This document provides an overview of Pfizer's research and development strategies and opportunities for growth through strategic alliances. It discusses Pfizer's global R&D operations and pipeline, challenges in the pharmaceutical industry around shrinking market exclusivity and high drug development attrition rates. It also outlines Pfizer's approaches to alliances like pursuing opportunities aggressively, taking a standard approach, or prioritizing areas of social need. The document emphasizes Pfizer's leadership in biopharmaceutical strategic alliances and investments in external innovation.
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D K R Colorado B I O 07 Final
1. Challenges and Opportunities for Growth and
Innovation in Pharmaceuticals and
Biotechnology
Colorado’s Bioscience Community: Building on the Foundation
August 28, 2007
David K. Rosen, D.V.M.
Head, Development and
Commercial Strategic Alliances
Pfizer Inc
2. Pfizer is an Innovative, Global Research-
Based Health Care Company
Products Category
Lipid-Lowering
Hypertension/Angina
Arthritis
Depression/Anxiety
Antibiotic
Erectile Dysfunction
Lyrica Fibromyalgia
Antifungal
2
3. Therapeutic Area Strategy
How it Works in Pfizer
PURSUE AGGRESSIVELY – Increase investment to ensure success
Risk: Multiple shots on goal to offset risk
Speed: Invest for speed
STANDARD – Current Pfizer approach to drug development
ALTRUISTIC – Targeted investment to address social need
STAGED INVESTMENT
Technical Doability: Develop the science
Commercial Doability: More market research to understand the opportunity
MONITOR – Do not invest until technical or commercial opportunity clarifies
EXIT – No further investment in this area
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5. Pfizer Conducts R&D Globally
Cambridge,
MA
Sandwich,
La Jolla, CA ENGLAND
St. Louis, New London Exiting:
MO & Groton,CT
•Kalamazoo, MI
•Ann Arbor, MI
•Nagoya , Japan 5
7. High Attrition Rate in Drug Development
Thousands of
Compounds Screened
~100 Discovery Approaches
High Risk Process
Preclinical
Pharmacology ~250 12-15 years, ~$1 B/candidate
Preclinical Safety
~5 1 –2
Products
Clinical Pharmacology
& Safety
Discovery Exploratory Development Full Development
Phase I Phase II Phase III
0 5 10 15
Idea 11 - 15 Years Drug
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8. Expanding the Scope of R&D
Future Biologics Powerhouse
(pegvisomant for injection) human insulin powder
(interferon beta-1a) (dalteparin sodium injection)
PEG-hGH CTLA4 mAb MCSF mAb
ETC-588 TLR CPG 7909 ETC-216
T2-TrpRS IGF1R mAb ETC-642
CD40 mAb MAdCAM mAb
$1.5 Billion Pfizer
2006 Biologics Sales
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10. Biomarkers, Diagnostics and Devices
Pfizer is interested seeing these biomarkers,
diagnostics and devices developed and
commercialized but our role is enabling
Our interest is in access to the technology for
R&D; results and data
How will we use these technologies?
Designing medicines
Monitoring disease
Identifying patients who will respond to a medicine
Identifying patients who might respond adversely
to a medicine
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11. Data Management
Our needs extend beyond what would
traditionally be seen or considered as science
Applications like medical records are obvious
What else do we need to do or want to do with
this data?
Data acquisition
Data mining
Data analysis
Data exchange and meta-analysis
– clinical trials
– diagnostics and genetic testing
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12. Precompetitive and Competitive Technologies
an Alzheimer’s Disease Example
Precompetitive Technology:
We all need better (more accurate at an earlier stage of
disease), faster, less expensive ways to diagnose AD
Help us enroll patients in clinical trials with confirmed
AD
Determine if drug was having impact on disease
progression
Fund as a consortium?
Competitive Technology
An AD diagnostic customized for our compound which
would allow us to compare how our drug is impacting
the patient as compared with similar therapies
Fund on our own
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14. Total BioPharmaceutical R&D Spending 2005-2006
($Billions)
$55 Total spending increased by $3.4 B Biotech
$50 From 2005 to 2006 20%
$45
$40
$35
$30
$25
Pharma
$20 80%
$15
$10
$5
$0
2005
1995
2000
1970
1985
1990
1975
1980
14
Source: 2006 PhRMA Annual Survey
15. Staying Competitive in a Changing Global
Environment: Pfizer’s evolving strategy
Technical expertise is available around the globe
India has chemistry innovation
China has chemistry innovation and clinical trial
capacity
South Korea has advanced data collection and
transmission, patient monitoring and clinical trial
capacity and implementation
All of these countries have scientific and technical
experts educated in the west and trained at the top
20 pharmaceutical companies in the west
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17. We are one of the leading source of Biotech funding
Industry leading investment in R&D
$7.7
$7.5 $7.5
$7.1 Total Strategic Alliances
Spending: >$1.4B in the last 4
($Billions) years
$5.2
$4.8
$4.4
“Pfizer…the largest source of
discovery stage biotech capital”
Source: In Vivo, September 2004
$2.3 $2.3
$1.8
$1.6
1996 1998 2000 2002 2004 2006
Source: Pfizer Annual Report 17
18. Extensive External Reach
2006: Over 1800 business transactions/ >800 collaborations
Global organization of 56 people at 6 sites in
US/EU/AustralAsia - predominantly scientific expertise
with enhancements:
Finance, Business, Law, Medicine, Marketing/Sales, M&A
Global colleague interaction allows synergistic expertise
Strategic Alliances presently covers all areas of Research
and Development including deals/technologies that
interface with Manufacturing, Veterinary Medicine, PGP,
and Consumer Health Care
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19. Agreement Types
Non-disclosure agreement
Material transfer agreement
License to patent/intellectual property
Research collaboration
Corporate collaboration (major deal)
Consultantship
Fee for service (outsourcing contracts)
Acquisition of new chemical entities
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21. Pfizer Global Research and Development
Major Alliance Partnerships: March 2006
Speeding/Enhancing
Altering the R&D Enhancing
Development
Productivity Paradigm Pipeline Value
Candidates
Product
Gene Function Screen Lead Candidate Development Speed Enhancement
Athersys Affymetrix Biotrove Amgen Neurion Amersham U. Michigan Alza
Chondrogene Deltagen Evotec Cerep Vicuron (acqu) U. Cambridge ProModel Atrix (QTL)
Metabolex InPharmatica Stem Cell Sci Entelos Wake Forest Curagen Genestruct Ventaira
Karolinska Xenogen U. Dundee Spotfire Monogram GeneLogic Codexis Bend
U. Pittsburgh Lexicon Gen Xenoport Medarex Rigel Lonza Perlegen Nektar
Wash. U Chondrogene Lilly Morphosys Nicox Meridica (acq) Lifespan Freie Univ.
Cerep ActivX Quorex Angiosyn Kings Pain Ctr Genizon U. Rochester
Perlegen/NIH Sangamo Isis Idun (acqu) NIA Oxford
Scripps Odyssey Th. TRansTech Coley Virtual Scopics Biosensors
Archimex Renovis Yale
Noxxon Symyx
GeneLogic Boehringer
Ingelheim
Chromos
iCardiac
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22. How will Pfizer Invest in New Technologies in
2007 and Beyond?
Strategic themes for SA investments
Productivity
CAN producing alliances
TA Enablers- focused alliances
Emerging science/technologies investments
Leveraging Scale
Cross-line technology investments
Technologies enhancing Speed/Efficiency/Process
Flexible Budget
Emerging Sciences
Periodic review of where SPEED/Efficiency/Process
TAPT Enablers
we are investing
CAN-producing alliances
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23. Investing In The Future
Gene Therapy
Therapeutic Vaccines
Biomarkers, Diagnostics and Personalized
Medicine
Data Management
Pfizer’s Incubator
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