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Sanofi, Sanofi en nog eens Sanofi

1. aossa 19 juni 2009 19:05

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   (vervolg)
   in collaboration with the TB Alliance. We have a research and development facility in Toulouse, France, which is focused on infectious disease in general. TB in particular. Notably, multidrug resistant TB. On the Sanofi-Pasteur side, we have a TB vaccine candidate that we have obtained from the Statens Serum Institut in Denmark, SSI, which we are developing collaboratively with Aeras, which is also in partnership with the Gates Foundation.
   
   X: It’s been said a lot here at this meeting, it’s been 40 years since the last TB drug was developed. Why do it now, why the urgency now, why is it in your interest from a business perspective?
   
   CV: Pharmaceutical companies have traditionally focused on Europe and the U.S. Now, Sanofi has already been very present in markets outside those areas. We get roughly one-third of our sales today from outside the U.S. and Europe. It’s more than anybody else has. If you take Sanofi-Aventis sales outside the U.S., Western Europe, and Japan, we have roughly 6 billion Euros in sales in 2008, that’s roughly $8.5 billion. We have roughly $1 billion in sales in Africa. You see a lot of European countries who are more present there. It’s largely because as European companies, we grew out of our natural markets much faster than American companies. Therefore, we were looking for more markets. Because of the multi-cultural heritage of Europe, there’s an ability to adapt to those markets in a better way.
   
   So we were always there. But now everybody is interested in those markets because of the different changing patterns in economic growth. So you are seeing emerging middle classes in a number of markets. We know the investment in healthcare correlates with GDP growth. It may start from a much lower level. We’re talking about some countries that spend less than $500 per person per year on total healthcare costs. But, there’s significant growth there. There’s an estimate that 50 percent of the pharmaceutical industry growth will come over the next five years from outside the U.S. and Europe. So suddenly people are getting much more interested in all these countries. And we’re really looking at the healthcare issues there. When you start doing that, you start looking at TB among others. That’s why we’re present with malaria, TB, Dengue, and others.
   
   X: Do you think the revenue of these potential products can really justify the investment in R&D?
   
   CV: Yeah, it can. What we do are a couple things to make this work as a business model. First, on R&D, this is why partnerships with groups like Aeras and the Gates Foundation are important. And this has changed over the last 10 years. Largely, it’s because HIV changed a lot of things. It created the public-private partnerships. It created some of the pools of money like the Global Fund to Fight AIDS, Tuberculosis and Malaria, like PEPFAR [President's Emergency Plan for AIDS Relief], like UNITAID. So there’s new money in the system to help defray some of the risk investment in R&D. Then you have to be able to produce these products at a price that has some relevance to that patient in local markets.
   
   We sell today, roughly 50 percent of our volume outside the U.S. and Europe. We manufacture about 40 percent of our total volumes in those same countries. So we manufacture most everything in those countries. Malaria, the fixed dose combination, by manufacturing in a plant in Morocco, we’re able to get the cost down to a point where we can sell it on a nonprofit basis for $1 for 3-day course of treatment, for adults, and 50 cents for children. But what we do is, those who can’t afford it, we sell on a no-loss, no-profit basis. We also sell the product under a second name, which is sold to people who have more money to pay for it. So tiered pricing is more than just, well, this country is a GAVI-country and we give it that price, and another country is a middle-income country, so they get it at another price. We actually are able to segment within markets, and within disease areas, to see when there’s an ability to pay. Those who can’t pay, it’s essentially on a not-for-profit basis. But there are those who can pay. So we come back to looking at Africa. We have $1 billion in sales there, and it is profitable. And growing. It grew at 13 percent rate last year.
   
   X: Is this part of Sanofi’s strategy to get around the patent expirations you face? The business is heading off a cliff, right, in the U.S. and Europe, for a lot of pharma companies?
   
   CV: Absolutely, it’s going to do that. If you look at those markets today, patents don’t play much of a role anyway. We bought companies in Latin America this year. We have leading market positions in Latin America that are so-called generic companies. But as my general manager in Brazil would say, yes, but 95 percent of what we sell at Sanofi-Aventis isn’t patent-protected anyway. We have found a business model that allows us to sell on a basis that allows us to be profitable in those markets, but we’re not as dependent on the blockbuster patent cycle. One-third of our business is not in the U.S. and Europe. My objective is to develop a much more sustainable growth model, looking out towards 2013. That’s where we lose some of our own blockbuster products.
   
   But it’s back to my vision of a global healthcare company. We started with a medicine and looked for customers. We typically looked for the wealthiest customers. Now, what we’re starting to do is say ‘let’s start with patients’ and say ‘what are their healthcare issues on a market-by-market basis?’ Where can we find a business opportunity to help them with their health care. It’s a much more patient-oriented, and customer-oriented approach than what we’ve had in the past.
   
   X: I see you’ve made an effort to ramp up biotech expertise with the acquisition of BiPar Sciences and the partnership with Exelixis. Can you talk about your strategy to revitalize R&D?
   
   CV: The traditional model of pharma was that we can do everything. From discovery through commercialization. The complete integrated pharma model. I think it’s clear we have a legitimacy in pieces of that value chain. Certainly in commercialization, the development side. We also have, because of our scale, we can have deep pools of competence in things like regulatory affairs, pharmaceutical development, high-throughput screening and the like. But in the 1990s, research changed, as translational research gained hold, and we saw more coming out of genomics. In research, there’s a piece around problem solving and process, but there’s also a piece around the true creative genius and innovative genius. That’s where I think the role of pharma is less clear. You clearly have a strong role within academic institutions, things like the NIH that are trying to find out things like the cause of a disease. Then there’s the translational piece. Then there’s a piece that says all these targets have arisen, which ones do we develop? There’s an entrepreneurial piece, before you even get into preclinical studies. So I think the front end of our business needs to be very close to the biotech and academic community, to capture some of that innovative genius and the translational research. We can try to replicate some of that within pharma. I can tell you it’s more than a size and structure issue. Just because you have the same size as a team, that’s the same size of a biotech, doesn’t mean you within pharma are like a biotech. I think when I sit with
2. aossa 19 juni 2009 19:07

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   (vervolg 2)
   I think when I sit with people from biotechs, there’s a different approach. Any CEO of a biotech will tell you about the horrendous battle they had to go through to get the first round of financing. And then you look for subsequent rounds of financing on the basis of progress. If you might, the ideas being developed by biotech have withstood a market test. A certain validation from outside experts. If you look at internal projects within pharma, we’ve typically had research and development centers. We usually talk about things like, ‘does your budget go up by 3 percent or 4 percent?’ There hasn’t been the same rigorous market test, or of peer review. That’s where we can learn from biotechs, in terms of the rigor it takes to get their ideas funded. If we do try to replicate a biotech, it’s to replicate elements of the culture, and create the working environments for people who like to work in biotech to also work in pharma.
   
   Any big organization, once it gets to a certain size, has to have major control mechanisms because there are so many people at so many sites. The level of control we have to exert is not necessarily adapted to the stage of research, and doesn’t create the same environment that you have in a biotech. It makes things complex, and process-driven instead of innovation-driven.
   
   But I don’t look at biotech simply as a source for new products. If you take the BiPar acquisition, for example, I had to step in personally to ensure that the company did not become integrated. This is a team of 18 people, a lot of them from Amgen and Genentech. It’s a spinoff from a university. If 18 people can bring a drug from zero to Phase II, and in a plenary session at the American Society of Clinical Oncology, these are 18 great people. You don’t want to lose them. I can tell you there was an immediate corporate reflex to “Sanofize” this company, and a lot of these people were about to leave on June 15. I said ‘No.’ So now we’re going through an interesting cultural exercise, in which we say, ‘how do we keep this company independent, but have it be able to plug into the pieces of Sanofi which are big, and which are good to be big in?’ So, BiPar already has relationships with the FDA. But as a Bay Area company, it didn’t have the resources to deal with European regulators. We can bring expertise in European regulatory affairs, to get this product approved globally. So I need to find a way so this company can stay independent, even while part of a big corporate group. Be plugged in where it needs to be, but not necessarily every part that wants to be, like finance and legal and all the other corporate functions. It’s an interesting corporate exercise.
   
   Exelixis is a similar type of arrangement. They are extremely good at going from a target to Phase I trials. They’ve been able to demonstrate a lot of excellence in this area. It’s the type of company we want to partner with. But again, respecting the fact that they are good at what they do. We should partner in a way that’s productive for both sides. We do this with Regeneron in Westchester County, NY. They have a very good platform for generating monoclonal antibodies. We provide funding, and we have collaboration, but at the end of the day they do what they do well and we respect that.
   
   I’m actually looking to move 50 percent of our discovery research be externally driven, and 50 percent be internally driven.
   
   X: Any particular therapeutic areas you want to grow in or add?
   
   CV: There are a couple areas we’re traditionally strong in and will continue to be, like diabetes and oncology, but I’ve moved away from thinking about therapeutic areas. I’m thinking more about personalized medicine. I think you have to look much more specifically at where unmet need is. You’re getting into a greater subcategorization of disease. You might say there’s not a lot of unmet need in cardiovascular disease. It may be true if you say there’s not unmet need in lowering LDL cholesterol, but there’s probably still unmet need in raising HDL. So you have to look much more closely. These broad categories people talk about will stop. The big one-size-fits-all medicine is a thing of the past. We’re going to see more targeted medicines.
   
   X: Have you planted any seeds for new partnerships here in Seattle?
   
   CV: No, but I do try to spend 20 percent of my time looking at external growth opportunities. I like to be personally involved. I’m actually regularly on the West Coast and will be meeting with people and looking for things. BiPar and Exelixis are just the start.
   
   Luke Timmerman is the National Biotechnology Editor for Xconomy. You can e-mail him at ltimmerman@xconomy.com or call 206-624-2374.
   
   www.xconomy.com/seattle/2009/06/19/sa...
   
3. MeawandMoo1 19 juni 2009 19:34

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   Sanofi loses Eloxatin battle – for now
   19 June 2009
   
   Sanofi-Aventis has lost its court battle to prevent generic drugmakers from launching their own versions of its blockbuster cancer drug Eloxatin (oxaliplatin), but says it intends to appeal.
   
   The US District Court in New Jersey granted so-called summary judgement motions to a number of generic firms, including Hospira and Teva, ruling their products did not infringe patents covering Eloxatin. Both firms are anticipating full US Food and Drug Administration approval shortly.
   
   In a statement, Sanofi stressed that it would not be altering its financial guidance for 2009 as a result of the ruling. However, it could mean generic oxaliplatin hitting the market one year earlier than anticipated, though JP Morgan analyst Alexandra Hauber told Reuters she foresees only a “negligible” impact on earnings of 1%-2%.
   
   Eloxatin reaped US sales of $1.4 billion in 2008.
   
   Building vaccines business, but not necessarily acquisitions
   Meanwhile, Sanofi's chief executive Chris Viehbacher has dampened suggestions the firm may grow its vaccines business through acquisition, telling Bloomberg "you can look at acquisitions but they have got to create value". Although an acquisition has not been ruled out, Viehbacher pointed to the firm's strong foothold in Asia where it is forecasting double digit sales and sees the opportunity for organic growth. He also denied an interest in snapping up vaccines maker Crucell, saying "if you can partner, why acquire?".
   
   By Claire Bowie
   www.pharmatimes.com/WorldNews/article...
4. flosz 23 juni 2009 14:45

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   By JEANNE WHALEN and DANA CIMILLUCA
   U.S. pharmaceutical company Merck & Co. has started contacting potential buyers for parts of its animal-health business as it determines what to sell after its planned $41 billion acquisition of Schering-Plough Corp., according to people familiar with the matter.
   In recent days, Merck has circulated information on two assets: its 50% stake in the Merial joint venture, which could be valued at roughly $5 billion, and Schering-Plough's animal-health business, called Intervet Schering-Plough Animal Health, which could fetch $6 billion to $8 billion, the people said.
   The terms of the Merial joint venture say that neither Merck nor Sanofi can own animal-health assets outside of the venture, people familiar with the matter said. According to those terms, Merck wouldn't be able to remain in the joint venture and hold Intervet separately.
   online.wsj.com/article/SB124405109707...
   *****************
   Merial & Crucell:
   Crucell and Merial Announce Commercial License Agreement for PER.C6® Technology for Foot-and-Mouth Disease Vaccines
   
   Collaboration with USDA Agricultural Research Center Aims to Produce Vaccines for Rapid Control of FMD Outbreaks
   
   October 18, 2004
   Leiden, The Netherlands / Duluth, GA, USA - October 18, 2004 - Dutch biotechnology company Crucell N.V. (Euronext, NASDAQ: CRXL) and Merial, a world-leading animal health company, today announced that they have entered into a license agreement for the utilization of Crucell's PER.C6® technology for the development and commercialization of vaccines for foot-and-mouth disease (FMD).
   _______________________
   Crucell Announces Second PER.C6® Licensing Agreement with Merial
   Leiden, The Netherlands, December 22, 2005 - Dutch biotechnology company Crucell N.V. (Euronext, NASDAQ: CRXL) announced today that it has signed a second PER.C6® research license agreement with Merial, a leading animal health company.
   
   The non-exclusive agreement allows Merial to use the PER.C6® cell line for the development of gene therapy in a specific field of companion animal medicine and includes an option for a commercial license agreement. The new agreement follows the October 2004 licensing deal which allows Merial to utilize PER.C6® for the development and commercialization of veterinary vaccines for foot-and-mouth disease.
   
   

   June 22 (Bloomberg) -- An antitrust inquiry into Merck & Co.’s planned purchase of Schering-Plough Corp. may add products for would-be buyers of the companies’ animal-drug units, led by Sanofi-Aventis SA and Eli Lilly & Co., an analyst said.
   The U.S. Federal Trade Commission made a second request for information from Merck and Schering-Plough, mostly about the companies’ animal-health units, Amy Rose, a Merck spokeswoman, said today in a telephone interview. The inquiry “was anticipated” by the drugmakers, which still plan to close the deal this year, Merck, of Whitehouse Station, and Schering- Plough, of Kenilworth, both in New Jersey, said in a statement.
   Merck announced a $41.1 billion deal for Schering-Plough in March and said on June 3 that it plans to sell one of the companies’ animal-health units to help fund the acquisition and reduce overlap. If a sale doesn’t settle FTC concerns about competition in the animal drug industry, Merck or Schering- Plough may have to put more products on the market, said David Moskowitz, a Caris & Co. analyst in New York.
   “There’s going to be that many more products for sale,” Moskowitz said today by telephone. “It could affect pricing in the sense that Merck really wants to get those approvals.”
   Likely suitors for the units include Indianapolis-based Lilly, which wants to expand its animal business, and Paris- based Sanofi, already a partner with Merck in Merial Ltd., maker of the flea-repellant Frontline, Moskowitz said.
   Sanofi Explores Buyout
   Sanofi may consider buying Merck’s half of Merial, Chief Executive Officer Chris Viehbacher said April 29 in a conference call with investors. Joan Todd, a Lilly spokeswoman, said the company doesn’t comment on speculation.
   Merck fell 73 cents, or 2.8 percent, to $25.18 at 4 p.m. in New York Stock Exchange composite trading. Schering-Plough declined 46 cents, or 1.9 percent, to $23.34. Lilly lost 49 cents, or 1.5 percent, to $33.22. Sanofi fell 1.35 euros, or 2.8 percent, to 47.05 euros in Paris trading.
   The FTC makes a second request for information in a minority of cases to ensure a buyout won’t hurt competition, the commission says on its Web site. Once the companies answer the request, the commission has 30 days to review the material.
   Antitrust concerns are unlikely to derail Merck’s purchase of Schering-Plough, said Caris & Co.’s Moskowitz.
   “Merck absolutely needs this to get done to produce growth over next couple of years,” Moskowitz said. “They’re going to do what they have to do.”
   Merck said March 9 it would buy Schering-Plough, gaining experimental treatments for arthritis and cancer while bracing for increased competition to its drugs and vaccines.
   Rose declined to say whether Merck had talked to any possible buyers for the animal units.
   Merck and Sanofi’s Merial partnership had sales of more than $2.6 billion last year and employed about 5,700 people, according to the Merial’s Web site. The Schering-Plough animal division, which makes vaccines for pets and farm animals, had revenue of $2.97 billion last year.
   To contact the reporter on this story: Alex Nussbaum in New York anussbaum1@bloomberg.net.
   www.bloomberg.com/apps/news?pid=20601...
   
5. aossa 24 juni 2009 21:03

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   Viehbacher readies an overhaul of Sanofi R&D
   June 24, 2009 — 9:51am ET | By John Carroll
   
   Just months after taking the helm of Sanofi-Aventis, Chris Viehbacher says he's weeks away from unveiling a makeover of the company's research and development side, and there are some broad hints that the company will be putting much more emphasis on external collaborations.
   
   Viehbacher never made a secret of his intention to reorganize R&D. Like many other big pharma operations, Sanofi's development side has been big on costs and low on productivity. He laid out his thoughts on a restructuring in a letter to employees the week he took the CEO's job in December. And soon after he commented that R&D, which is run by Marc Cluzel, would show "lower spending internally" and "higher spending externally," according to Bloomberg.
   
   "We have a number of things to address in terms of how we get our people to work together, how we can provide more latitude for creativity, how we can develop them scientifically and how we can encourage external collaboration, because there is a world of science out there," Viehbacher told Reuters today.
   
   Viehbacher has been quick to clean house. Sanofi dumped 14 of its 65 development programs recently, signaling its intention to concentrate on new drugs that had a solid shot at an approval in key markets. The company also acquired BiPar Sciences to help beef up its pipeline prospects.
   
   "The company's R&D track record is seen as weak," wrote Tero Weckroth in a note to clients. "Discipline in R&D could increase value creation."
   
   - read the report from Bloomberg
   
   www.bloomberg.com/apps/news?pid=email...
6. aossa 24 juni 2009 21:05

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   www.bloomberg.com/apps/news?pid=email...
   
   Sanofi Plans to Overhaul Research and Development (Update1)
   
   By Albertina Torsoli
   
   June 24 (Bloomberg) -- Sanofi-Aventis SA will announce a reorganization of its research and development operations in coming weeks, Chief Executive Officer Chris Viehbacher said.
   
   “We have a number of things to address in terms of how we get our people to work together, how we can provide more latitude for creativity, how we can develop them scientifically and how we can encourage external collaboration, because there is a world of science out there,” Viehbacher told Reuters in an interview published today. Geoffroy Bessaud, a spokesman for Sanofi in Paris, confirmed the comments.
   
   Viehbacher, who joined Sanofi from GlaxoSmithKline Plc in December, is overhauling the research effort after the obesity pill Acomplia, once Sanofi’s most promising new medicine, was rejected by regulators. The company also faces generic competition to drugs that make up about 20 percent of revenue.
   
   In a letter to employees the week he joined, Viehbacher said that rethinking the organization and the management of Sanofi’s R&D teams was one of his priorities. On Feb. 11, he said the division, run by Marc Cluzel, would now show “lower spending internally” and “higher spending externally.”
   
   “The company’s R&D track record is seen as weak,” Tero Weckroth, an analyst at Kepler Capital Markets in Zurich, wrote in a June 16 note to clients. “Discipline in R&D could increase value creation.”
   
   Research Projects
   
   The 49-year-old executive began his overhaul in April, when he announced Sanofi was dropping 14 of its 65 research projects and that more may be terminated in the coming months. He also started making acquisitions, including the April purchase of BiPar Sciences Inc. of Brisbane, California, seeking to fill up the company’s pipeline.
   
   Sanofi will announce cost cuts on July 29, when it releases second-quarter results, Chief Financial Officer Jerome Contamine said on May 12, during the Bank of America and Merrill Lynch health-care conference in New York.
   
   “We are working on various ways to reduce the costs,” Contamine said. In research, “we have reduced the portfolio, we have decided to open up the R&D to external R&D and it’s clear that we also will have to adapt the internal structure to this new shape of R&D,” Contamine said.
   
   He said Sanofi was also studying cuts at its support functions.
   
   Meeting Unions
   
   Management is scheduled to meet with labor unions on June 30 and July 1 to discuss the reorganization, which may also extend to other businesses, Thierry Bodin, a representative of the CGT union at Sanofi, said in a phone interview. The drugmaker probably won’t say on those occasions how many jobs it plans to cut, he said.
   
   Sanofi last year shed 927 jobs, mostly sales positions, in France. It may slash another 200 sales positions, La Tribune reported yesterday, citing an unidentified labor union representative.
   
   “There is no certainty on that figure,” Bodin said.
   
7. flosz 24 juni 2009 21:50

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   Bodin van:
   
   Look for Innovation
   
   Sanofi “has to grow” and must “look for innovation wherever it exists,” Viehbacher said in the speech, according to Thierry Bodin, a representative of the CGT union who listened to the presentation. In an earlier meeting with workers, Viehbacher wouldn’t rule out a large transaction, Bodin said.
   
   Sanofi has looked at Crucell NV, the Dutch biotechnology company that failed to reach a buyout deal with Wyeth last month, Viehbacher said Jan. 30, according to Bodin.
   
8. B_B 24 juni 2009 23:52

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   Sanofi-Aventis SA, France’s biggest drugmaker, slid 2.3 percent to 46.31 euros. Chief Executive Officer Chris Viehbacher, speaking in an interview with Reuters, reiterated that Sanofi is seeking acquisitions and that it isn’t ruling out a purchase of more than $15 billion.
   
   www.bloomberg.com/apps/news?pid=20601...
9. [verwijderd] 25 juni 2009 23:15

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   van de seeking alpha site:
   
   Bearish Flow
   French pharmaceutical maker Sanofi Aventis (SNY) has seen two days of bearish order flow. August 32.5 puts were busy Wednesday. Today, the stock is down $1.59 to $30.25 and another 7,500 puts traded, compared to 250 calls. July 30 puts are the most actives and the top two trades (1000 ea.) hit bid-side for 90 and 95 cents on the PHLX, but were put purchases, according to a contact on the floor. 5,200 now traded. Looks like buyers of August 30 puts as well. Implied volatility is moving above 40, up from 36.5 yesterday. The bearish flow comes on the heels of a WSJ story that said SNY will dive into generic drugs and cut research spending.
   
   Wie dacht dat alleen CRXL een slachtoffer was van speculanten.
   Zoef
   
   
10. [verwijderd] 26 juni 2009 08:55

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    quote:

    de echte zoef schreef:

    van de seeking alpha site:
    
    Bearish Flow
    French pharmaceutical maker Sanofi Aventis (SNY) has seen two days of bearish order flow. August 32.5 puts were busy Wednesday. Today, the stock is down $1.59 to $30.25 and another 7,500 puts traded, compared to 250 calls. July 30 puts are the most actives and the top two trades (1000 ea.) hit bid-side for 90 and 95 cents on the PHLX, but were put purchases, according to a contact on the floor. 5,200 now traded. Looks like buyers of August 30 puts as well. Implied volatility is moving above 40, up from 36.5 yesterday. The bearish flow comes on the heels of a WSJ story that said SNY will dive into generic drugs and cut research spending.
    
    Wie dacht dat alleen CRXL een slachtoffer was van speculanten.
    Zoef
    
    

    Het kan geen kwaad wanneer Viehbacher wordt geconfronteerd met het feit dat niet iedereen gecharmeerd is van zijn stijl van "negotiating by newspapers".
11. josti5 26 juni 2009 09:01

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    Heeft iemand al gedacht aan de voorbereidingen voor een overname in de vorm van een aandelenruil (+ eventueel wat cash-fooi)?
    Imo stinkt de huidige stijging (maar is natuurlijk wel leuk, zo lang als-ie duurt...).
12. [verwijderd] 26 juni 2009 09:26

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    Is mogelijk , maar mijn dikke zuigduim zegt iets anders, nl wpa 2009 : 1 euro
    2010: 2 euro.
    
    En dat begint nu pas goed door te dringen.
    DWZ : koersdoel 2009 wordt 25
    2010: wordt 50
    
    Maar feit blijft dat de koersvorming al jaren geschied onder invloed van een beerputgeur.
13. [verwijderd] 26 juni 2009 10:01

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    quote:

    wilb52 schreef:

    Maar feit blijft dat de koersvorming al jaren geschied onder invloed van een beerputgeur.
    

    Hear, hear!
14. [verwijderd] 26 juni 2009 10:19

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    quote:

    B_B schreef:

    Sanofi-Aventis SA, France’s biggest drugmaker, slid 2.3 percent to 46.31 euros. Chief Executive Officer Chris Viehbacher, speaking in an interview with Reuters, reiterated that Sanofi is seeking acquisitions and that it isn’t ruling out a purchase of more than $15 billion.
    
    www.bloomberg.com/apps/news?pid=20601...
    

    I have continued to wonder whether all the silence from Sanofi about Flucell in the last year, and even the downright slander from Viehbacher, was not to keep the price of Crucell down during possible negotiations for a buy-out.
    
    The Street-sensing a buy-out is pushing the price of Sanofi down and Crucell up.
    
15. [verwijderd] 26 juni 2009 10:28

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    quote:

    ron banged schreef:

    I have continued to wonder whether all the silence from Sanofi about Flucell in the last year, and even the downright slander from Viehbacher, was not to keep the price of Crucell down during possible negotiations for a buy-out.
    
    The Street-sensing a buy-out is pushing the price of Sanofi down and Crucell up.
    

    = "negotiating by newspapers"
    
    That can turn against mister V. when the trick has lost its magic!!
16. Procambarus 26 juni 2009 10:42

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    @ wilb52 & josti5
    Het is mogelijk dat jullie beiden gelijk krijgen en dat dus de koers dit jaar opgekrikt moet worden tot €25+. Het voorbeeld Berna ligt voor de hand. Interessante ontwikkeling!
17. [verwijderd] 26 juni 2009 10:46

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    quote:

    Procambarus schreef:

    @ wilb52 & josti5
    Het is mogelijk dat jullie beiden gelijk krijgen en dat dus de koers dit jaar opgekrikt moet worden tot €25+. Het voorbeeld Berna ligt voor de hand. Interessante ontwikkeling!
    

    Zou helemaal passen in het spel van "eten of gegeten worden". Mijn gezond verstand zegt me dat "gegeten worden" nog steeds meer voor de hand ligt. Maar concrete signalen in die richting hebben we al een hele tijd niet meer gezien.
    
    Dus wie weet wordt het "eten"?!
    
    Als beide alternatieven betekenen dat de koers omhoog mag vind ik het prima.
    
    Overigens is dat nog "klein spel" vergeleken met de pump-actie die de laatste week gaande is bij TomTom ter voorbereiding van de claim-emmissie aldaar!
18. aossa 26 juni 2009 10:57

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    quote:

    ron banged schreef:

    The Street-sensing a buy-out is pushing the price of Sanofi down and Crucell up.
    

    FINA heeft zijn participatie in SA teruggebracht naar iets onder 10%
    
    Zowel FINA (10%) als L'OREAL (8%) verzetten zich tegen grootse overnameplannen van Viehbacher (volgens de franse pers).
    Viehbacher is eerst orde op zaken aan het stellen bij SA (reorganistaties en afdankingen) om zo winst en effectiviteit te vergroten.
    
    Meer daarover 29 juli !
    
    Hij ziet ook meer in outsourcing van R&D activiteiten en samenwerkingsverbanden. Mooi voor Crucell zou ik zeggen.
    
19. Procambarus 26 juni 2009 10:58

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    munckf schreef o.a.:
    "Overigens is dat nog "klein spel" vergeleken met de pump-actie die de laatste week gaande is bij TomTom ter voorbereiding van de claim-emmissie aldaar!"
    
    Ik ben uit TT vertrokken omdat ik de koersvorming voor geen cent vertrouwde. Naar mijn inschatting moet de koers even flink boven €7 gehouden worden om de emissie een kans te geven. Zodra de stukken geplaatst zijn stort -volgens mij- de zaak in. In deze markt zijn de fundamentals voor TT niet best.
20. [verwijderd] 26 juni 2009 11:04

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    @procambarus: ik deel je mening over TT, maar ik probeer wel "op kousevoeten" gebruik te maken van dit spel. Dus inderdaad: op tijd weg!
    
    Hierna ga ik weer "on-topic" ;-).