Market Report Source

Overview

Introduction
This analysis examines the historical and forecast performance for Barr in the generic pharmaceutical sector. The profile encompasses global company strategy, portfolio and pipeline analysis and assessment of financial performance. An interactive data and analysis tool provides quantitative and qualitative information.

Key reasons to read this report

• Benchmark Barr’s performance against key rivals in the generic pharmaceutical sector
• Understand the impact of the Pliva acquisition on Barr’s overall performance
• Evaluate Barr’s historical and forecast, branded and generic growth drivers and resistors

Table of Contents

CHAPTER 1 EXECUTIVE SUMMARY 4

Key findings 4

Historical ethical sales performance 5

Therapeutic focus 6

Branded and generic drug outlook, 2006-12 8

Generic drug launch history 8

SWOT analysis 10

Strengths 10

Weaknesses 12

Opportunities 13

Threats 13

CHAPTER 2 CORPORATE HISTORY 18

Key findings 18

Background 19

Key corporate developments 19

M&A history 20

Pliva acquisition 21

M&A strategy 22

Deals and alliances 22

Current corporate structure 24

Current management team 25

CHAPTER 3 HISTORICAL PERFORMANCE 26

Key findings 26

Introduction 27

Revenue and growth rate analysis, 2001-06 27

Revenue and growth rate versus generic peer set 28

Product analysis, 2002-06 30

Growth drivers 30

Growth resistors 31

Operating revenue and cost analysis, 2002-06 32

Operating revenue/cost analysis 33

CHAPTER 4 BRAND FORECAST PERFORMANCE 37

Key findings 37

Overview 38

Branded growth drivers 38

Seasonale 39

ParaGard 39

Cenestin 39

Katadolon 40

2006 launches 40

Branded pipeline 41

CHAPTER 5 KEY PRODUCTS AND COMPETITORS 42

Key findings 42

Overview 43

Therapy area focus, 2002-06 44

Branded portfolio 44

Generic portfolio 45

Generic and biosimilar products 48

Oral contraceptives 48

Warfarin 49

Desmopressin 49

Azithromycin 49

Generic outlook 50

Biosimilar pipeline 53

CHAPTER 6 APPENDIX 54

IMS versus company-reported data reconciliation 54

References 55

Abbreviations 58

Exchange rates 59

List of Tables

Table 1: Barr’s product licensing agreements, 2000-06 23

Table 2: Barr’s corporate executive committee, 2007 25

Table 3: Generic peer set overview, 2006 29

Table 4: Barr’s operating revenue/cost analysis ($m), 2002-06 32

Table 5: Barr’s operating cost ratio analysis (% of total revenues), 2002-06 34

Table 6: Barr’s branded products with 2006 approval/launch 40

Table 7: Barr’s key generic product overview, seven major market sales ($m), 2006 43

Table 8: Generic drugs launched by Barr in the US, fiscal year 2006 50

Table 9: Barr’s generic pipeline in the US, 2006 52

Table 10: Exchange rates, 2006 59

List of Figures

Figure 1: Historical ethical (generic and brand) global sales performance for Barr and generic pharma peer set (% CAGR), 2002-06 5

Figure 2: Barr’s generic therapeutic focus versus generic pharma peer set (%), 2006 7

Figure 3: Barr’s branded and generic drug forecast, 2006-12 8

Figure 4: Percentage revenues attributed to generics launched in the US by Barr and its peer set, 2002-06 9

Figure 5: Barr – SWOT analysis, 2007 10

Figure 6: Barr’s M&A history, 2001-06 21

Figure 7: Barr’s corporate structure, 2007 24

Figure 8: Barr’s global ethical sales revenue and growth rate, ($m), 2001-06 28

Figure 9: Barr’s total global ethical revenue and growth rate compared to generic peer set, 2001-06 29

Figure 10: Barr’s growth drivers/resistors of historical revenue performance ($m), 2002-06 30

Figure 11: Barr- operating revenue/cost analysis ($ billion), 2002-06 33

Figure 12: Barr’s operating cost ratio analysis (% of total revenues), 2002-06 34

Figure 13: Barr’s operating cost ratio versus peer set (%), 2006 35

Figure 14: Barr’s branded growth drivers, 2006 38

Figure 15: Barr’s top seven products, seven major market sales ($m), 2006 44

Figure 16: Barr’s branded sales by therapeutic class, 2006 45

Figure 17: Barr’s generic sales by therapeutic class, 2006 47

Figure 18: IMS versus company-reported ethical sales discrepancy ($m), 2006 54