Deloitte: a picture to explain the prospect of global life science in 2015

Source: arterial network: the scalability of life science product development on February 28, 2015 requires long-term strategic planning, portfolio management and market expansion by department stakeholders However, institutions must also be prepared and responsive to recent challenges and opportunities Deloitte predicts that there are four major trends in this field in 2015 that deserve attention: seeking innovation and growth, changing regulatory and risk environments, creating value for shareholders from retained earnings, and preparing for the next wave of challenges The challenges and opportunities will be global and market-oriented Let's continue to read and understand these trends, as well as the precautions （1） Looking for innovation and growth companies in this area are looking for M & A opportunities for innovation and growth and offsetting the decline in general R & D productivity In the company's response to the rapidly changing market, partnership and informal cooperation will also account for an important proportion, and make full use of the investment funds to develop the distribution network New insurance and payment models, rapidly changing consumer groups and explosive development of technological treatment innovation will promote the horizontal and vertical development of M & A activities （2） The regulatory challenges to adapt to the changing regulatory and environmental risks in today's global life science field include: product security issues, security and privacy disclosure, intellectual property (IP) entanglement, inappropriate marketing methods and corruption, which push the field to the forefront of industry regulation Each of them may cause government fines, product recycling, negative media coverage, damage to brand awareness, loss of revenue / market share, etc this complexity has brought rapid changes, more reviews, more complex risk monitoring, and cross sector and regional coordination With regulatory and regulatory updates, life sciences companies need to demonstrate that they have active and comprehensive compliance programs in their business and clinical operations, including commercial, R & D and supply chains （3） Retained earnings create value for shareholders global life sciences companies face pricing pressures, generic competition, supply chain problems and regulatory constraints, all of which may limit their revenue growth At the same time, the increase of R & D expenses, marketing expenses and overall operating costs may also put pressure on profits However, the company intends to create value for its shareholders from retained earnings Fortunately, improving R & D efficiency, newly approved new molecular entities (NME), and expanding product channels, combined with ongoing cost control, will basically increase shareholders' equity Transparency in financial operations, risk response and improved processes can also promote shareholder confidence In addition, optimizing the mix of sales, marketing, and access spending at the local market level is also critical to increasing shareholder value However, many internal and external forces may cause it to deviate For example, price control, generic drugs, supply chain operation, etc （4） Preparing for the next wave of challenges life sciences companies are also adjusting their business models to look forward to the next wave of opportunities to expand their business Efforts to control costs lead to the more important direction of value based care (VBC) Moreover, comparative effectiveness research (CER) is becoming a focus of treatment market Life sciences companies will need the ability to provide real evidence of positive patient outcomes to avoid exceptions and loss of sales The number and diversity of life science user groups suggest that all their needs cannot be understood and solved in a "one size fits all" way, because the industry is exploring a model that requires more customer involvement The changing roles and impacts of stakeholders call for a cross functional, collaborative customer model to effectively target all key decision makers Adjust the business model to innovate constantly, just like personalized medicine, apply technological innovation to medical implementation, talent strategy, and continuous expansion in emerging markets, which will further help the company to adapt to the challenges and opportunities, and meet the changing needs of the industry Outlook of global life science in 2015