions Industries The EY difference Your development Life at EY Joining EY Global Delivery Network Alumni Home Industries Life Sciences Beyond borders global biotechnology report 2012 Beyond borders global biotechnology report 2012 Content Beyond borders global biotech report 2012 Holistic open learning networks Financial performance heads back to normal Financing remains stuck in the new normal Big pharma stayed away from M A deals Share In this capital constrained environment we can no longer afford inefficiency and duplication in drug R D The industry needs to remove duplication encourage pre competitive collaboration pool data and let researchers learn in real time Glen Giovannetti EY Global Biotechnology Leader Welcome to the 26th annual issue of Beyond borders our annual report on the global biotechnology industry Our analysis of trends across the leading centers of biotech activity reveals both signs of hope and causes for concern The financial performance of publicly traded companies is more robust than at any time since the onset of the global financial crisis with the industry returning to double digit revenue growth Companies that had made drastic cuts in R D spending in the aftermath of the crisis are now making substantial increases in their pipeline development efforts But even as things are heading back to normal on the financial performance front the financing situation remains

    Original URL path: http://www.ey.com/GL/en/Industries/Life-Sciences/Beyond-borders---global-biotechnology-report-2012 (2016-02-10)
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  • Biotech report 2012 - What Europe has to offer biotechnology companies - EY - Global
    to help biotechnology SMEs set themselves up and grow in a sustainable way Our initial focus is on those Member States of the EU with the most established track records in commercializing biotechnology The study assesses among other topics the measures Member States have in place to support the establishment of SMEs in biotechnology Such measures include the rules governing intellectual property those applying to tax incentives for investors and entrepreneurs systems for grants the regulatory regimes for final products and measures to allow young innovative companies to accelerate their development Here we take closer look at the industry across the following topics Pharmaceutical industry overview Agricultural biotechnology industry overview Bioeconomy industry overview Key tax considerations through the biotechnology life cycle Outlook for biotechnology in Europe Next Contents Related content Progressions 2012 health care everywhere Global biotechnology report 2011 Contact us Contacts Share Browse by role Browse by topic Browse by megatrends Audit committee member Board member CDO CEO CFO CIO COO CRO CSMO HR director Tax director Accelerating growth Analytics and big data Capital allocation Cybersecurity Digital Emerging markets EU audit legislation Eurozone Forecast EY Entrepreneur Of The Year EY Strategic Growth Forum Foreign direct investment Funding and finance IFRS Infrastructure Innovation Mergers and acquisitions Operational effectiveness Public policy Reporting Risk Transformation Women in business 5 insights for executives Digital future Entrepreneurship rising Global marketplace Health reimagined Resourceful planet Urban world Automotive Transportation Consumer Products Retail Financial Services Government Public Sector Wealth Asset Management Banking Capital Markets Insurance Health Life Sciences Media Entertainment Mining Metals Oil Gas Power Utilities Private Equity Real Estate Hospitality Construction Technology Telecommunications Advisory Assurance Tax Actuarial Customer Cybersecurity Finance Financial Services Risk Management Internal Audit People Advisory Services Program Management Risk Assurance Risk Transformation Strategy Supply Chain and Operations Technology Strategic Growth Markets How

    Original URL path: http://www.ey.com/GL/en/Industries/Life-Sciences/Biotech-report-2012---What-Europe-has-to-offer-biotechnology-companies (2016-02-10)
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  • EY - Vital Signs - Firepower and growth gap report 2015: Focus, scale and growth drive explosive M&A - EY - Global
    few years played a bigger role in 2014 s pyrotechnics spending nearly US 90 billion on M A to close or attempt to close growth gaps See box for definition However the lion s share of big pharma deals that transpired were primarily sales and purchases of operating divisions Had two transformative acquisitions Pfizer s bid for AstraZeneca and AbbVie s take out of Shire moved forward big pharma s growth gaps would have narrowed Importantly the intra pharma transactions that occurred were well received by the market As a result valuations rose and boosted firepower Definitions The growth gap is the difference in the sales growth of a biopharma company or biopharma sub sector e g big pharma relative to overall drug market sales It is based on IMS Health s global drug market forecast and analysts estimates of company sales The EY Firepower Index measures a company s ability to do M A based on the strength of its balance sheet Together a company s market capitalization cash equivalents and debt capacity provide the firepower for deals Thus a company s firepower increases when either its market capitalization or its cash and equivalents rise or its debt falls For more details about the methodology and the assumptions underpinning the EY Firepower Index please see the Appendix on page 15 of the PDF version of this report In prior editions of this report we predicted that specialty pharmas would be bigger acquirers thanks partly to the tax efficient strategies at their disposal We also noted the tremendous growth trajectories of big biotechs which collectively have continued to introduce innovative products In 2014 we saw both those forces in action bolstering the firepower of specialty pharmas by 42 and big biotechs by 30 However while big pharmas continue to have the most firepower in absolute dollars in aggregate their firepower increased only a modest 12 year over year As a result their share of total firepower fell for the fourth straight year to a new low of 66 Growth matters As the exhibit below shows superior growth has delivered superior returns Over the past five years biotechs and specialty pharmas delivered cumulative growth that was more than five times that of big pharma and provided total shareholder returns of 257 and 332 respectively In the same five year period big pharma s total shareholder returns increased 116 which was roughly in line with the major averages and made the sub sector a safe haven during the recent financial down turn However looking ahead to 2017 big pharma s projected annual growth rate remains anemic at just over 1 Through that year the big biotechs and specialty pharmas in our data set are projected to enjoy double digit growth while the majority of the big pharmas we track continue to underperform the industry in terms of revenue growth Their growth gap is estimated to be US 100 billion in 2017 As market valuations for target companies continue to increase big pharmas

    Original URL path: http://www.ey.com/GL/en/Industries/Life-Sciences/EY-vital-signs-firepower-and-growth-gap-report-2015 (2016-02-10)
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  • Capital Confidence Barometer: Life Sciences - November 2014 - EY - Global
    services Transactions About Transaction Advisory Services Corporate Development Divestiture Advisory Services Lead Advisory Operational Transaction Services Restructuring Strategy Services Transaction Support Transaction Tax Valuation Business Modelling Specialty Services Climate Change and Sustainability Services CertifyPoint China Overseas Investment Network Family Business Services French Business Network Global Business Network Japan Business Services Careers Students The EY difference Your role here Your development Life at EY Joining EY Global Delivery Network Experienced Advisory Assurance Tax Transactions Industries The EY difference Your development Life at EY Joining EY Global Delivery Network Alumni Home Industries Life Sciences Life sciences Capital Confidence Barometer November 2014 11 th edition Life sciences Capital Confidence Barometer Share November 2014 11th edition Capital Confidence Barometer Life Sciences Strong M A momentum fueled by bullish deal pipelines The Global Capital Confidence Barometer gauges corporate confidence in the economic outlook and identifies boardroom trends and practices in the way companies manage their Capital Agenda EY s framework for strategically managing capital The Barometer analyzes both cross industry and sector specific populations and includes interviews with biotech and pharmaceutical senior executives Here are some of the key findings from the 11th Global Capital Confidence Barometer report Fifty percent of biotech and pharma executives view the global economy as improving versus a record 74 six months ago in our April survey However those who view the global economy as stable jumped to 45 versus 21 in April Geopolitical concerns are considered the greatest economic risk by 36 up slightly from April While fewer respondents expect markets to move higher confidence in delivering earnings reached a new high 82 This confidence translates into more ambitious growth plans with access to capital and low interest rates fueling growth ambitions and M A Investing capital was reported as a lower priority as companies shift focus to tapping both capital markets and higher valuations to lever up as needed for acquisitions Please indicate your level of confidence in the following at the global level Growth remains a top focus for pharma and biotech companies with an emphasis on organic growth The outlook for organic growth via R D and product introductions has improved from 22 in April to 38 as the sector welcomes a new wave of FDA approvals What is the primary focus of your company s organic growth over the next 12 months Sixty five percent of respondents said that less than 25 of their growth is explicitly assigned to acquisitions versus 53 of respondents in April s survey Nevertheless M A activity is up as companies specialty pharma in particular take advantage of greater firepower Close to two thirds of respondents expect deal pipelines to increase over the next 12 months 33 have four or more deals in the pipeline versus 25 just six months ago with the focus predominantly 67 of the respondents on deals in their respective core sectors With full M A plates 64 expect deal pipelines to increase over the next 12 months biotech and pharma respondents showed greater concern regarding

    Original URL path: http://www.ey.com/GL/en/Industries/Life-Sciences/EY-capital-confidence-barometer-life-sciences (2016-02-10)
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  • EY - Progressions 2014: navigating the payer landscape - EY - Global
    Network Family Business Services French Business Network Global Business Network Japan Business Services Careers Students The EY difference Your role here Your development Life at EY Joining EY Global Delivery Network Experienced Advisory Assurance Tax Transactions Industries The EY difference Your development Life at EY Joining EY Global Delivery Network Alumni Home Industries Life Sciences Navigating the payer landscape Navigating the payer landscape Progressions Navigating the payer landscape Global pharmaceutical report 2014 How soon is the move to outcomes and value becoming real How do pharma companies make sense of the complex and changing payer landscape How much should pharma companies invest now What investment approaches should pharma companies use with different payers How do pharma companies move beyond pilots to larger scale solutions Inside Introducing Progressions 2014 The pace of change Surveying the payer landscape Navigating through complexity Five guiding principles for navigating the payer landscape Industry insights Pharma is from Mars payers are from Venus Share The rise of the payer For pharma companies dealing with a fragmented and rapidly changing payer universe poses challenges and raises some key questions In addition it has been two years since our last report Progressions 2012 came out and much has happened in that time frame with respect to the industry s business model innovation efforts As a result companies also have some important questions about business model innovation To address challenges in both of these areas this year s report focuses on a few key questions issues that appear to be top of mind for our clients with respect to payers and business model innovation Central questions explored in this report A few definitional issues We often use the term payers loosely to refer to both traditional payers insurance companies and governmental bodies as well as other entities that are

    Original URL path: http://www.ey.com/GL/en/Industries/Life-Sciences/EY-progression-2014 (2016-02-10)
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  • EY - Pulse: medical technology report 2015 - EY - Global
    pessimistic view Optimists and pessimists could even point to the same medtech metrics the total amount of capital raised by industry in the year or a rising number of premarket approvals PMAs and see completely different things In the current value focused era medtechs because of their iterative product development cycle are particularly susceptible to market access restrictions that may depress new product sales Given that breakthrough innovations arise only rarely the uncomfortable truth is that this scenario makes growth difficult to achieve The most recent financial performance metrics underscore this point unimpressive top line gains at the sector s largest players resulted in an overall growth rate of just 2 M A This is the second year of low level organic growth and underscores the strategic importance of M A as one vehicle to accelerating the top line The year ending 30 June 2015 saw its fair share of large M A deals as well as a spate of spin off deals and two massive acquisitions Becton Dickinson s purchase of CareFusion US 12 2 billion and Danaher s deal for Pall Corporation US 13 8 billion In an encouraging sign the average deal size for non megadeals transactions valued at less than US 10 billion reached a four year high in 2014 15 and sellers captured more of an acquisition s up front value as the percentage of structured payments declined year over year R D Meanwhile medtech has increased its R D spend for the fifth year in a row and returned less cash to shareholders via dividends and share buybacks It may be that this uptick reflects changing priorities and a realization that investing in innovation and demonstrating the value of that innovation is essential for medtech s future growth prospects The increase in the number of products using the more challenging PMA regulatory pathway could be a sign that therapeutic device players are shifting toward backing their products with better evidence of value However it may also point to an industry forced to generate more and better evidence for the same kind of iterative innovation that has driven it for years Financing The active M A climate as well as megadeals from the prior year Medtronic Covidien and Zimmer Biomet led to a record year for debt offerings which totaled nearly US 41 billion Together Medtronic Becton Dickinson Zimmer and Boston Scientific raised US 35 billion in debt between July 2014 and June 2015 while another 16 medtechs each raised at least US 100 million in debt Low interest rates help fuel this debt bonanza but skeptics will wonder at the sustainability of the strategy more than 80 of the nearly US 50 million in financing medtechs raised in 2014 15 was via the debt market A deeper dive into the yearly figures also reveals a troubling dichotomy when it comes to the venture capital environment During 2014 15 venture investment in privately held medtechs held steady at around US 4 7 billion This total

    Original URL path: http://www.ey.com/GL/en/Industries/Life-Sciences/ey-pulse-medical-technology-report-2015 (2016-02-10)
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