I believe that this agreement is the right business decision and gives increased clarity and stability to allow us to continue investing substantially in our growing pipeline of new medicines for patients. We continue to have confidence in the strength of our patents and will vigorously defend our intellectual property. David Brennan, Chief Executive Officer, AstraZeneca after the company settled US Nexium Patent Litigation with Ranbaxy.
Ventana broadens Roche’s diagnostic offerings and complements Roche’s strong existing position in in vitro diagnostic systems. Incorporating Ventana will enhance our position as the world’s leading personalized healthcare company. Franz B Humer, Former Chairman and Chief Executive Officer, Roche outlining the role of Ventana in the company’s vision of personalised health care.
I actually think the reverse. When you think about gigantism in our business, the idea of “big” and “innovation” aren’t two words you usually put together. As you look at the examples where this has been tried, I think there’s a general belief that gigantism is antithetical to biopharmaceutical innovation. Kevin Sharer, Chief Executive Officer, Amgen answering a query on whether a merger or acquisition with another big pharma company would give it an advantage in terms of size and scale.
You’d want to target the high growth markets. The high growth markets today are Central and Eastern Europe, Russia, South America, as opposed to say the EU, where the markets are not growing that rapidly for generics. Paul Bisaro, Chief Executive Officer, Watson Pharmaceuticals Inc looking at a global presence to scout for deals in the generic space.
The fundamental situation in the pharmaceutical industry has not changed. Big pharma needs innovative treatments to revive its pipelines and biotech is increasingly the source of these products. A challenging financial environment will only increase the need for mutually rewarding partnerships. Simon Moroney, Chief Executive Officer, MorphoSys on innovation and the challenging environment in which the industry operates today.
The goal at AstraZeneca is to align all business development activities behind the delivery of clearly articulated strategic priorities, and the current economic climate hasn’t changed the fundamental principles of what makes for a successful partnership. Where an opportunity fits a strategic need and offers the potential to create value, we expect to see partnering playing an increasingly important role across the entire value chain in shapes and forms well beyond inlicensing and acquisitions. Shaun Grady, Vice President of Deal Management, Strategic Planning and Business Development, AstraZeneca shares his perspective on partnering for innovation during challenging times.
I’m not so interested in making expensive drugs. Investors expect healthy returns for financing research, clinical trials and costly manufacturing plants. You either have an expensive drug but you have a drug, or you have nothing. Emil Kakkis, Chief Medical Officer, BioMarin Pharmaceutical Inc. whose research on Mucopolysaccharidosis, a rare disease, helped Biomarin develop its first product Adurazyme. A year’s treatment for MPS I with the drug costs an average US$ 220,000.
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