Market Report Source

Overview

Introduction

This analysis examines the historical and forecast performance for Ipsen in the ethical pharmaceutical sector. The profile encompasses global company strategy, portfolio and pipeline analysis and assessment of financial performance, with 1-6 year sales forecasts for key drugs. An interactive forecasting and analysis tool provides continually updated quantitative and qualitative information.

Reasons to Purchase

• Benchmark Ipsen’s performance against key rivals in the ethical pharmaceutical sector
• Determine how Ipsen will perform over the period 2006-11 having recently become a publicly run company
• Assess Ipsen’s biologic capabilities, which will play a key role in the company’s sales growth performance out to 2011

Table of Contents

CHAPTER 1 EXECUTIVE SUMMARY

Key findings

Historical and forecast ethical sales performance

Therapeutic strategy

Launch and expiry outlook

Externalization, geographic and molecule type strategies

Externalization strategy

Geographic strategy

Molecule type strategy

SWOT analysis

Strengths

Weaknesses

Opportunities

Threats

CHAPTER 2 CORPORATE HISTORY

Key findings

Background

Key corporate developments

M&A history

Sterix

Spanish primary care products

Speywood

M&A strategy

Current corporate structure

Current management team

CHAPTER 3 HISTORICAL PERFORMANCE

Key findings

Introduction

Revenue and growth rate analysis, 2002-05

Revenue and growth rate vs. peer set

Product analysis, 2002-05

Growth drivers

Decapeptyl

Somutaline

Dysport

Rest of portfolio

Growth resistors

Tanakan

Operating revenue and cost analysis, 2002-05

Operating revenue/cost analysis

CHAPTER 4 FORECAST PERFORMANCE

Key findings

Introduction

Revenue and growth rate, 2005-11

Product analysis, 2005-11

Growth drivers

Dysport

Somatuline

Decapeptyl

febuxostat

NutropinAq

Growth resistors

Ginkor

Tanakan

Therapy area analysis, 2005-11

CNS

Diabetes & endocrinology

Oncology

Urology

Other

Cardiovascular

Therapy area focus

Launches and expiries analysis, 2005-11

Launch portfolio

Core portfolio

Launch/core/expiry configuration

Externalization analysis, 2005-11

Geographic analysis, 2005-11

Molecule type analysis, 2005-11

CHAPTER 5 KEY PRODUCTS AND COMPETITORS

Key findings

Overview

Oncology

Decapeptyl

Overview

Sales forecast

Newsflow

Competitive landscape

CNS

Dysport

Overview

Sales forecast

Newsflow

Competitive landscape

Tanakan

Overview

Sales forecast

Newsflow

Competitive landscape

Diabetes and endocrinology

Somatuline

Overview

Sales forecast

Newsflow

Competitive landscape

R&D pipeline

CHAPTER 6 APPENDIX

IMS vs. company-reported data reconciliation

References

Abbreviations

Exchange rates

List of Tables

Table 1: Ipsen Corporate Executive Committee

Table 2: Peer set overview

Table 3: Operating revenue/cost analysis ($m), 2002-05

Table 4: Operating cost ratio analysis (% of total revenues), 2002-05

Table 5: Product portfolio overview, sales ($m), 2005-11

Table 6: Therapy area overview, sales ($m), 2005-11

Table 7: Launch portfolio overview, sales ($m), 2005-11

Table 8: Core portfolio overview, sales ($m), 2005-11

Table 9: Externally developed portfolio, 2005-11 ($m)

Table 10: Molecule type overview, sales ($m), 2005-11

Table 11: Key products overview

Table 12: Decapeptyl: overview

Table 13: Decapeptyl: sales forecast ($m), 2005-11

Table 14: Decapeptyl: newsflow

Table 15: Dysport: overview

Table 16: Dysport: sales forecast ($m), 2005-11

Table 17: Dysport: newsflow

Table 18: Tanakan: overview

Table 19: Tanakan: sales forecast ($m), 2005-11

Table 20: Tanakan: newsflow

Table 21: Somatuline: overview

Table 22: Somatuline: sales forecast ($m), 2005-11

Table 23: Somatuline: newsflow

Table 24: Ipsen’s R&D pipeline (Phase I-registration)

Table 25: Ipsen’s indication broadening pipeline (Phase I-registration)

Table 26: Exchange rates, 2005

List of Figures

Figure 1: Historical and forecast ethical sales performance (% CAGR), Ipsen and Mid Pharma peer set

Figure 2: Therapeutic focus vs. Mid Pharma peer set (%), 2005

Figure 3: Launch, core and expiry, absolute sales growth, 2005-11 (sales as % of 2005 sales), Ipsen

Figure 4: Launch, core and expiry, absolute sales growth, 2005-11 (sales as % of 2005 sales), peer set

Figure 5: Molecule type, externalization and geographic market dependency (%) vs. peer set, 2005

Figure 6: Molecule type, externalization and geographic market dependency (%) vs. peer set, 2011

Figure 7: SWOT analysis of Ipsen

Figure 8: M&A/divestment history

Figure 9: Revenue & growth rate (ethical sales) ($m), 2002-05

Figure 10: Ethical revenue ($m) and growth rate (%) vs. peer set, 2002-05

Figure 11: Growth drivers/resistor products of historical revenue performance ($m), 2002-05

Figure 12: Operating revenue/cost analysis ($m), 2002-05

Figure 13: Operating cost ratio analysis (% of total revenues), 2002-05

Figure 14: Operating cost ratio vs. peer set, 2002-05

Figure 15: Ethical revenue ($m) and growth rate (%), 2005-11

Figure 16: Top five products by sales ($m), 2005

Figure 17: Top five products by sales ($m), 2011

Figure 18: Growth drivers and resistors by product, 2005-11

Figure 19: Key strategic products, sales ($m), 2005-11

Figure 20: Ethical sales by therapy area ($m), 2005-11

Figure 21: Growth drivers and resistors by therapy area (%), 2005-11

Figure 22: Ethical sales by therapy area (%), 2005-11

Figure 23: Therapy area focus compared with peer set (% total ethical sales), 2005

Figure 24: Therapy area focus compared with peer set (% total ethical sales), 2011

Figure 25: Launch schedule, sales ($m), 2005-11

Figure 26: Core products sales growth ($m), 2005-11

Figure 27: Launch, core and expiry, sales ($m), 2005-11

Figure 28: Launch, core and expiry, absolute sales growth, 2005-11 (sales as % of 2005 sales), Ipsen

Figure 29: Launch, core and expiry, absolute sales growth, 2005-11 (sales as % of 2005 sales), peer set

Figure 30: Externalization dependency, sales ($m), 2005-11

Figure 31: Growth drivers and resistors, externally vs. internally discovered products, sales ($m), 2005-11

Figure 32: Externalization dependency vs. peer set, % total sales, 2005

Figure 33: Externalization dependency vs. peer set, % total sales, 2011

Figure 34: Geographical sales breakdown ($m), 2005-11

Figure 35: Growth drivers and resistors by geography, sales ($m), 2005-11

Figure 36: US dependency vs. peer set, % total sales, 2005

Figure 37: US dependency vs. peer set, % total sales, 2011

Figure 38: Growth drivers and resistors by molecule type, sales ($m), 2005-11

Figure 39: Molecule type sales breakdown ($m), 2005-11

Figure 40: Biologics dependency vs. peer set, % total sales, 2005

Figure 41: Biologics dependency vs. peer set, % total sales, 2011

Figure 42: IMS vs. company-reported ethical sales discrepancy ($m), 2005

Figure 43: IMS vs. company-reported ethical sales forecast growth rates (%), 2005-11