Crucell Terug naar discussie overzicht

Sanofi, Sanofi en nog eens Sanofi

1. aossa 26 juni 2009 11:08

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   WTF heeft dit chatten met Sanofi te maken?
   --> twitter.com
2. [verwijderd] 26 juni 2009 11:37

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   quote:

   aossa schreef:

   WTF heeft dit chatten met Sanofi te maken?
   --> twitter.com
   

   Bedankt voor deze belangrijke bijdrage om het topic "on-topic" te houden en excuses voor deze 2e off-topic post van mijn zijde!
   
   Dus ik herhaal: vanaf nu weer "on-topic"!
3. [verwijderd] 26 juni 2009 12:20

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   quote:

   wilb52 schreef:

   Is mogelijk , maar mijn dikke zuigduim zegt iets anders, nl wpa 2009 : 1 euro
   2010: 2 euro.
   

   2 euri betekent 130 Miljoen winst in 2010?????
   
   Dacht het niet.
   
   Dirk
4. [verwijderd] 26 juni 2009 12:53

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   UPDATE: Sanofi To Fill US Vaccine Supply Gap Caused By Merck
   Last update: 6/25/2009 2:09:14 PM(Updates with comment from Sanofi in 3rd paragraph; updates stock prices.)
   
   By Peter Loftus
   Of DOW JONES NEWSWIRES
   
   U.S. children can resume getting booster shots of a meningitis vaccine beginning in July, ending an 18-month suspension of such shots due to a Merck & Co. Inc. (MRK) manufacturing shortage.
   
   The U.S. Centers for Disease Control and Prevention said Thursday it's reinstating the booster shots for children ages 12 to 15 months because supplies of Sanofi-Aventis SA's (SNY) meningitis vaccine products will increase beginning in July.
   
   "In recent years, Sanofi Pasteur has supplied approximately half the Hib vaccine in the U.S. each year, but we have been able to substantially increase supply in 2009 to help make up for the shortfall created by the other manufacturer's continued absence," Wayne Pisano, head of Sanofi's vaccine unit, said in a press release.
   
   Merck, which suspended production of its meningitis vaccine in December 2007 due to potential contamination issues, is now working with regulatory authorities to try to make limited supplies of its meningitis vaccine available by the end of the year, a Merck spokeswoman said. The Whitehouse Station, N.J., pharmaceutical company expects it to be fully available in early 2010.
   
   The vaccine previously accounted for a relatively small portion of Merck's overall sales. The so-called "Hib" vaccine is designed to protect against a bacteria that causes meningitis, an infection of the protective lining around the brain and spinal cord.
   
   The vaccine is typically given in two or three doses in the first year of life, followed by a booster shot for kids ages 12 to 15 months. In December 2007, Merck recalled certain lots of two products containing the Hib vaccine, PedvaxHIB and Comvax, because of potential contamination.
   
   The subsequent production suspension caused a shortage because Sanofi wasn't immediately able to step up production of its Hib-vaccine products. Merck later received a warning letter from the U.S. Food and Drug Administration because agency investigators found violations of manufacturing rules during inspections of Merck's vaccine-production plant in West Point, Pa., during inspections between November 2007 and January 2008.
   
   Merck has said it resolved problems with equipment sterilization, but has identified other issues that require a regulatory filing, which has delayed its return to the U.S. Hib vaccine market.
   
   During the shortage, children continued to get the initial doses but the CDC recommended the 12-to-15-month booster shots be deferred. High-risk children such as those with immune-system problems continued to get the booster shots.
   
   Children who didn't receive the booster shot during the shortage will now be able to get it at their next routinely scheduled doctor's office visit. Continuing supply constraints won't allow a mass recall of older children to immediately get booster shots that were deferred, the CDC said.
   
   The Sanofi products containing Hib vaccines are called ActHIB and Pentacel. The CDC said the suspension of the booster shot, combined with a possible decrease in initial dosing, may have contributed to increased Hib transmission and related diseases in the U.S.
   
   Merck shares rose $1.02, or 4%, to $26.47, while Sanofi's American depositary shares fell $1.60, or 5%, to $30.24.
   
   -By Peter Loftus, Dow Jones Newswires; 215-656-8289; peter.loftus@dowjones.com (END)
   
   Dow Jones NewswiresJune 25, 2009 14:09 ET (18:09 GMT)
5. [verwijderd] 26 juni 2009 13:00

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   DEALWATCH: Sanofi Adjusts To The End Of An Era
   Last update: 6/25/2009 4:58:45 PM
   
   By Robert Armstrong
   A DOW JONES NEWSWIRES COLUMN
   NEW YORK (Dow Jones)--Sanofi-Aventis SA (SNY) will soon announce plans to decrease spending on research and development and increase sales of generics, according to Thursday's Wall Street Journal.
   
   An unnamed source at the French drug company says the moves are driven by the impending loss of Plavix to patent exposure. These are both good strategies, and Sanofi's peers should follow suit if they are not already. But strategies like these must be seen in the proper context: they are not preludes to a renaissance of profit growth for the pharmaceutical industry.
   
   Instead, they are part of a transition to an industry that will be smaller-scale in all respects. All of the big pharma players will have to downscale R&D, and do it significantly rather than incrementally. Currently, the average R&D spend for the top five global major pharma companies by sales - Pfizer Inc. (PFE), GlaxoSmithKline PLC (GSK), Sanofi, AstraZeneca PLC (AZN) and Novartis AG (NVS) - is just under 17% of sales.
   
   Compare this to the ratio of major tech firms. Plenty of companies in that sector - for example Yahoo! Inc. (YHOO), Microsoft Corp. (MSFT), Intel Corp. (INTC), Texas Instruments Inc. (TXN) and Qualcomm Inc. (QCOM) - have R&D ratios around the big-pharma level. The difference is that the R&D at those five tech companies is supported by growth. Their five-year average compound sales growth rate is over 16%. The comparable rate at the top five global pharmas is closer to 3% (adjusting for the Sanofi-Aventis merger).
   
   Some of the money companies save by cutting R&D will go to acquisitions and partnerships that will help to fill the pipeline. Returns on these investments may be better than those of the companies' own labs, but there can be no guarantee.
   
   The only certainty is the failure of the current model. The beauty of expanding into generics is that it offers incremental returns on existing assets. A global pharma company already has most of the manufacturing, administrative and sales force infrastructure to support a generics business.
   
   Bear in mind, however, the scale of the incremental profits from generics, in comparison to the profit pool that will be lost in the coming wave of patent expirations. Consider Plavix.
   
   Sanofi reported EUR2.6 billion ($3.6 billion) of sales of the drug last year. The operating margin for a mature, blockbuster-sized, small-molecule drug easily might be 40%. Setting aside, for the sake of simplicity, the payments that go back and forth between Sanofi and Bristol-Myers Squibb Co. (BMY) under their Plavix co-promotion agreement, those sales would suggest operating profits of $1.4 billion.
   
   Assuming an operating margin on the generics business of 20% (narrower than the margins achieved by industry leader Teva Pharmaceutical Industries (TEVA) but wider than what small players achieve), Sanofi would need $7 billion in generic sales to reproduce the operating profits of Plavix alone.
   
   It would, in other words, have to be one of the biggest generic drug companies in the world; Teva, the largest, generated sales of $11.5 billion in 2008.
   
   This is a simplified analysis, to be sure, but just the scale of the numbers shows that generics is only a small part of a strategy for meeting the challenges facing the branded pharma industry over the next few years. Indeed, the whole mosaic of strategies available to the industry are, in all likelihood, inadequate to replace the mountain of profits that will be lost to patent expirations. IMS Health Inc. (RX) estimates that branded drugs with $139 billion in revenue will go generic in the years 2009 through 2012 alone.
   
   The strategies drug firms choose should be seen in that light - they are, essentially, attempts to get smaller gracefully. (Robert Armstrong is a senior columnist with Dow Jones Newswires.
   
   Prior to joining, he was a hedge fund analyst covering the pharmaceutical and telecom industries. He can be reached at +1 (212) 416-2106 or by email at robert.armstrong@dowjones.com.
   
   Dow Jones Newswires is enhancing its news, commentary and analysis for the investment banking community, and is providing it on this service temporarily.
   
   To ensure continued access to the best of Dow Jones news and opinion on companies, sectors and deals for bankers and research analysts, please contact investmentbanker@dowjones.com.) (TALK BACK: We invite readers to send us comments on this or other financial news topics. Please email us at TalkbackAmericas@dowjones.com.
   
   Readers should include their full names, work or home addresses and telephone numbers for verification purposes. We reserve the right to edit and publish your comments along with your name; we reserve the right not to publish reader comments.) (END) Dow Jones NewswiresJune 25, 2009 16:58 ET (20:58 GMT)
6. ved 30 juni 2009 14:30

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   Sanofi-aventis presents New R&D Model Project to boost Innovation
   
   - Centered on Patient Needs
   - Networking and Openness toward outside sources to strengthen Creativity and Innovation
   - A flexible and entrepreneurial Approach to Research
   
   Paris, France - June 30, 2009 - Sanofi-aventis (EURONEXT: SAN and NYSE: SNY) presented today its new Research and Development model project. The model, which aims to transform R&D and increase innovation, is the first pillar of the Group's new strategy which was presented in February 2009 by Christopher A. Viehbacher, Chief Executive Officer of sanofi-aventis.
   
   'The objective of this new R&D model is to propose innovative solutions that respond to specific, unmet needs of patients and continue our success in a very competitive international environment,' declared Christopher A. Viehbacher, Chief Executive Officer of sanofi-aventis. 'It is centered on the real needs of patients, the development of scientific networks and openness toward outside entities to strengthen creativity, and a flexible and entrepreneurial approach to research.'
   
   The rapid evolution of the scientific environment, which is bringing about a veritable revolution in biopharmaceutical research, namely in biology, has generated a profound and continuous change in the pharmaceutical environment. To anticipate the consequences of this mutation and to maintain its innovative capacities, sanofi-aventis intends to set in place the most effective R&D organization in the pharmaceutical industry by 2013.
   
   'We are living through radical times of change for Research,' explained Dr. Marc Cluzel, Senior Vice President, Research and Development,
   sanofi-aventis. 'Given the increasing complexity of the world of science, we need to change our approach to the patient, make use of novel technologies and create new concepts,' he continued. 'Tomorrow's research will be carried out through networks. We will be open to knowledge from outside sources, becoming a key partner. We need to reinvent R&D.'
   
   Implementation of the New Model
   
   To implement this new R&D model, sanofi-aventis will group researchers in more productive structures and engage in recruiting and training to adapt the profiles and skills of its collaborators to the demands of these mutations. The model also includes strengthening 'exploratory structures' that work in close collaboration with outside entities and deploying reactive 'entrepreneurial units' to encourage the emergence of innovation and accelerate the marketing of innovative products.
   
   The Group's Commitments
   
   With this new R&D model, the sanofi-aventis Group confirms its intention to maintain its level of investments in research, remain firmly rooted in France, create partnerships with public and private research entities, academic institutions and biotechnology companies, and bring new skills to the company via the recruitment of promising researchers.
   
   Aware of its social responsibilities, the sanofi-aventis Group will not be engaging in any layoffs. A plan for voluntary departures is being considered. This will comprise a mechanism for anticipated work departures fully financed by the company, and assistance for professional reorientation projects outside the company. Discovery and Preclinical Research are the activities that will be mostly affected by these measures.
   
   In France, plans are to combine Discovery Research establishments. In the Paris area, the activities and personnel of the Bagneux and Rueil-Malmaison sites are to be transferred to the Chilly-Mazarin site, as previously announced, as are the activities and personnel of the Evry site. Approximately 300 people may be affected. In the Toulouse area, the Labège site's activities and its personnel, about 150 people, are to be transferred to the Toulouse site, previously announced as well. Finally the grouping of tertiary activities in the Paris area and their staff on two neighbouring sites, Massy and Chilly-Mazarin, is being considered. For the Porcheville site, which employs approximately 200 people, a divestment solution is currently being investigated.
   
   To ease these transfers, moving assistance measures, both geographic and professional, will be implemented. Particular efforts will be made to develop competences by providing dedicated resources and training plans.
   
   The research reorganization project will also concern preclinical activities in some sites of Spain, the United Kingdom, the United States and Japan where divestment or reconversion solutions will be sought for certain activities.
   
   ***
   
   Central Group functions : a simplified and more reactive organization
   
   The second pillar of the Group strategy is the adaptation of structures with the goal of simplifying the organization for greater reactivity.
   
   For this, the resources needed for central Group functions located in the Paris area will be reevaluated. These adaptations are consistent with the greater decision-making autonomy given to the regions and the refocusing of central functions on high value-added missions.
   
   Within this perspective, a plan for voluntary employee departures is being considered. This will comprise a mechanism for anticipated work departures fully financed by the company, and assistance for professional reorientation projects outside the company.
   
   The process for discussion and consultation with works council representatives for all these projects has been initiated.
   
   www.fiercebiotech.com/press-releases/...
7. [verwijderd] 30 juni 2009 14:50

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   Ik ben benieuwd! Vaak moet een CEO om zijn woorden kracht bij te zetten ook enkele aansprekende dingen DOEN ipv alleen maar mooie woorden uit te spreken. Naast allerlei interne veranderingen moeten er ook nieuwe cultuurdragers worden
   gevormd/opgetuigd, Een van de manieren hiertoe is een spraakmakende overname. Mag niet te duur zijn bij Sanofi maar moet dus wel getuigen vanhet nieuwe R&D model: gericht op de "klant"
   
   Crucell ?
8. aossa 30 juni 2009 14:54

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   So far the Leiden site isn't involved ;-)
9. aossa 30 juni 2009 15:00

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   quote:

   Hearts23 schreef:

   Ik ben benieuwd! Vaak moet een CEO om zijn woorden kracht bij te zetten ook enkele aansprekende dingen DOEN ipv alleen maar mooie woorden uit te spreken. Naast allerlei interne veranderingen moeten er ook nieuwe cultuurdragers worden
   gevormd/opgetuigd, Een van de manieren hiertoe is een spraakmakende overname. Mag niet te duur zijn bij Sanofi maar moet dus wel getuigen vanhet nieuwe R&D model: gericht op de "klant"
   
   Crucell ?
   

   Volgens de franse pers heeft Viehbacher het veto gekregen van de 2 grootste aandeelhouders Total (10%) en L'Oreal (8%) om grote overnames te doen (lees te financieren). Blijft over voor hem: de boel achtergelaten na achtereenvolgende overnames opkuisen en wat over blijft beter te laten renderen (perspectief 2013). Met die ingreep (ingrepen) heeft hij wel een tijdje de handen vol.
10. flosz 3 juli 2009 07:26

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    The seminar on emerging markets, organized by Investor Relations, was held in Paris on July 2, 2009.
    The successive speakers were:
    • Mr. Hanspeter Spek, Executive VP, Pharmaceutical Operations
    • Mr. Olivier Charmeil, Senior VP, Asia Pacific & Japan Region
    • Mr. Thomas Kelly, Vice President, Greater China
    • Mr. Patrick Aghanian, General Manager, Russia
    • Mr. Antoine Ortoli, Senior VP, Intercontinental Region
    • Mr. Heraldo Marchezini, General Manager, Brazil
    • Mr. Christopher A. Viechbacher, Chief Executive Officer
    The presentations were followed by a Q&A session with the audience.
    web.dbee.com/sanofi/20090702/en
    
    en.sanofi-aventis.com/binaries/IR_Sem...
    
11. flosz 3 juli 2009 08:21

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    Onverstaanbaar, luisteren maar opgegeven....dat doen "onze" Crucellers stukken beter!
12. [verwijderd] 3 juli 2009 08:37

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    quote:

    flosz schreef:

    Onverstaanbaar, luisteren maar opgegeven....dat doen "onze" Crucellers stukken beter!
    

    Je vergeet het woordje OOK voor dat.
13. aossa 3 juli 2009 09:59

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    Later on the year a same webcast about vaccines.
14. flosz 13 juli 2009 09:07

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    For American employees of Sanofi-Aventis, the most interesting part of CEO Chris Viehbacher’s recent restructuring statement was a line buried near the end, which said:
    The research reorganization project will also concern preclinical activities in some sites of Spain, the United Kingdom, the United States and Japan where divestment or reconversion solutions will be sought for certain activities.
    A source tells BNET that those “divestment or reconversion solutions” are actually the layoff of 60 - 135 people at Sanofi’s Great Valley, Pa., site. The source said:
    The very day that Chris Viehbacher declared that there would be no forced layoffs (in a sanofi-aventis official press release), departments of Analytical Sciences and Pharmaceutical Sciences at the Great Valley, PA research facility were called together and told that they would be out of jobs by the end of the year (about 60+ positions). There is no plan to relocate staff from these departments. Other departments were affected less severely, but there are other cuts as well. I know all of this because I am one affected. I am not so upset by the layoffs themselves, in fact was anticipating something like this, as by the fact that this was not made known in any company statements …
    I know for certain that about 60 people in these two departments will be terminated by the end of the year. Other departments are still up in the air about the number of job cuts. One unverified number is 135 total. Most feel that this is the beginning of the end for the Great Valley site.
    industry.bnet.com/pharma/10002944/sou...
    www.cafepharma.com/boards/showthread....
    
15. flosz 27 juli 2009 10:37

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    Sanofi Pasteur strengthens vaccines position in India through the control of Shantha Biotechnics via Mérieux Alliance
    
    �� Sanofi Pasteur to pursue the development of Shantha Biotechnics
    as a platform for high quality affordable vaccination
    �� Shantha to bring a state-of-the-art vaccine manufacturing facility
    in Hyderabad, India and an important portfolio of new vaccines
    �� Alain Mérieux to chair a new Vaccine Strategic Committee
    of Sanofi Pasteur for Emerging Markets
    
    Paris, France – July 27, 2009 - Sanofi-aventis (EURONEXT: SAN and NYSE: SNY) and Mérieux Alliance announced today the signature of a strategic agreement for the acquisition by Sanofi Pasteur of Mérieux
    Alliance’s French subsidiary ShanH, which owns a majority stake in vaccine company Shantha Biotechnics based in Hyderabad, India. Alain Mérieux will chair the Board of ShanH and a new joint
    committee will be created to be chaired by Alain Mérieux on vaccine strategy for the Emerging Markets.
    Under the terms of the agreement, Sanofi Pasteur, the vaccines division of the sanofi-aventis Group, will support Shantha’s ongoing development as a platform to address the need for high quality affordable
    vaccination in international markets. Dr Varaprasad Reddy, the founder of Shantha Biotechnics in 1993, will continue to lead the company as Managing Director. The transaction, set to close before the end of the third quarter, values Shantha at 550 million euros. For the current fiscal year, sales of Shantha are expected to be around 90 million US dollars. Sales are expected to grow significantly given the commercial resources of Sanofi Pasteur and through the development and launch of Shantha’s pipeline of new vaccines.
    Commenting on the agreement, Christopher A. Viehbacher, Chief Executive Officer of sanofi-aventis said:
    “Shantha provides Sanofi Pasteur with a portfolio of new vaccines in development which complement Sanofi
    Pasteur’s current vaccines, positioning the company to accelerate its growth in strategically important emerging markets. The state-of-the-art manufacturing facilities allow Sanofi Pasteur to gain high quality
    capacity in order to enable us to provide important vaccines at affordable prices to many people around the world. Our commitment to this objective is highlighted by the creation of a new Strategic Committee which I am delighted to announce will be chaired by Alain Mérieux”.
    This agreement is a tribute to the common heritage of Mérieux Alliance and Sanofi Pasteur, two companies originating from Institut Mérieux, which was founded in 1897 by Marcel Mérieux, a student of Louis Pasteur
    and Alain Mérieux’s grandfather.
    Commenting on the agreement, Alain Mérieux, Chairman of Mérieux Alliance said: “During the last three
    years, we have, together with Dr. Varaprasad Reddy, Shantha’s founder, significantly developed the company. We have in particular refocused its activity on vaccines and strengthened its range of products,
    especially by successfully launching a pentavalent pediatric vaccine as well as a Cholera vaccine. We have
    built up a portfolio of new products which are today in development: Rotavirus vaccine, Conjugated Typhoid vaccine, and HPV vaccine.
    This evolution was rolled out respecting Shantha’s philosophy to provide developing countries with international quality level products at an accessible price. Shantha’s future development necessitates support
    from a major international vaccine company. This agreement gives me the opportunity to reconnect with
    Sanofi Pasteur, a company to which I am historically attached. I am also pleased to remain involved -
    together with Dr. Varaprasad Reddy- in the group’s strategy in the domain of preventive medicine and of
    human vaccines tailored to the countries of the South”.
    Shantha was created in 1993 by Dr. Varaprasad Reddy and is based in Hyderabad, India. Shantha
    develops, manufactures and markets several important vaccines. It operates at international standards in a
    state-of-the-art facility.
    Shantha works with supranational organizations like UNICEF and PAHO to supply major international
    markets including Asia-Pacific, Africa and Latin America. In 1997, Shantha launched SHANVAC-B™, the first
    recombinant Hepatitis B vaccine produced in India. SHANVAC-B™, SHANTETRA™ (combination vaccine of
    Diphteria, Pertussis, Tetanus and Hepatitis B), SHAN5™ (combination vaccine of Diphteria, Pertussis,
    Tetanus, Haemophilus influenza B and Hepatitis B) and SHANTT™ (Tetanus toxoid vaccine) are prequalified
    by the World Health Organization for supplying
    en.sanofi-aventis.com/binaries/200907...
    
    Sanofi Agrees to Take Control of India’s Shantha
    www.bloomberg.com/apps/news?pid=20601...
    
16. flosz 27 juli 2009 10:50

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    quote:

    flosz schreef:

    en.sanofi-aventis.com/binaries/200907...
    

    Mooi aossa, van pagina 23:
    aossa - 22 apr 09, 15:06
    
    Geen overname van Crucell door Sanofi-Aventis zegt vaccine-chef, denkt dat Crucell onafhankelijk blijft! Denkt eerder aan iets als Shanta Biotech.
17. aossa 27 juli 2009 11:11

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    Ach, soms hoort (en leest) men al eens iets van een ander... het moet niet altijd van en over DOM gaan.
18. josti5 27 juli 2009 12:24

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    'Sanofi Agrees to Take Control of India’s Shantha'
    
    Overziet men in klooster Leiden de (mogelijke) gevolgen van deze ontwikkeling?
    Beseffen ze in klooster Leiden wel, dat de wereld beweegt, en flink ook?
    Zit men daar niet te veel opgesloten in het eigen gelijk?
    
    Het zijn maar vragen, hoor...
    
    Na Brus' uitspraken (augustus 2008, Londen) is het inmiddels bijna augustus 2009: een heeeel lange tijd in deze roerige farma/vaccinwereld!
    
    
19. aossa 27 juli 2009 12:29

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    Het betekent imo dat het non-fully liquid 5-vaccine van GSK meer en meer onder druk komt te staan. Misschien moet GSK toch maar even van de 'ivoren toren' afdalen.
20. [verwijderd] 27 juli 2009 16:43

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    • [verwijderd]

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    Josti... denk aan je bloeddruk.
    
    Volgens mij hebben de jongens in Leiden al lang en breed een 6e component in de hand. Even uit vogelen hoe je dit in de ampul gooit en dan lekker achterover zakken in de pluche stoel. Zijn ze de concurrentie weer een stapje voor.
    
    Zou het MT toch echt het voordeel van de twijfel geven als ik jou was. Wel zo goed voor je gezondheid.
    
    Babs
    
    (Disclaimer: Bovengenoemde stellingen zijn voor rekening van de poster en zijn niet op gepubliceerde feiten gestoeld. Pure insinuatie).