Pharma 2030 Report Outlines Three Business Models Set to Shape the Pharmaceutical Sector

International tax, audit and consulting firm KPMG, in its 'Pharma 2030' report, outlined new business models that pharmaceutical companies should adopt to cope with disruptive forces. Leading companies today can only sustain their influence and profitability through comprehensive organizational transformation. This means rethinking which companies will build the three business models believed to dominate the industry of the future, and how to participate in the game. According to the report, these new business models are as follows: Active portfolio company; Active portfolio companies typically operate in several therapeutic areas within their own portfolios. For example, those operating in pharmaceutical technology, genetics and immunotherapy continuously seek new treatment methods while simultaneously revaluing hybrid products based on need.

Active lifecycle management in the pharmaceutical sector is becoming increasingly critical as the number of 'blockbuster' drugs under patent protection continues to decline. Virtual value chain orchestrator; Companies offering 'virtual value' are enterprises that hold large volumes of data on treatments, patients and research.

Data was previously held almost exclusively by certain pharmaceutical companies, but this situation is changing rapidly today. Virtual value chain orchestrators can support physicians in providing personalized care and may even enable pharmaceutical companies to receive outcome-based payments. Niche specialist; These companies, which tend to be small-scale, focus on a single area or disease, addressing the patient's entire journey from prevention to treatment. Hakan Orhan, Pharma and Healthcare Sector Leader at KPMG Turkey, commented on the report: "Companies that adopt the most suitable business model and can cope with disruptive forces will have the greatest advantage in delivering real value to patients and thus achieving success." Hakan Orhan continued: "It is not enough for pharmaceutical industry CEOs to acknowledge the changes the industry is undergoing. Their biggest challenge is to comprehensively interpret the effects of these changes on their business and operational models in order to adapt quickly to disruptive forces." The report emphasizes that one way for pharmaceutical industry CEOs to prepare for the future is to establish fully independent, integrated experimental laboratories that report directly to them.