不管资本兼并，还是资产重组，也不论是大型企业，还是中小型企业，只有走科技创新的道路，才能在仿制药大潮中占据一席之地。

礼来公司在向美国证券交易委员会提交的文件中表示，该公司冻结2012年薪酬的决定将适用于全球范围内绝大多数国家的员工，其中也包括高管人员2011年主要制药公司交易 2012-02-07 16:00 · 李华芸 This Deal Watch article focuses on a review of some of the trends we saw in transactions announced throughout 2011. Continuing the theme fr This Deal Watch article focuses on a review of some of the trends we saw in transactions announced throughout 2011. Continuing the theme from 2010 we saw many of the large companies addressing the need to find sources of differentiated new products, in addition to expanding into new areas such as biosimilars, generics and orphans. Interestingly and according to MedTrack data, in absolute numbers the number of deals (preclinical to pending approval) announced in 2011 was 4 per cent lower than in 2010. However, there were several deals with price tags of over $10bn. As predicted, mergers and acquisitions played a major role in continuing to change the pharmaceutical industry landscape during 2011. The rationale behind these transactions included the need to bolster flagging portfolios and buy into new therapeutic areas, as well as the extension of geographic reach. Some examples of MAs during 2011 are provided in table 1. There were some major acquisitions during the year, and one of the largest was JJs deal to buy Synthes Inc for $21.3bn, announced in April. This was reported to be the biggest purchase by JJs in its 125-year history and makes it the leader in the $5.5bn market for medical devices for treating trauma victims. At the start of the year, Sanofi finalised its takeover of Genzyme for over $20bn. This was an increased offer of $74 per share (compared to the initial bid of $69 per share) plus contingent value rights (CVRs), the value of which will depend mainly on Genzymes multiple sclerosis drug Lemtrada hitting regulatory and sales milestones. The acquisition of Genzyme brings a significant orphan drug portfolio to Sanofi. In another major transaction of 2011, announced in May, Takedas acquisition of Nycomed (excluding the Dermatological business) for $13.7bn gave Takeda extended geographical reach into Eastern European markets and Russia, where Nycomed is strong, and provides the Nycomed business with new life blood for its flagging pipeline. Just weeks before Takeda announced its move for Nycomed, Teva outbid Valeant to buy Cephalon for $6.8 billion with an increased offer of $81.50 per share. And at the end of the year was Gileads acquisition of Pharmasset and its antiviral pipeline for $11bn. An interesting financial aspect of the MA deals where the target is a public company has been the share price premium paid by the acquirer. Analysis of 15 recent acquisitions shows that the average share price premium for these transactions, excluding the Gilead deal, is 42 per cent (for example, Sanofi paid a 41 per cent premium for Genzyme, and Teva paid a 44 per cent premium for Cephalon). Most of the 15 deals assessed were for profitable companies and yet Gilead paid an eye-watering 89 per cent share price premium for Pharmasset, a company without any products on the market and making a loss. Gilead will take on $6bn of debt to fund the deal. So what is Gilead acquiring that justifies such a high price? Basically Gilead is buying a clinical pipeline of drugs for the treatment of hepatitis C. The latest stage product in the Pharmasset pipeline is an oral hepatitis C therapeutic that has recently entered phase III clinical trials; another nucleotide analogue is in phase IIb. A third hepatitis C drug in phase II is partnered with Roche. Only time will tell if the Gilead deal justified such a premium. Regional access from Rx to generics and OTC As well as Takedas acquisition of Nycomed, another example of regional access was Amgens acquisition of Bergamo in August. This purchase reflected the increasing importance that the Latin American market is having and will increasingly have, as Brazil is expected to become the fifth biggest pharmaceutical market by 2015. The numbers of generics deals were particularly high in 2011 led by Canadas Valeant and Paladin, with Teva and Par Pharmaceuticals also participating. After merging with Biovail in 2010, Valeant Pharmaceuticals was one of the most acquisition hungry companies of the year, closing transactions to acquire six companies. These exclude its failed bid to acquire Cephalon and the immediate rejection by ISTA Pharmaceuticals Board, in December 2011, to its offer of $327 million to acquire the speciality pharma company. Valeants strategy has been both in consolidating its position and expanding its geographical footprint. As part of its strategy to enhance geographic outreach, Valeant bolstered its generics portfolio through the acquisitions of PharmaSwiss with its Eastern Europe generics business for $481m and Lithuanian-based AB Sanitas for $441m, to gain a further foothold in nine Eastern European markets. Another of Valeants deals in 2011 was the $686m acquisition of Australian iNova completed in December 2011 with its Rx and OTC portfolio sold in Australia, New Zealand, Southeast Asia and South Africa. In its acquisition of the fellow Canadian OTC company Afexa Life Sciences for $76m, Valeant consolidated its position in the home OTC market. Interestingly, Afexa was wrestled from Paladin Labs as shareholders preferred Valeants offer. Paladin itself acquired Labopharm and its ailing modified release drug delivery business in August for $20m, with significant tax losses that can be offset against future profits. In 2011 we also saw significant activity not only in the numbers of deals done between Western, Chinese and Indian companies but also among China-focused companies, for example the deals between SciClone Pharma and NovaMed Pharma, and BioStar Pharmaceuticals with Shaanxi Weinan Huaren. There are said to be 5,000 pharmaceutical companies in China and it is estimated that 98 per cent of them produce generics. Therefore, not surprisingly we are also seeing an increasing level of consolidation within China as companies seek to benefit from economies of scale and to develop the profile to move outside China and participate on the global stage. As part of this evolution, Chinese companies are beginning to look at investing in, partnering and even acquiring Western companies (following the Japanese model several decades before); an example is 3SBios acquisition of EnzymeRxs pegsiticase product for development in China with the intention of developing a global product. Large pharma streamlining Another interesting feature of deals in 2011 was big pharmas quest to streamline operations. There have been a few examples of this including Pfizers $2.4bn divestment of its Capsugel Business to KKR in April, as well as its divestment of an Irish biologics manufacturing plant to Biomarin, for $48.5m. In another example of rationalisation, GSK is in the process of divesting its non-core OTC assets and in December 2011 announced that Prestige Brands Holdings was acquiring the US and Canadian rights for $660m. Perhaps the most notable streamlining activity of 2011 was Abbotts autumn announcement that it is spinning out its pharmaceutical business from the medical devices business with an $18bn price tag. This move reflects the differing visions and roadmaps seen for the two businesses. After all the mega-mergers over the last few years, it will be interesting to see if this is a trend that will emerge for other large pharma companies.

2011年主要制药公司交易 2012-02-07 16:00 · 李华芸 This Deal Watch article focuses on a review of some of the trends we saw in transactions announced throughout 2011. Continuing the theme fr This Deal Watch article focuses on a review of some of the trends we saw in transactions announced throughout 2011. Continuing the theme from 2010 we saw many of the large companies addressing the need to find sources of differentiated new products, in addition to expanding into new areas such as biosimilars, generics and orphans. Interestingly and according to MedTrack data, in absolute numbers the number of deals (preclinical to pending approval) announced in 2011 was 4 per cent lower than in 2010. However, there were several deals with price tags of over $10bn. As predicted, mergers and acquisitions played a major role in continuing to change the pharmaceutical industry landscape during 2011. The rationale behind these transactions included the need to bolster flagging portfolios and buy into new therapeutic areas, as well as the extension of geographic reach. Some examples of MAs during 2011 are provided in table 1. There were some major acquisitions during the year, and one of the largest was JJs deal to buy Synthes Inc for $21.3bn, announced in April. This was reported to be the biggest purchase by JJs in its 125-year history and makes it the leader in the $5.5bn market for medical devices for treating trauma victims. At the start of the year, Sanofi finalised its takeover of Genzyme for over $20bn. This was an increased offer of $74 per share (compared to the initial bid of $69 per share) plus contingent value rights (CVRs), the value of which will depend mainly on Genzymes multiple sclerosis drug Lemtrada hitting regulatory and sales milestones. The acquisition of Genzyme brings a significant orphan drug portfolio to Sanofi. In another major transaction of 2011, announced in May, Takedas acquisition of Nycomed (excluding the Dermatological business) for $13.7bn gave Takeda extended geographical reach into Eastern European markets and Russia, where Nycomed is strong, and provides the Nycomed business with new life blood for its flagging pipeline. Just weeks before Takeda announced its move for Nycomed, Teva outbid Valeant to buy Cephalon for $6.8 billion with an increased offer of $81.50 per share. And at the end of the year was Gileads acquisition of Pharmasset and its antiviral pipeline for $11bn. An interesting financial aspect of the MA deals where the target is a public company has been the share price premium paid by the acquirer. Analysis of 15 recent acquisitions shows that the average share price premium for these transactions, excluding the Gilead deal, is 42 per cent (for example, Sanofi paid a 41 per cent premium for Genzyme, and Teva paid a 44 per cent premium for Cephalon). Most of the 15 deals assessed were for profitable companies and yet Gilead paid an eye-watering 89 per cent share price premium for Pharmasset, a company without any products on the market and making a loss. Gilead will take on $6bn of debt to fund the deal. So what is Gilead acquiring that justifies such a high price? Basically Gilead is buying a clinical pipeline of drugs for the treatment of hepatitis C. The latest stage product in the Pharmasset pipeline is an oral hepatitis C therapeutic that has recently entered phase III clinical trials; another nucleotide analogue is in phase IIb. A third hepatitis C drug in phase II is partnered with Roche. Only time will tell if the Gilead deal justified such a premium. Regional access from Rx to generics and OTC As well as Takedas acquisition of Nycomed, another example of regional access was Amgens acquisition of Bergamo in August. This purchase reflected the increasing importance that the Latin American market is having and will increasingly have, as Brazil is expected to become the fifth biggest pharmaceutical market by 2015. The numbers of generics deals were particularly high in 2011 led by Canadas Valeant and Paladin, with Teva and Par Pharmaceuticals also participating. After merging with Biovail in 2010, Valeant Pharmaceuticals was one of the most acquisition hungry companies of the year, closing transactions to acquire six companies. These exclude its failed bid to acquire Cephalon and the immediate rejection by ISTA Pharmaceuticals Board, in December 2011, to its offer of $327 million to acquire the speciality pharma company. Valeants strategy has been both in consolidating its position and expanding its geographical footprint. As part of its strategy to enhance geographic outreach, Valeant bolstered its generics portfolio through the acquisitions of PharmaSwiss with its Eastern Europe generics business for $481m and Lithuanian-based AB Sanitas for $441m, to gain a further foothold in nine Eastern European markets. Another of Valeants deals in 2011 was the $686m acquisition of Australian iNova completed in December 2011 with its Rx and OTC portfolio sold in Australia, New Zealand, Southeast Asia and South Africa. In its acquisition of the fellow Canadian OTC company Afexa Life Sciences for $76m, Valeant consolidated its position in the home OTC market. Interestingly, Afexa was wrestled from Paladin Labs as shareholders preferred Valeants offer. Paladin itself acquired Labopharm and its ailing modified release drug delivery business in August for $20m, with significant tax losses that can be offset against future profits. In 2011 we also saw significant activity not only in the numbers of deals done between Western, Chinese and Indian companies but also among China-focused companies, for example the deals between SciClone Pharma and NovaMed Pharma, and BioStar Pharmaceuticals with Shaanxi Weinan Huaren. There are said to be 5,000 pharmaceutical companies in China and it is estimated that 98 per cent of them produce generics. Therefore, not surprisingly we are also seeing an increasing level of consolidation within China as companies seek to benefit from economies of scale and to develop the profile to move outside China and participate on the global stage. As part of this evolution, Chinese companies are beginning to look at investing in, partnering and even acquiring Western companies (following the Japanese model several decades before); an example is 3SBios acquisition of EnzymeRxs pegsiticase product for development in China with the intention of developing a global product. Large pharma streamlining Another interesting feature of deals in 2011 was big pharmas quest to streamline operations. There have been a few examples of this including Pfizers $2.4bn divestment of its Capsugel Business to KKR in April, as well as its divestment of an Irish biologics manufacturing plant to Biomarin, for $48.5m. In another example of rationalisation, GSK is in the process of divesting its non-core OTC assets and in December 2011 announced that Prestige Brands Holdings was acquiring the US and Canadian rights for $660m. Perhaps the most notable streamlining activity of 2011 was Abbotts autumn announcement that it is spinning out its pharmaceutical business from the medical devices business with an $18bn price tag. This move reflects the differing visions and roadmaps seen for the two businesses. After all the mega-mergers over the last few years, it will be interesting to see if this is a trend that will emerge for other large pharma companies.更令人欣喜的是,现代化一直领跑全国的江苏,在占全国1%的土地上,生产出了总产量居全国第四的粮食。园区按照每亩500700公斤粳稻的价格返还规划农田的农民,规划园区后,农民再到园区打工,这样,传统的农民就转为了农业工人,每月领工资。办事处还专门配备了12名专职农业技术推广指导员,按照不同专业和片区定点指导。江苏南通农场在调整农业种植结构中,利用低洼地注入河沙和培养剂进行平整改造,种植运动场草坪和各种绿化草坪。

朱吉鹏/CFP 处于工业化中后期的江苏在发展中呈现出了新气象。农业科技尚需政策扶持 虽然我国农业科技进步取得了辉煌成就,但与建设现代农业的要求相比,差距仍然较大,农业科技推广服务仍然不足。安斯泰来在日本市场的销售额与去年同期相比增长4.1%，亚洲市场增长5.5%，第三季度财报中也呈现出相同的增长趋势。

据悉，该公司已将之前在华的5个营销大区扩大到8个，继续增加医药代表数量，力争到2015年其中国市场营收翻一番。片柳真一郎称，中国一直是安斯泰来集团亚洲地区最重要的市场，是安斯泰来亚洲，乃至于全球业务增长引擎。新医改对药企经营挑战很大 新医改政策已运行一年，对国内医药行业产生了较大影响。截至2012年1月，安斯泰来已拥有16个有潜力的肿瘤新产品，并将在美国和欧洲提交2个肿瘤新药的新药申请和上市许可，包括治疗前列腺癌的MD3100和Tivozanib。

围绕这一战略，公司即成立后剥离了非处方药业务，仅专注于包括免疫/感染性疾病、泌尿、神经科学、肿瘤、糖尿病合并症/代谢性疾病领域五大专业领域，并在这些专业领域内精益求精。谈及已运行一年的中国新医改政策影响时，安斯泰来制药(中国)有限公司总经理黑田昌利向中国网财经记者表示，从现实角度看，新医改政策对安斯泰来在华市场的影响不够明显。

中国是全球增长引擎 2005年，山之内和藤泽两家药企合并成立安斯泰来制药，双方股权各占50%。黑田昌利认为，安斯泰来一直坚持创新理念，给患者提供未得到满足的医疗需求，期待给医疗机构提供更丰富的药品信息，借此在未来的招标采购中占一席之地。根据全球权威制药新闻机构Scrip发布的2011年全球100强制药企业排行榜，位居前列的仍以欧洲和美国的企业为主。据相关数据显示，在过去的10年中，全球仿制药市场发展的增速是专利药的2倍以上。

其中国地区业务整合以来，始终保持着良好的增长势头。凭借公司自身研发的创新产品如普乐可复、新普乐可复、哈乐和卫喜康等，安斯泰来已与中国的医学机构和专家构筑起广泛和紧密的合作关系，并在器官移植领域和泌尿领域居于领导者的地位，拥有非常稳健的市场基础。此外，未来五年内有逾70种畅销专利药物会将陆续到期，仿制药市场前景被业内看好，吸引了包括阿斯利康、辉瑞等多家制药巨头，开始谋划仿制药市场博瑞生物董事长袁建栋入选2011苏州市十位优秀发明人，此前他还曾入选江苏省双创人才、苏州工业园区科技领军人才。

据公司相关负责人介绍，企业依靠自有专利工艺开发的抗乙肝革命性新药恩替卡韦 具有成本低、易生产、质量高的优势，填补了国内技术空白，打破了国外垄断。近日，2011年度苏州市优秀发明人和科学技术奖评选结果揭晓，由苏州生物纳米园孵化的博瑞生物医药荣获优秀发明人和技术发明奖的双料大奖。

苏州企业博瑞自主研发抗乙肝药物填补国内空白 2012-02-16 09:56 · wenmingw 2011年度苏州市优秀发明人和科学技术奖评选结果揭晓，由苏州生物纳米园孵化的博瑞生物医药荣获优秀发明人和技术发明奖的双料大奖。企业本次荣获苏州市技术发明奖的恩替卡韦合成新工艺以高质量、低成本的优势填补了抗乙肝药物的国内技术空白，打破了国外的长期垄断。

在像袁建栋这样的各级高端领军人才的引领下，苏州生物纳米园已吸引了近5000名高层次科技人才，覆盖新药研发、CRO研发服务外包、诊断试剂与医疗器械、纳米技术等四大领域。创办于2001年的博瑞生物医药位于苏州生物纳米科技园内，专注于研发具有自主知识产权的创新型药物，目前已申请39项发明专利，已授权4项，其中1项为PCT专利，在抗病毒、抗肿瘤、心脑血管等领域成功开发了多个拥有自主产权的原创新药和创新仿制药物。博瑞生物和国内某大型制药企业联合申报的抗乙肝1.1类新药获得了临床批件，成为苏州首个自主研发的1.1类新药临床批件1. 万向德农 2. 华冠科技，在国内率先拥有了玉米深加工多项最新技术的所有权或使用权。木薯乙醇生产的成本较低。生物质发电概念上市公司 1. 凯迪电力，拥有生物质发电在建项目9个，并拟收购控股股东凯迪控股拥有的11个生物质发电项目公司。

乙醇汽油上市公司：如果没有补贴，每生产1吨燃料乙醇，企业将亏损1400元左右。旗下祁东电厂预计八月底进行性能测试，通过性能测试后可并网发电，将更快受益于此次政策的出台。

1. 丰原生化，公司已经形成乙醇汽油产业化的龙头企业，是安徽省唯一一家燃料乙醇供应单位。凯迪电力生物质电厂的建设成本为7,000元/千瓦，低于目前市场价格。

生物质能概念图 生物质能概念股 生物质能是指将自然界可用作能源用途的各种植物、人畜排泄物以及城乡有机废物转化成的能源。生物质能相关上市公司 2012-02-16 16:00 · Dana 生物质能是指将自然界可用作能源用途的各种植物、人畜排泄物以及城乡有机废物转化成的能源。

乙醇市场售价4000多元/吨，而甲醇一般不超过2000元/吨，乙醇比甲醇贵一倍多。赖氨酸上市公司： 1. 荣华实业，赖氨酸（豆粕的替代品）新增产能最大的企业之一。2. 华资实业，利用可再生性糖料资源生产燃油精，成为纯车用汽油代替品。甲醇汽油上市公司：与乙醇汽油相比，甲醇汽油并不逊色，且成本更有优势。

2. 韶能股份，拟非公开发行股票，募集资金主要用于投资广东省韶关市230mw生物质发电项目。生物质能运营上市公司 1. 华电国际，公司涉足清洁能源，实现以火电为主，水电、风电、生物质能发电、核电等互补的多元化发电结构。

1. 海南椰岛，公司拥有20万吨木薯乙醇项目。生物质能最常见于种植植物所制造的生物质燃料，或者用来生产纤维、化学制品和热能的动物或植物。

美国燃料乙醇生产主要依靠玉米，通过转基因技术和扩大种植面积，美国玉米产量近年增长迅速，目前有30%的玉米是用于燃料乙醇的生产。生物质能上游资源（原材料）上市公司 玉米深加工上市公司：汽车与人争吃玉米，国家近几年内连续发布关于燃料乙醇项目调整或限制盲目扩张的有关规定和要求。

2. 北海国发，公司全资控股子公司广西国发生物质能源有限公司已具备燃料乙醇生产能力。只要国际油价保持在60美元/桶以上，木薯燃料乙醇就能有较大盈利空间。酒精生产率高于其它作物。（财富赢家） 8只生物智能概念股齐爆发 华资实业：主业依旧亏损 盛运股份业绩：符合预期，2012值得期待 华光股份：期待业务结构优化与电站资产注入 海南椰岛：主业如破壳翡翠，价值前景渐明 中粮生化：赖氨酸大幅涨价，公司产能翻倍 国风塑业：成功扭亏，未来增长可期 韶能股份2010年半年报公告点评：水电盈利恢复，业绩符合预期 凯迪电力：一代电厂渐成熟，期待二代电厂陆续投产 。

生物质能设备上市公司 1. 华光股份，国内垃圾焚烧炉制造龙头企业，在200t/d以上级别垃圾焚烧锅炉市场占有率第一。糖料燃油精上市公司： 1. 广东甘化，利用甘蔗、玉米等可再生性糖料资源生产燃油精，成为汽油代替品。

公司未来将加大对垃圾焚烧锅炉、余热锅炉、生物质燃料锅炉的技术开发力度。生产1吨车用乙醇燃料约需3.5吨粮食和2.5吨煤，成本比成品油高得多，相当于车用甲醇燃料价格的两倍多。

1. 北大荒，公司具有年产10万吨甲醇项目。目前生物质能在新能源领域很大的一块应用是生物质电。