Novo Nordisk

Content

• 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
  • Nordisk Gentofte and Novo Industri
  • Novo Nordisk and Novozymes
  • M&A strategy
  • Current corporate structure
  • Ethical pharmaceuticals
  • 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
  • NovoRapid
  • NovoMix 30
  • NovoSeven
  • Actraphane and NovoNorm
  • Growth resistors
  • Protaphane
  • 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
  • NovoSeven
  • NovoMix 30
  • Levemir
  • Norditropin
  • Therapy area analysis, 2005-11
  • Diabetes & endocrinology
  • Hematology
  • Therapy area focus
  • Launches and expiries analysis, 2005-11
  • Launch portfolio
  • Core portfolio
  • Expiry 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
  • Diabetes & endocrinology
  • Novomix 30 (insulin aspart/insulin aspart protamine)
  • Overview
  • Sales forecast
  • Newsflow
  • Competitive landscape
  • Levemir (insulin detemir)
  • Overview
  • Sales forecast
  • Newsflow
  • Competitive landscape
  • Novorapid (insulin aspart)
  • Overview
  • Sales forecast
  • Newsflow
  • Competitive landscape
  • Key competitors
  • Norditropin (somatropin)
  • Overview
  • Sales forecast
  • Newsflow
  • Competitive landscape
  • Hematology
  • NovoSeven
  • Overview
  • Sales forecast
  • Newsflow
  • Competitive landscape
  • R&D pipeline
• Chapter 6 Appendix
  • IMS vs. company-reported data reconciliation
  • Abbreviations
  • Exchange rates
• List of Tables
  • Table 1: Novo Nordisk 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 ($m), 2005-11
  • Table 9: Expiry portfolio overview, sales ($m), 2005-11
  • Table 10: Externally developed portfolio, 2005-11 ($m)
  • Table 11: Molecule type overview, sales ($m), 2005-11
  • Table 12: Key products overview
  • Table 13: Novomix 30: overview
  • Table 14: Novomix 30: sales forecast ($m), 2005-11
  • Table 15: Novomix: newsflow
  • Table 16: Levemir: overview
  • Table 17: Levemir: sales forecast ($m), 2005-11
  • Table 18: Levemir: newsflow
  • Table 19: Novorapid: overview
  • Table 20: Novorapid: sales forecast ($m), 2005-11
  • Table 21: Novorapid: newsflow
  • Table 22: Norditropin: overview
  • Table 23: Norditropin: sales forecast ($m), 2005-11
  • Table 24: Norditropin: newsflow
  • Table 25: NovoSeven: overview
  • Table 26: NovoSeven: sales forecast ($m), 2005-11
  • Table 27: NovoSeven: newsflow
  • Table 28: Novo Nordisk's R&D pipeline (Phase I-registration)
  • Table 29: Novo Nordisk's indication broadening pipeline (Phase I-registration)
  • Table 30: Exchange rates, 2005
• List of Figures
  • Figure 1: Historical and forecast ethical sales performance, Novo Nordisk and 'Big 6' Mid Pharma peer set (% CAGR)
  • Figure 2: Therapeutic focus vs. 'Big 6' Mid Pharma peer set (%)
  • Figure 3: Insulin based vs. non-insulin based, dependency 2005-11 (%)
  • Figure 4: Novo Nordisk, launch, core and expiry, absolute sales growth, 2005-11 (sales as % of 2005 sales)
  • Figure 5: Peer set, launch, core and expiry, absolute sales growth, 2005-11 (sales as % of 2005 sales)
  • Figure 6: Molecule type, externalization and geographic market dependency vs. peer set, 2005(%)
  • Figure 7: Molecule type, externalization and geographic market dependency vs. peer set, 2011(%)
  • Figure 8: SWOT analysis of Novo Nordisk
  • Figure 9: M&A/divestment history
  • Figure 10: Current corporate structure
  • Figure 11: Revenue & growth rate (ethical sales) ($m), 2002-05
  • Figure 12: Ethical revenue ($m) and growth rate (%) vs. peer set, 2002-05
  • Figure 13: Growth drivers/resistor products of historical revenue performance ($m), 2002-05
  • Figure 14: Operating revenue/cost analysis ($m), 2002-05
  • Figure 15: Operating cost ratio analysis (% of total revenues), 2002-05
  • Figure 16: Operating cost ratio vs. peer set, 2002-05
  • Figure 17: Ethical revenue ($m) and growth rate (%), 2005-11
  • Figure 18: Top five products by sales ($m), 2005
  • Figure 19: Top five products by sales ($m), 2011
  • Figure 20: Growth drivers and resistors by product, 2005-11
  • Figure 21: Key strategic products, sales ($m), 2005-11
  • Figure 22: Ethical sales by therapy area ($m), 2005-11
  • Figure 23: Growth drivers and resistors by therapy area (%), 2005-11
  • Figure 24: Ethical sales by therapy area (%), 2005-11
  • Figure 25: Therapy area focus compared with peer set (% total ethical sales), 2005
  • Figure 26: Therapy area focus compared with peer set (% total ethical sales), 2011
  • Figure 27: Launch schedule, sales ($m), 2005-11
  • Figure 28: Core products sales growth ($m), 2005-11
  • Figure 29: Expiry schedule, sales ($m), 2005-11
  • Figure 30: Launch, core and expiry, sales ($m), 2005-11
  • Figure 31: Novo Nordisk, launch, core and expiry, absolute sales growth, 2005-11 (sales as % of 2005 sales)
  • Figure 32: Peer set, launch, core and expiry, absolute sales growth, 2005-11 (sales as % of 2005 sales)
  • Figure 33: Externalization dependency, sales ($m), 2005-11
  • Figure 34: Growth drivers and resistors, externally vs. internally discovered products, sales ($m), 2005-11
  • Figure 35: Externalization dependency vs. peer set, % total sales, 2005
  • Figure 36: Externalization dependency vs. peer set, % total sales, 2010
  • Figure 37: Geographical sales breakdown ($m), 2005-11
  • Figure 38: Growth drivers and resistors by geography, sales ($m), 2005-11
  • Figure 39: US dependency vs. peer set, % total sales, 2005 & 2011
  • Figure 40: US dependency vs. peer set, % total sales, 2005 & 2011
  • Figure 41: Molecule type sales breakdown ($m), 2005-11
  • Figure 42: Molecule type sales breakdown ($m), 2005-11
  • Figure 43: Biologics dependency vs. peer set, % total sales, 2005 & 2011
  • Figure 44: Biologics dependency vs. peer set, % total sales, 2005 & 2011
  • Figure 45: Novo Nordisk: direct competition in the type 1/2 diabetes market
  • Figure 46: IMS vs. company-reported ethical sales discrepancy ($m), 2005
  • Figure 47: IMS vs. company-reported ethical sales forecast growth rates (%), 2005-11