Overview of Marketing Activities and Issues

All who drink of this remedy recover in a short time, except those whom it does not help, who all die. Therefore it is obvious that it fails only in incurable cases.

–Galen (2nd century A.D.).

In recent times, modern science has developed to give mankind, for the first time in the history of the human race, a way of securing a more abundant life which does not simply consist in taking away from someone else.

–Karl Taylor Compton (1887-1954), American atomic physicist. From an address to the American Philosophical Society (1938).

INTRODUCTION

This chapter briefly presents a number of marketing principles, approaches, and issues faced by marketing personnel in developing new drugs. It does not systematically detail the processes followed by marketing groups to assist in developing new drugs. Interactions that take place between marketing and medical departments are described in portions of several chapters in this book, in the Additional Readings, and in Chapter 129 of Guide to Clinical Trials (Spilker 1991).

General Considerations about New Products

New products are introduced for numerous reasons, but the most widely discussed is to increase company sales in existing as well as new markets. New products are also introduced to provide a means of protecting, if not actually expanding, a company’s current share of a particular market. For example, a company may develop and market a new product that merely substitutes for one of their older drugs. This often made sense approximately 20 to 30 years ago when an older drug came off patent or was losing market share because of adverse publicity or problems that the newer drug did not have. Substitution strategies were successful with various classes of drugs, including antibiotics, analgesics, and antianxiety agents. In today’s market, especially with generic competition and high costs of drug development, it is essential to have a demonstrable added value for new drugs to be medically and commercially successful.

Table 92.1 Assessment of new products by marketing

1.	Sales estimates (third year)
2.	Market potential in terms of number of patients
3.	Patentability and/or exclusivity (e.g., orphan drugs)
4.	Market trend for the therapeutic area or disease area
5.	Development time necessary before an NDA on the drug may be filed
6.	Promotional effort required in cost and its projected effectiveness
7.	Breadth of drug use by medical specialists or generalists
8.	Existing market versus need to create one
9.	Competition in terms of number of companies and drugs, plus how well they are satisfying current and anticipated demand
10.	Effect on other company products (e.g., effect on sales, degree of fit)
11.	Pricing situation in terms of stability and competition
12.	Ability of sales force to promote the drug (e.g., number of staff, training required)
NDA, New Drug Application.

New products that are quite similar to existing products sometimes do extremely well on the market. This is especially true when claims are made for a new drug that differentiate it from existing drugs or expand the potential uses for which it can be sold. Another basis on which new drugs sometimes do extremely well relates to the aggressiveness or the particular message presented by sales representatives who contact and detail physicians. Several parameters considered by marketing when a new product or project is being discussed are listed in Table 92.1. This list is presented to provide a flavor of marketing considerations about new products.

MARKET CYCLE-BIRTH, LIFE, AND DEATH OF A DRUG

Birth and Life of a Drug

Market cycle refers to the life cycle of a product. If the date of a drug’s initial marketing is defined as the moment of its birth, then drugs go through many of the growth and maturing stages experienced by humans. The product eventually reaches old age and is gradually (or rapidly) replaced by newer drugs, by generic equivalents, or by newer medical practices (e.g., nondrug approaches to patient treatment). Eventually, most drugs die and are withdrawn from the market. Marketing-related activities that occur during the market cycle are listed in Table 92.2. Most of
this chapter discusses the processes of birth and life in more detail. A drug’s death is described in the following sections.

Table 92.2 Marketing activities

Market research
1.	Research current markets.
2.	Research trends on the use of drugs in the area.
3.	Research competition.
4.	Research future market needs.
5.	Research expanding the family of packages, routes of administration, and dosage forms of existing drugs and those in investigation.
6.	Perform economic research on reimbursement.
7.	Research pricing issues and proposed prices for the product.
8.	Research the primary messages to use with physicians and other healthcare professionals.
9.	Research pharmacy stocking and counter displays for OTC drugs.
10.	Evaluate of strategies to use for sampling.
11.	Evaluate strategies to use for rolling out other dosage forms, routes of administration, indications, sizes, and dosage strengths.
12.	Research the types of advertising to use.
13.	Research forecasting sales.
14.	Research marketing information systems.
Market planning and pricing
1.	Prepare marketing plan.
2.	Determine the Average Wholesale Price.
3.	Determine the pricing for various categories of customers considering the myriad of factors that must go into this determination.
4.	Evaluate reimbursement issues.
5.	Evaluate Medicaid and Medicare issues.
6.	Evaluate VA hospital and various HMO issues.
7.	Develop the launch campaign.
8.	Develop a publication strategy in combination with clinical and others.
9.	Determine the dosage forms, routes of administration, indications, and sizes to have studied by R and D plus product line extensions.
10.	Determine which patent extension strategies make the most sense.
11.	Create CME plans.
12.	Decide on symposia(um).
13.	Develop a Phase 4 program.
14.	Determine if there are any special requirements for physician education (e.g., if the product does not fit their conventional or current thinking, then more education will be required).
Advertising and promotion
1.	Choose one or more vendors to provide these services.
2.	Decide on the specific message the ads should deliver (i.e., key communication messages).
3.	Decide on the brand image (e.g., logo, colors, font type and size, the look and feel of the advertisements).
4.	Determine any corporate advertising to be pursued (with other groups).
5.	Determine the product advertising (e.g., amount to spend, places to spend it, and types of messages to communicate).
6.	Media selection of purchases (e.g., journals, newspapers, radio, television)
7.	Sales promotion
8.	Product publicity
9.	Determine need for special DVDs, videos, or other educational tools.
10.	Professional medical writers create brochures or articles for publication.
11.	Speakers’ bureau for grand rounds and presentations to other groups
12.	Identification of thought leaders to enlist in the company’s activities
Detailing, sales, and distribution
1.	Develop and implement a training program.
2.	Determine the priority of the product to be detailed.
3.	Determine the time to devote to the detailing.
4.	Determine the need to detail to special groups (e.g., hospital pharmacists, ICU nurses).
5.	Develop procedures to track sales both by in-house methods and through purchase of IMS and other data collected by various groups.
6.	Sales to major accounts, other selected classes of customers, and all other customers
7.	Forecast amount of sales in order to have product manufactured
8.	Choose distributors and consider dealer relations.
9.	Physical distribution of product
10.	Choose the professional meetings to exhibit at and the myriad of details involved.
11.	Develop a customer service program (e.g., returned goods policy, patient assistance program).
12.	Develop a public relations effort.
13.	Develop a list of frequently asked questions, with written answers.
14.	Develop product service groups and support activities (e.g., medical services, call center).
15.	Visit hospital and other formulary committees to seek to get the product on the list of accepted products.
16.	Develop an export sales program.
17.	Evaluate other foreign marketing operations
18.	Conduct an ongoing analysis of sales and trends
Product
1.	Decide on shape and color of tablets.
2.	Agree on capsule sizes, and choose the color(s) and whether the capsules will be clear or opaque.
3.	Agree on ampoules or vials and their size.
4.	Determine the packaging of product in bottles [e.g., size(s), shape of bottle, number of pills].
5.	Determine the packaging of product in other forms (e.g., blister packs, foils, tubes).
6.	Create the art work and the labels for the individual pill, the bottle or blister pack, the small carton of multiple bottles or packs, etc., and the larger cartons used.
7.	Evaluate and determine which product line extensions to pursue and in what order.
8.	Evaluate new products related to existing lines.
9.	Evaluate new products unrelated to existing lines.
Activities to assure the product’s future (i.e., life cycle management)
1.	Determine the labeling changes to modify or replace.
2.	Determine the countries to get the product approved in.
3.	Determine the threats to the product and its future, and develop plans to counter these threats.
4.	Determine the Phase 4 program that is most beneficial to maintain and or enhance market share.
Interactions with other units in the company
1.	Decisions on how and where to make the product
2.	Decisions on which pharmacoeconomic and quality of life studies are needed
3.	Decisions on whether a backup facility is needed in case of a force majeure
4.	Periodic scheduled meetings with R and D, manufacturing, legal, finance, licensing, and other groups within the company
5.	Philanthropic decisions on where to donate money and product to help the company, its image, and its future
6.	Interactions with marketing at headquarters if the company is based in another country
OTC, over-the-counter; VA, Veterans Affairs; HMO, Health Maintenance Organization; CME, Continuing Medical Education; ICU, intensive care unit; IMS, Intercontinental Marketing Services; R and D, research and development.

Why Marketed Drugs Die

Drugs, like people, may die suddenly and unexpectedly (e.g., from newly observed or reported serious toxicity in animals or patients), or they may have a long, lingering “illness” before death occurs. Another analogy with human experience is that the death of some products is totally unexpected and/or extremely painful to the company parents (in terms of lost sales or possible damage to patients or to the reputation of the company). The death of other drugs may leave a bitter aftermath in terms of legal wrangles in courts. Finally, many drugs die quietly and peacefully in old age with few patients, physicians, or even company officials to mourn their passing. Sales of a brand-name drug are usually rapidly eroded by generic competition shortly after their patents expire. In contrast, the sales of many biologics last for a long time after patent expiration since biologic follow-ons (i.e., biosimilars) cannot currently be legally approved in the United States and it is difficult to gain approval in Europe.

Few studies have examined the detailed factors of why drugs die and are removed from the market. The most common (and obvious) reason is that their sales and profits have fallen to the point where there is little or no business reason to keep them on the market. If there are no compelling medical reasons to keep such drugs available, then they are usually withdrawn from sale.

Sales usually decline for several reasons. These reasons may primarily involve marketing (e.g., poor or inadequate marketing practices by the company, better or more aggressive marketing practices by competitors) or medical aspects of the drug. Medical reasons often relate to the benefit-to-risk balance of the drug and how it has changed over the years or how it has changed in comparison with other drugs and treatments. Factors may also relate to attributes of competitor drugs. The overall factors affecting the duration of a drug’s life may primarily relate to the drug itself (e.g., adverse events or other toxicity), external reasons (e.g., newer or better drugs, changes in medical care), or a combination of both.

Table 92.3 Reasons for termination of drug projects by Hoechst-Roussel Pharmaceuticals Inc. between 1972 and 1978

Reason	Preclinical	Clinical	Total
Synthesis problem	4	0	4
Patent problem	1	1	2
Instability	4	0	4
Toxicological finding	12	2	14
Efficacy less than expected	16	16	32
Adverse events	5	3	8
Price problems	1	0	1
Better competitors	3	1	4
Total	46	23	69
From Seidl G. Cost of drug research. In: Gross F, ed. Decision making in drug research. New York: Raven Press; 1983:189-194, with permission of Raven Press.

Why Investigational Drugs Die

Few studies have been conducted to determine the reasons why investigational drugs are terminated before reaching the market. Seidl (1983) reported the reasons why Hoechst-Roussel Pharmaceuticals Inc. discontinued 69 investigational compounds between 1972 and 1978 (Table 92.3). Twice the number of drugs was discontinued for preclinical reasons than for clinical reasons. Prentis and Walker (1986) presented data on 197 compounds evaluated in humans for the first time by seven United Kingdom companies between 1964 and 1980. Table 92.4 lists the fate of the 137 that died. The remaining drugs were marketed or were still under investigation at the time of their paper’s publication. There are several reasons why these sets of data from Germany and the United Kingdom cannot be compared (e.g., different years and countries were evaluated, and one study evaluated a single company, whereas the other study evaluated seven). Nonetheless, it is interesting that 16 (70%) of 23 compounds that were terminated in the clinic were terminated by Hoechst-Roussel Pharmaceuticals Inc. for insufficient efficacy, three (13%) of 23 were terminated because of adverse events, and two (9%) of 23 were terminated because of toxicity observed in animals. The comparable data of new chemical entities from the United Kingdom, excluding anti-infectives, were, respectively, 41%, 19%, and 14%.

IDENTIFYING THE NEED FOR A NEW DRUG

All research-based pharmaceutical companies perceive new drugs as their lifeblood. Just how true this perception is may be noted from the following discussion, which shows the dependence of most pharmaceutical companies on a small number of drugs for most of their sales.

Table 92.4 Reasons for termination of new chemical entities under development by seven United Kingdom-owned companies between 1964 and 1980

Reason	All NCEs studied^a	NCEs except anti-infectives
Problems with human pharmacokinetics	67 (49%)	6 (9%)
Lack of proven efficacy	31 (23%)	29 (41%)
Adverse events in humans	15 (11%)	13 (19%)
Toxicity in animals	12 (9%)	10 (14%)
Miscellaneous	12 (9%)	2 (17%)
Total terminated	137	70
NCE, new chemical entity.
^aThis category was composed of 67 anti-infective drugs, and the data were presented both including and excluding this group of drugs. This table was modified from a figure presented by Prentis RA, Walker SR. Trends in the development of new medicines by UK-owned pharmaceutical companies (1964-1980). Br J Clin Pharmacol. 1986;21:437-443 with permission of the Pharmaceutical Society of Great Britain.

How Many Drugs Constitute 50% of a Company’s Sales?

Some companies make 50% or more of their sales from a wide variety of drugs. But these companies are exceptions. Most mid- and large-sized pharmaceutical companies make at least half their sales from a small number of drugs. Table 92.5 was assembled from Intercontinental Marketing Services (IMS; Ambler, Pennsylvania) data of 2006 total sales in United States. The sales numbers represent over 90% of a company’s total sales. Of the companies listed in this table, the numbers with 50% or more of their sales coming from one to four drugs are as listed in Table 92.6.

The numbers of companies are not evenly distributed across Table 92.6 because of the number of successful generic companies with many drugs making up 50% of their sales and numerous start ups with a single successful product. The table illustrates that 46 of the largest 85 pharmaceutical companies (i.e., 54%) made at least half their sales from only one or two drugs and that 56 of this group of 85 companies (i.e., 66%) made at least half their sales from one to three products. Additional information on the services of IMS is given in Chapter 98.

How Many Drugs Make a Profit for Their Company?

Most drugs launched by a company never make a profit for the company and actually never repay development costs. Of all drugs introduced on the market, there is general agreement that only approximately one fourth to one third ever repay their cost of development and break even (Virts and Weston 1980; Grabowski and Vernon 1982; Drews 1985; Joglekar and Paterson 1986). On the other hand, the evidence for this conclusion is not hard, and the true proportion of those that break even or make a profit may be somewhat greater.

Research and Development-Marketing Interface

To be highly productive and successful, it is critically important for companies to have a positive relationship between research and development (R and D) and marketing. Some R and D personnel do not fully understand that the commercial success of a drug depends largely on timely registration and drug differentiation. Others may not believe that marketing personnel are selling the company’s products effectively. In these situations, relationships are likely to become strained, and marketing input will not be sought and incorporated in R and D thinking.

On the other hand, marketing personnel may not:

Understand the complexity of clinical research and technical development
Believe that the company’s research is adequately focused or concentrated in the most commercially attractive therapeutic areas
Believe that appropriate priorities or allocation of resources are being used

In either situation, relationships will become strained and the two groups will probably not work well together to develop new drugs and line extensions. If marketing personnel provide a sales forecast on an investigational drug that R and D managers consider too low, it may initiate a conflict between the two groups. Discussions of each group’s assumptions and methods will usually resolve this issue and achieve joint support of the plans and actions to be taken.

The fate of medically attractive drugs with little commercial value varies widely, depending on the company involved. The factors that determine a drug’s fate relate to:

The company’s tradition
The company’s current portfolio of projects
How well the drug fits the corporate comfort zone
The power of the drugs’ protagonists (and antagonists, if any)
Whether there may be alternative reasons to develop the drug

The cooperation of R and D and marketing groups may be severely tested when an investigational drug has a high medical and low commercial value and the project draws resources (or would draw resources) away from projects that the marketing group believes have greater commercial value and are of at least medium medical value. An interesting example is that of Botox. The Allergan R and D group wanted it marketed for cervical dystonia, but the commercial group was very negative until someone proposed
that it could be developed for additional indications, which the company did, making it a major drug for Allergan.

Table 92.5 Intercontinental Marketing Services national sales perspectives: retail and nonretail

		Sales in thousands ($)	Percentage of total (%)	Cumulative percentage (%)
PFIZER		26890958	100
	LIPITOR	8674944	32.3	32.3
	NORVASC	2707746	10.1	42.4
	ZOLOFT	2128637	7.9	50.3
	CELEBREX	1681842	6.3	56.6
GLAXOSMITHKLINE		22063421	100
	ADVAIR DISKUS	3961114	18	18
	AVANDIA	2245623	10.2	28.2
	WELLBUTRIN XL	1919096	8.7	36.9
	LAMICTAL	1684348	7.6	44.5
	COREG	1540698	7	51.5
	ZOFRAN	1391582	6.3	57.8
JOHNSON & JOHNSON		18650227	100
	PROCRIT	2899720	15.5	15.5
	RISPERDAL	2551626	13.7	29.2
	REMICADE	2541188	13.6	42.8
	TOPAMAX	1825512	9.8	52.6
	LEVAQUIN	1484522	8	60.6
MERCK & CO		16662635	100
	ZOCOR	3188076	19.1	19.1
	SINGULAIR	3009441	18.1	37.2
	FOSAMAX	1973725	11.8	49
	VYTORIN	1861372	11.2	60.2
ASTRAZENECA CORP		14626239	100
	NEXIUM	5156490	35.3	35.3
	SEROQUEL	3033036	20.7	56
	TOPROL-XL	1697780	11.6	67.6
AMGEN CORPORATION		14509064	100
	ARANESP	3945913	27.2	27.2
	EPOGEN	3244674	22.4	49.6
	ENBREL	3090854	21.3	70.9
NOVARTIS		14386465	100
	LOTREL	1498566	10.4	10.4
	DIOVAN	1236972	8.6	19
	DIOVAN HCT	1047463	7.3	26.3
	ZOMETA	734772	5.1	31.4
	GLEEVEC	703676	4.9	36.3
	LAMISIL	683317	4.7	41
	TRILEPTAL	660826	4.6	45.6
	ZELNORM	493363	3.4	49
	SANDOSTATIN LAR	363529	2.5	51.5
SANOFI AVENTIS		10975818	100
	AMBIEN	2182634	19.9	19.9
	LOVENOX	2129320	19.4	39.3
	LANTUS	1300433	11.8	51.1
	ELOXATIN	1263869	11.5	62.6
ABBOTT		10134834	100
	TRICOR	1237281	12.2	12.2
	HUMIRA	1209306	11.9	24.1
	OMNICEF	789482	7.8	31.9
	DEPAKOTE	770442	7.6	39.5
	DEPAKOTE ER	705899	7	46.5
	NIASPAN	643777	6.4	52.9
LILLY		9232615	100
	ZYPREXA	2427182	26.3	26.3
	CYMBALTA	1245690	13.5	39.8
	EVISTA	686831	7.4	47.2
	GEMZAR	660780	7.2	54.4
	STRATTERA	609294	6.6	61
WYETH CORP		8924471	100
	EFFEXOR XR	2646995	29.7	29.7
	PROTONIX	2385784	26.7	56.4
TEVA PHARM USA		7413291	100
	COPAXONE	1007925	13.6	13.6
	SIMVASTATIN	912746	12.3	25.9
	FEXOFENADINE HCL	365850	4.9	30.8
	GABAPENTIN	292459	3.9	34.7
	SERTRALINE HCL	269584	3.6	38.3
	PRAVASTATIN SOD	251755	3.4	41.7
	AZITHROMYCIN	247490	3.3	45
	OXYCODONE HCL ER	177808	2.4	47.4
	AMOX TR/POT CLAVUL	159748	2.2	49.6
	BUDEPRION SR	140694	1.9	51.5
GENENTECH, INC.		7140043	100
	RITUXAN	2062969	28.9	28.9
	AVASTIN	1695354	23.7	52.6
	HERCEPTIN	1220597	17.1	69.7
BRISTOL-MYERS SQUI		6815959	100
	PLAVIX	2953144	43.3	43.3
	PRAVACHOL	728726	10.7	54
	REYATAZ	576884	8.5	62.5
BOEHRINGER INGELHEIM		5681963	100
	FLOMAX	1062588	18.7	18.7
	SPIRIVA HANDIHALER	760066	13.4	32.1
	COMBIVENT	723625	12.7	44.8
	MOBIC	611121	10.8	55.6
TAP PHARMACEUTICAL		4743198	100
	PREVACID	3621697	76.4	76.4
HOFFMANN-LA ROCHE		4134418	100
	CELLCEPT	801158	19.4	19.4
	ACCU-CHEK COMFORT	483470	11.7	31.1
	PEGASYS CONVEN PAC	399976	9.7	40.8
	XELODA	340177	8.2	49
	BONIVA	335382	8.1	57.1
SCHERING PLOUGH		3941409	100
	NASONEX	892055	22.6	22.6
	CLARINEX	388004	9.8	32.4
	AVELOX	350560	8.9	41.3
	INTEGRILIN	327477	8.3	49.6
	TEMODAR	318682	8.1	57.7
FOREST LAB		3558501	100
	LEXAPRO	2425488	68.2	68.2
WATSON PHARMA		3254142	100
	OXYCODONE HCL ER	249219	7.7	7.7
	BUPROPION HCL SR W	206622	6.3	14
	PRAVASTATIN SOD	201685	6.2	20.2
	CARTIA XT	175897	5.4	25.6
	HYCD/APAP	169526	5.2	30.8
	FERRLECIT	160199	4.9	35.7
	TRINESSA-28	140137	4.3	40
	OXYCODONE/APAP	74634	2.3	42.3
	TAZTIA XT	67640	2.1	44.4
	GLIPIZIDE ER	64341	2	46.4
EISAI INC		2945811	100
	ARICEPT	1387623	47.1	47.1
	ACIPHEX	1298040	44.1	91.2
BAYER		2911164	100
	YASMIN 28	554199	19	19
	BETASERON	482113	16.6	35.6
	ASCENSIA CONTOUR	249390	8.6	44.2
	MAGNEVIST	198517	6.8	51
	MIRENA	180936	6.2	57.2
TAKEDA PHARM USA		2878747	100
	ACTOS	2606535	90.5	90.5
MYLAN LABS, INC.		2365331	100
	FENTANYL	446487	18.9	18.9
	NIFEDIPINE ER	188892	8	26.9
	OMEPRAZOLE	154174	6.5	33.4
	AMNESTEEM	128296	5.4	38.4
	PHENYTOIN SOD EXTD	110286	4.7	43.1
	LEVOTHYROXINE SOD	88832	3.8	46.9
	VERAPAMIL SR	71268	3	49.9
	CARBIDOPA/LEVODOPA	41692	1.8	51.7
	LOVASTATIN	41602	1.8
KING PHARM INC		2323073	100
	ALTACE	899323	38.7	38.7
	SKELAXIN	488314	21	59.7
NOVO NORDISK		2231396	100
	NOVOSEVEN	425780	19.1	19.1
	NOVOLOG	416196	18.7	37.8
	NOVOLIN 70/30	173952	7.8	45.6
	PRANDIN	155697	7	52.6
PROCTER & GAMBLE		2217293	100
	ACTONEL	1049246	47.3	47.3
	ASACOL	528347	23.8	71.1
NESTLE S.A.		2091335	100
	PATANOL	342124	16.4	16.4
	TRAVATAN	195954	9.4	25.8
	TOBRADEX	195513	9.3	35.2
	VIGAMOX	189486	9.1	44.3
	CIPRODEX	173970	8.3	52.6
BARR LABS CORP		2031347	100
	TRI-SPRINTEC-28	128762	6.3	6.3
	WARFARIN SOD	116328	5.7	12
	APRI	114383	5.6	17.6
	SEASONALE	99118	4.9	22.5
	KARIVA 28	87922	4.3	26.8
	DESMOPRESSIN ACE	84662	4.2	31
OTSUKA AMERICA PH		1948333	100
	ABILIFY	1939974	99.6	99.6
APOTEX CORP		1567039	100
	CLOPIDOGREL BISULF	924585	59	59
SHIRE US CORP		1512888	100
	ADDERALL XR	1142275	75.5	75.5
GILEAD SCIENCES, I		1499875	100
	TRUVADA	846128	56.4	56.4
	VIREAD	336964	22.5	78.9
CEPHALON INC.		1499539	100
	PROVIGIL	753394	50.2	50.2
	ACTIQ	626305	41.8	92
MERCK KGAA CORP		1393376	100
	REBIF	568426	40.8	40.8
	DUONEB	251493	18	58.8
NYCOMED&AMERSHAM I		1342084	100
	OMNIPAQUE	452338	33.7	33.7
	VISIPAQUE	335718	25	58.7
BAXTER HEALTHCARE		1315173	100
	SUPRANE	202352	15.4	15.4
	GAMMAGARD S.D.	135260	10.3	25.7
	POLYGAM S/D	85273	6.5	32.2
	TISSEEL VH	78803	6	38.2
	FLOSEAL MATRIX	54641	4.2	42.4
	GAMMAGARD LIQUID	43588	3.3	45.7
	WINRHO SDF	43493	3.3	49
	RECOMBINATE	40170	3.1	52.1
	BREVIBLOC	38832	3
PAR PHARM		1310077	100
	FLUTICASONE PROP	348046	26.6	26.6
	AMOX TR/POT CLAVUL	112557	8.6	35.2
	TRAMADOL/APAP	80256	6.1	41.3
	FLUOXETINE HCL	76699	5.9	47.2
	CABERGOLINE	57097	4.4	51.6
SEPRACOR INC		1279188	100
	LUNESTA	627343	49	49
	XOPENEX	589971	46.1	95.1
ASTELLAS US LLC		1252815	100
	PROGRAF	735908	58.7	58.7
ALLERGAN, INC.		1252272	100
	RESTASIS	262659	21	21
	LUMIGAN	261886	20.9	41.9
	ALPHAGAN P	219270	17.5	59.4
ENDO PHARM INC.		1248125	100
	LIDODERM	750520	60.1	60.1
BIOGEN IDEC CORP		1200197	100
	AVONEX	1200197	100	100
UCB INC		1066688	100
	KEPPRA	710509	66.6	66.6
DAIICHI SANKYO CO		1037420	100
	BENICAR HCT	372421	35.9	35.9
	BENICAR	361613	34.9	70.8
MALLINCKRODT		972518	100
	HYCD/APAP	196586	20.2	20.2
	OXYCODONE/APAP	126894	13	33.2
	OPTIRAY 320	117654	12.1	45.3
	MORPHINE SULF	92912	9.6	54.9
HOSPIRA INC		923170	100
	VANCOMYCIN HCL	110487	12	12
	MORPHINE SULF	85956	9.3	21.3
	CEFTRIAXONE SOD	54817	5.9	27.2
	HYDROMORPHONE HCL	38389	4.2	31.4
	FENTANYL	27487	3	34.4
	LIDOCAINE HCL	24299	2.6	37
	FLUCONAZOLE	21431	2.3	39.3
SOLVAY PHARMACEUT		894679	100
	ANDROGEL 1%	377864	42.2	42.2
	MARINOL	179040	20	62.2
ABRAXIS BIOSCIENCE		875801	100
	ABRAXANE	197823	22.6	22.6
	DIPRIVAN	134344	15.3	37.9
	HEPARIN SOD	41970	4.8	42.7
	NAROPIN	34966	4	46.7
	AMPICILLIN	33529	3.8	50.7
GENZYME		869982	100
	RENAGEL	340942	39.2	39.2
	SYNVISC	192732	22.2	51.4
PURDUE PHARMA		861828	100
	OXYCONTIN	765389	88.8	88.8
MEDIMMUNE CORP		832617	100
	SYNAGIS	733988	88.2	88.2
GALEN HOLDINGS INC		830907	100
	DOVONEX	164712	19.8	19.8
	DORYX	130773	15.7	35.5
	ESTROSTEP FE-28	120559	14.5	50
ACTAVIS US		777531	100
	LOVASTATIN	94067	12.1	12.1
	GABAPENTIN	88206	11.3	23.4
	DILTIAZEM HCL	73046	9.4	32.8
	OXYCODONE HCL	66424	8.5	41.3
	GLIPIZIDE ER	30768	4	45.3
	QUINARETIC	29265	3.8	49.1
	CARBIDOPA/LEVODOPA	22235	2.9	52
IMCLONE SYSTEMS IN		677176	100
	ERBITUX	677176	100	100
AKZO CORP		665034	100
	FOLLISTIM AQ	217130	32.6	32.6
	NUVARING	190159	28.6	61.2
PRIVATE LABEL		629555	100
	IBUPROFEN	61480	9.8	9.8
	ACETAMINOPHEN	29227	4.6	14.4
	LORATADINE	21509	3.4	17.8
	ASPIRIN	21421	3.4	21.2
	NICOTINE	20970	3.3	24.5
	NICOTINE POLAC	19062	3	27.5
DR REDDY’S LAB		603910	100
	SIMVASTATIN	464279	76.9	76.9
RANBAXY LABS LIMIT		552054	100
	SIMVASTATIN	99113	18	18
	AMOXICILLIN	49029	8.9	26.9
	SOTRET	48859	8.9	35.8
	CLINDAMYCIN HCL	41679	7.5	43.3
	AMOX TR/POT CLAVUL	38089	6.9	50.2
CELGENE CORP		531716	100
	THALOMID	416081	78.3	78.3
PRASCO LABS		501730	100
	FEXOFENADINE HCL	419283	83.6	83.6
TALECRIS BIOTHERAP		500277	100
	GAMUNEX	431336	86.2	86.2
K.V. PHARM CORP		493410	100
	POTASSIUM CL	62641	12.7	12.7
	PRIMACARE ONE	45040	9.1	21.8
	CLINDESSE	31530	6.4	28.2
	GYNAZOLE-1	30093	6.1	34.3
	MORPHINE SULF	29003	5.9	40.2
	PSEUDOVENT 400	26268	5.3	45.5
	PRECARE PRENATAL	13943	2.8	48.3
	OXYCODONE HCL	13688	2.8	51.1
AMYLIN PHARM		453206	100
	BYETTA	413380	91.2	91.2
STIEFEL LABS		444097	100
	DUAC	126600	28.5	28.5
	SORIATANE	92494	20.8	49.3
	OLUX	83696	18.8	68.1
MGI PHARMA CORP		442686	100
	ALOXI	332379	75.1	75.1
SCHWARZ PHARMA USA		442157	100
	OMEPRAZOLE	89174	20.2	20.2
	GLYCOLAX	76783	17.4	37.6
	VERELAN PM	60484	13.7	51.3
CSL LIMITED		423596	100
	CARIMUNE NF	254282	60	60
GRACEWAY CORP		380418	100
	ALDARA	237704	62.5	62.5
AMERICAN REGENT		374171	100
	VENOFER	282882	75.6	75.6
MEDICIS PHARM CORP		364539	100
	SOLODYN	108384	29.7	29.7
	LOPROX	61033	16.7	46.4
	DYNACIN	54905	15.1	61.5
MEDPOINTE INC		358850	100
	ASTELIN	233101	65	65
TARO PHARM		349247	100
	WARFARIN SOD	55105	15.8	15.8
	DESOXIMETASONE	30900	8.8	24.6
	ETODOLAC	26069	7.5	32.1
	OVIDE	24002	6.9	39
	CLOTRIMAZOLE (RX)	21867	6.3	45.3
	CLOTRIM/BETAMETH D	20969	6	51.3
SCIELE PHARMA		340153	100
	SULAR	97887	28.8	28.8
	FORTAMET ER	55234	16.2	45
	ALTOPREV	49260	14.5	59.5
URL/MUTUAL		334441	100
	FELODIPINE ER	142217	42.5	42.5
	SPIRONOLACTONE	25320	7.6	50.1
BRACCO DIAGNOSTICS		328655	100
	ISOVUE-300	103165	31.4	31.4
	ISOVUE-370	93555	28.5	59.9
ELAN CORP		328413	100
	MAXIPIME	180441	54.9	54.9
RELIANT PHARM		322014	100
	OMACOR	142844	44.4	44.4
	DYNACIRC CR	77980	24.2	68.6
VALEANT CORP		283236	100
	EFUDEX	69726	24.6	24.6
	DIASTAT ACUDIAL	63881	22.6	47.2
	INFERGEN	47780	16.9	64.1
QUALITEST PRODUCTS		275548	100
	HYCD/APAP	56299	20.4	20.4
	PROPOXYPHEN-N/APAP	25020	9.1	29.5
	HYDROCHLOROTHIAZID	12750	4.6	34.1
	HYDROXYZINE HCL	11285	4.1	38.2
	PREDNISONE	9375	3.4	41.6
BAUSCH & LOMB INC.		274996	100
	RENU	37371	13.6	13.6
	LOTEMAX	35357	12.9	26.5
	ALREX	22553	8.2	34.7
	FLUNISOLIDE	21122	7.7	42.4
	DESMOPRESSIN ACE	19447	7.1	51.5
BIOVAIL PHARMACEUT		274528	100
	ZOVIRAX OINTMENT	100084	36.5	36.5
	CARDIZEM CD	72591	26.4	62.9
UPSHER-SMITH CORP		266079	100
	KLOR-CON M20	51076	19.2	19.2
	FORTICAL	35398	13.3	32.5
	KLOR-CON 10	28819	10.8	43.3
	VANDAZOLE	20631	7.8	51.1
AXCAN PHARMA CORP		256798	100
	CANASA	65287	25.4	25.4
	CARAFATE	54332	21.2	46.6
	URSO 250	38663	15.1	61.7
The contents of this table for US sales in 2006 came from National Sales Perspectives-IMS Health and are presented with their permission.

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Tags: Guide to Drug Development: A Comprehensive Review and Assessment

Oct 2, 2016 | Posted by drzezo in GENERAL SURGERY | Comments Off

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