Particulars |
Industry |
||
Branded Pharmaceuticals |
Oil Services |
Confections / Candies |
|
Major Companies |
Pfizer, Novartis, Merck, GlaxoSmithKline |
Schlumberger, Baker Hughes, Halliburton |
Cadbury, Hershey, Mars/Wrigley, Nestle |
Barriers to Entry/Success |
Very High: Substantial financial and intellectual capital required to compete effectively. A potential new entrant would need to create a sizable R&D operation, a global distribution network, and a large-scale manufacturing capacity. |
Medium: Technological expertise is required, but a high level of innovation allows niche companies to enter the industry and compete in specific areas. |
Very High: Low financial or technological hurdles, but new players would lack the established brands that drive consumer purchase decisions. |
Level of Concentration |
Concentrated: A small number of companies control the bulk of the global market for branded drugs. Recent mergers have increased the level of concentration. |
Fragmented: Although only a small number of companies provide a full range of services, many smaller players compete effectively in specific areas. Service arms of national oil companies may control significant market share in their own countries, and some product lines are concentrated in the mature US market. |
Very Concentrated: Top four companies have a large proportion of the global market share. Recent mergers have increased the level of concentration. |
Impact of Industry Capacity |
NA: Pharmaceutical Pricing is primarily determined by patent protection and regulatory issues, including government approvals of drugs and of manufacturing facilities. Manufacturing capacity is of little importance. |
Medium/High: Demand can fluctuate quickly depending on commodity prices, and industry players often find themselves with too few (or too many) employees on the payroll. |
NA: Pricing is driven primarily by brand strength. Manufacturing capacity has little effect. |
Industry Stability |
Stable: The branded pharmaceutical market is dominated by major companies and consolidation via mega-mergers. Market shares shift quickly, however, as new drugs are approved and gain acceptance or lose patent protection. |
Unstable: Market shares may shift frequently depending on technology offerings and demand levels. |
Very Stable: Market shares change glacially. |
Life Cycle |
Mature: Overall demand does not change greatly from year to year. |
Mature: Demand does fluctuate with energy prices, but normalized revenue growth is only mid-single digits. |
Very Mature: Growth is driven by population trends and pricing. |
Price Competition |
Low/Medium: In the United States, the price is a minimal factor because of the consumer- and provider-driven, de-regulated health care system. Price is a larger part of the decision process in single-payer systems, where efficacy hurdles are higher. |
High: Price is a major factor in purchasers’ decisions. Some companies have modest pricing power because of a wide range of services or best-in-class technology, but primary customers (major oil companies) can usually substitute with in-house services if prices are too high. Also, innovation tends to diffuse quickly throughout the industry. |
Low: A lack of private-label competition keeps pricing stable among established players, and brand/familiarity plays a much larger role in consumer purchase decisions than price. |
Demographic Influences |
Positive: Populations of developed markets are aging, which slightly increases demand. |
NA |
NA |
Government & Regulatory Influences |
Very High: All drugs must be approved for sale by national safety regulators. Patent regimes may differ among countries. Also, health care is heavily regulated in most countries. |
Medium: Regulatory frameworks can affect energy demand at the margin. Also, governments play an important role in allocating exploration opportunities to E&P companies, which can indirectly affect the amount of work flowing down to service companies. |
Low: Industry is not regulated, but childhood obesity concerns in developed markets are a low-level potential threat. Also, high-growth emerging markets may block the entry of established players into their markets, possibly limiting growth. |
Social Influences |
NA |
NA |
NA |
Technological Influences |
Medium/High: Biologic (large-molecule) drugs are pushing new therapeutic boundaries, and many large pharmaceutical companies have a relatively small presence in biotech. |
Medium/High: Industry is reasonably innovative, and players must re-invest in R&D to remain competitive. Temporary competitive advantages are possible via the commercialization of new processes or exploitation of accumulated expertise. |
Very Low: Innovation does not play a major role in the industry. |
Growth vs. Defensive vs. Cyclical |
Defensive: Demand for most health care services does not fluctuate with the economic cycle, but demand is not strong enough to be considered “growth.” |
Cyclical: Demand is highly variable and depends on oil prices, exploration budgets, and the economic cycle. |
Defensive: Demand for candy and gum is extremely stable. |
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