Posts tagged ‘Novartis’

January 8, 2014

» SEP Agenda : Novartis lance une appli d’aide au suivi de la sclérose en plaques MyPharma Editions | L’Info Industrie & Politique de Santé

Novartis vient de lancer, en collaboration avec l’association Notre sclérose, SEP Agenda, une application mobile gratuite. Son objectif : permettre au patient de mieux appréhender les aspects quotidiens de la pathologie et également de faciliter le dialogue avec les différents spécialistes.
SEP Agenda propose notamment le paramétrage d’alertes automatiques rappelant le jour et l’heure de prise des médicaments prescrits ainsi que le jour de renouvellement de la boîte.

Autres fonctionnalités, la planification des consultations avec le neurologue sur un calendrier (qui se synchronise avec celui du smartphone) et leur préparation afin d’optimiser au mieux les échanges : conseils utiles pour préparer sa consultation, liste des documents à emporter et des questions à poser…

Elle propose enfin de trouver des réponses aux questions les plus fréquemment posées et d’accéder à des conseils pour mieux gérer la maladie au quotidien.

See on

See on – Pharmaceutical Industry digital vision

November 25, 2013

Novartis, Pfizer both developing hot new breast cancer treatment drug

Novartis’s experimental new breast cancer treatment drug, LEE011, was set to enter final-stage Phase III clinical trials next month.

LONDON (Reuters) – Novartis is hot on the heels of Pfizer in developing a promising new type of breast cancer drug that analysts believe could generate billions of dollars in annual sales.

The Swiss drugmaker, which has previously kept its research program under wraps, revealed on Friday that its experimental pill LEE011 was set to enter final-stage Phase III clinical trials next month.

Pfizer’s rival drug palbociclib – the first in the class – is already in Phase III testing, but Novartis’ rapid progress means the U.S. group could face competition sooner than expected. Both drugs are pills and work by blocking two enzymes known as cyclin dependent kinases (CDK) 4 and 6.

The significance of the new targeted approach to fighting cancer was highlighted in April when U.S. regulators granted a “breakthrough therapy” designation to palbociclib, based on impressive results seen in mid-stage trials.

Palbociclib is widely seen by investors as Pfizer’s most valuable compound in late-stage development and the company has started several new clinical trials to maximize its potential.

Analysts currently expect annual palbociclib sales of $1.9 billion by 2019, according to consensus estimates compiled by Thomson Reuters Pharma, and some think it could eventually sell $5 billion if it is approved for multiple cancer types.

Because Novartis has not previously revealed mid-stage clinical trial data for LEE011, analysts have not so far modeled sales forecasts for that product.

See on

From Pharmaceutical Industry digital vision

November 12, 2013

Novartis cède sa filiale de diagnostics de transfusion à Grifols – Pharmacie

Le groupe pharmaceutique suisse Novartis a annoncé, lundi 11 novembre, la cession de sa filiale de diagnostics de transfusions sanguines à l’espagnol Grifols pour 1,675 milliard de dollars (1,25 milliard d’euros), une opération qui vient confirmer l’effervescence actuelle du marché de la santé.

Cette cession intervient alors que le groupe a lancé une vaste revue de ses activités après le départ de son président et ancien directeur général Daniel Vasella, qui fut en 1996 le maître d’oeuvre de la fusion de Ciba-Geigy et de Sandoz à l’origine de Novartis.

Pour Grifols, l’acquisition apportera tout à la fois une masse critique et une implantation américaine pour l’activité de diagnostic qui va désormais représenter environ un quart du chiffre d’affaires de l’entreprise espagnole.


Le secteur de la pharmacie connaît actuellement une vague de fusions et acquisitions, les grands groupes cherchant à céder des activités non stratégiques tout en étant désireux de racheter des acteurs plus petits et à forte croissance afin de renforcer leurs “pipelines” de futurs produits.

L’annonce de la transaction entre Novartis et Grifols a coïncidé avec le rachat, par l’anglo-américain Shire Pharma, de la biotech américaine ViroPharma – spécialisée dans les maladies rares – pour quelque 4,2 milliards de dollars. (voir )

Le nouveau directeur général de Novartis, Joe Jimenez, et le président Jörg Reinhardt n’entendent conserver que les activités où le groupe a une stature mondiale.

See on

From Pharmaceutical Industry digital vision

Tags: ,
November 4, 2013

Novartis Challenge Shows There Are Still Entry Points into Mobile Health Market keeps you up to date with web mashups and APIs: what’s new, interesting, useful and important. Hundreds of mashups and APIs. Contribute, search, view, and chart them.

With winners announced and organizers now regrouping to analyze the next stages, the Novartis mHealth Challenge – held last weekend in San Francisco and giving away over $40,000 in prize money – has demonstrated that for developers looking to aggregate APIs together into a health-focused, consumer-facing end-product, there is still plenty of room to enter the growing market. ProgrammableWeb spoke to Cheryl Cheng, one of the organizers of the hackathon and winners from to see what other API developers can learn from the outcomes.

“It’s only been three days since the event, so we are still decompressing, everyone is still reeling from the workload”, shared Cheryl Cheng, partner of early stage venture fund BlueRun Ventures and co-founder of BrandGarage, which organized the Novartis mHealth Challenge hackathon. (BrandGarage events provide an open platform where venture firms like BlueRun can work with industry partners like Novartis – a Fortune500 pharmaceuticals company – to make new connections and drive innovation.)

The challenge offered up Novartis data, a library of APIs and a selection of wearable tech to developers to encourage them to design a solution aimed at the caregivers of patients with heart failure. Heart failure causes one hospital admission every 30 seconds and results in the premature death of up to 5.1 million people a year in America alone. While Novartis works to create pharmaceutical treatments directly for patients with heart failure, in this challenge, they wanted competition entrants to focus on the patient’s ‘ecosystem’: their care-givers who were often responsible in daily life for helping a patient monitor and manage their health and health care.

“This was the beginning of the conversation for Novartis. They brought a big team out, there was a lot of senior support from the company,” said Cheng. “What’s unique about the events we do, is that we create a catalyst that helps the startup community get a deeper insight [into enterprise problems] and helps established companies connect with the technologists.”

By this measure, the event was a success: around 160 developers turned up to compete (out of 200+ registrations), and 46 teams submitted competition entries by the end of the weekend. won the grand prize of $15,000 while other entrants shared a further $25,000 in prize money, in addition to Jawbone giveaways and other sponsor prizes.

See on

From Pharmaceutical Industry digital vision

September 30, 2013

A history of… Novartis

Novartis is one of the world’s top pharmaceutical companies – but it’s also one of the newest. Find out how in our latest ‘History of’ article…

You’ll notice that many of the pharma companies I’ve looked at throughout this series have histories spanning one or two centuries. However, this month’s “History of” looks into one of the world’s top pharmaceutical companies that has only been around for 17 years.

“How can this be?” I hear you ask.

Well the Swiss pharmaceutical company Novartis was only established in 1996. But it was created through the merger of two top Swiss companies, Ciba-Geigy and Sandoz Laboratories, in what some say has been the “most successful pharma merger”.

In this article, we’ll look at the roots of both Ciba-Geigy and Sandoz and their histories (which technically span over 250 years) and then see how Novartis has come along since the 90s.

The very beginning: 1758 – 1917

As you can probably tell from the name, Ciba-Geigy was also formed through the merger of two companies. And as you’re about to notice, not only were the pharmaceutical products they created over the years similar, but Ciba, Geigy and Sandoz’s histories intertwined long before their final merger in 1996…


In 1758, Johann Rudolf Geigy-Gemuseus began trading in “materials, chemicals, dyes and drugs of all kinds” in Basel, Switzerland.


Meanwhile in Basel, in 1859, Alexander Clavel took up the production of fuchsine in a silk dyeing factory, before selling the factory to Bindschedler & Busch in 1873. Three years later, the company has a commercial presence in Germany, France, England, Italy, Russia and the US. By 1884, Bindschedler & Busch had transformed into a joint-stock company and was renamed Gessellschaft fur Chemische Industrie Basel or “Ciba” for short.

See on

From Pharmaceutical Industry digital vision

September 29, 2013

Perquisitions en vue chez Novartis au Japon

Le groupe pharmaceutique suisse Novartis est accusé d’avoir manipulé des données médicales dans des études universitaires visant à prouver l’efficacité de son médicament contre l’hypertension Diovan. Des perquisitions pourraient avoir lieu dans quelques jours dans les locaux de la filiale japonaise de Novartis.

Novartis dans le collimateur des autorités japonaises. Selon plusieurs médias nippons, la filiale locale du groupe pharmaceutique suisse est accusée d’avoir faussé des résultats d’études pour favoriser son médicament contre l’hypertension Diovan. L’Ecole de médecine de l’université Jikei et l’Université de Kyoto disent avoir constaté que des résultats cliniques concernant ce médicament avait été trafiqués pour affirmer qu’il était non seulement efficace contre l’hypertension artérielle, mais aussi contre les angines de poitrine et attaques cérébrales. Un ancien salarié de Novartis, qui aurait caché son affiliation au laboratoire pharmaceutique pendant l’étude, aurait maquillé les données.


Un panel d’experts du ministère de la santé aurait conclu que Novartis devait être tenue pour responsable pour cette manipulation présumée. Il rendra son rapport d’étape la semaine prochaine. Les autorités japonaises se préparent donc à perquisitionner les locaux de la filiale de Novartis.
Le patron du groupe pharmaceutique David Epstein a assuré le Japon de sa totale coopération dans l’enquête, mais n’a pas reconnu le rôle de l’entreprise dans les trucages supposés.

See on

From Pharmaceutical Industry digital vision

Tags: ,
September 25, 2013

A Novartis — Roche Merger? Say It Isn’t So!

Pharmaceutical industry consolidation has had, at best, mixed results. On the one hand, companies can cite all sorts of potential benefits: blending of existing product lines, elimination of duplication, reducing costs and business synergies.

McCabe cites Pierre Landolt, a Novartis board member since 1996, who said that combining Roche and Novartis would create a European “pharmaceutical champion”. Usually, such a mega-merger is stifled by senior leadership, since there can be only one CEO and each company head would envision himself in the big chair. However, Landolt pointed out that: “Soon both companies will have new chairmen. That might make the dialogue easier.” For the sake of the employees of both companies, I hope that won’t be the case.

Pharmaceutical industry consolidation has had, at best, mixed results. On the one hand, companies can cite all sorts of potential benefits: blending of existing product lines, elimination of duplication, reducing costs and business synergies. That all sounds great. But, in reality, there are also downsides due to the turmoil of uncertainty. Leaders will  lobby for key positions in the new organization; key talent will seek outside opportunities where specific, desirable positions exist; rumors will run rampant about what divisions will be eliminated and what sites will be closed; when the organizational structure is settled upon, there will be “’winners’ and ‘losers’” identified, labels that will be difficult to shake after the merger. As a result, a period of decreased productivity occurs that can last for anywhere from 12 – 24 months.

Nowhere is this more acutely felt than in the R&D organizations – the engines – of both companies. These divisions seem to be especially vulnerable to the negative impact of mergers.  The progress of drugs in each company’s pipeline will be slowed. This occurs because the merger of both pipelines requires extensive reviews. Each program needs to be discussed in terms of the safety and efficacy of each drug candidate, as well as the commercial hurdles and challenges each would face. In cases where each compound may have a similar drug, the discussions as to which should be the lead compound can be rancorous with each side lobbying as to why its is superior. While these portfolio discussions are being held, no new investments are made until the ultimate composition of the pipeline is decided. As these discussions can take weeks, if not months, any pipeline momentum will be derailed.

See on

From Pharmaceutical Industry digital vision

Tags: ,
September 9, 2013

Novartis signs deal to boost cell therapy portfolio

ZURICH (Reuters) – Swiss drugmaker Novartis AG said on Friday it had signed a licensing and research deal that could boost its ability to develop innovative cell-based therapies for conditions where little…

(Reuters) – Swiss drugmaker Novartis AG said on Friday it had signed a licensing and research deal that could boost its ability to develop innovative cell-based therapies for conditions where little treatment is currently available.

The maker of blockbuster blood pressure drug Diovan said it would use a stem-cell based platform developed by U.S.-based biopharmaceutical company Regenerex to help broaden its cell therapy portfolio.

Timothy Wright, head of development at Novartis Pharmaceuticals, said the agreement would support Novartis’ leadership position in cell therapy.

See on

From Pharmaceutical Industry digital vision

September 9, 2013

Novartis takes breast cancer campaign to Pinterest – PMLiVE

Pharma insight on digital marketing, social media, mobile apps, online video, websites and interactive healthcare tools

Novartis has expanded its use of Pinterest, launching a new campaign on the social network to raise awareness of advanced breast cancer.

The pharma company’s new Count Us boardcarries forward its ongoing work to raise the profile of the disease.

This has so far included the pan-European Here and Now project, aYouTube talk show and the dedicated Count Us, Know Us, Join Us online community.

Many of these resources are brought together on the Count Us Pinterest board which, like the multiple sclerosis-focused corporate Pinterest channel Novartis launched in May, operates under clear guidelines.

These set out rules to cover the pharma company’s own compliance responsibilities and some general Pinterest and social media good practice guidelines.

Novartis’ pharmaceutical interest in the area includes the drug Afinitor (everolimus), which was this week turned down for NHS use in England and Wales.

See on

From Pharmaceutical Industry digital vision

August 25, 2013

Novartis – Owning Responsibility for Payer Relations | eyeforpharma

eyeforpharma speaks to Andras Fehervary, Novartis’s Head of Government Affairs and Public Policy on the importance of a consolidated European payer engagement strategy, and how pharma can ensure increasing cost containment works for them.

In Andras’ view, pharma has previously been slow to understand the importance of a professional governmental affairs function and how this engagement at this level is paramount for a strong market access department. “The pharmaceutical industry has been relatively late to understand how important this function is. There’s a need to develop this function and make sure it’s integrated into basic business processes, in particular that of market access. I still think that as an industry there are things we need to improve, but the learning curve is pretty steep.”

To say Andras is an expert in this area is perhaps underselling it. He is a seasoned public affairs professional with over 20 years of experience in both Brussels and Washington, D.C. His expertise in pricing and market access have led him to head up the European Government & Public Affairs department at Novartis International, with responsibility for numerous areas including primary care, specialty and oncology. For years now, payer engagement and government affairs haven’t just been a passion for him, they serve as the focal point of his career.

See on

From Pharmaceutical Industry digital vision