IHS Global Insight Perspective | |
Significance | The deal envisages Schering-Plough integrating into Merck & Co to create a mammoth firm with combined net sales of US$42.35 billion. The presence of an existing joint venture between the two firms in cholesterol drugs seems to have aided the decision. |
Implications | Together, the firms will represent the second-largest pharma firm in terms of net sales after Pfizer completes its acquisition of Wyeth. Merck will also inherit Schering-Plough's animal health and consumer businesses, increasing diversity in its interests. |
Outlook | While the deal makes sense as a corporate initiative, the timing seems to have been triggered by the Pfizer-Wyeth transaction. Integration will be the top priority for Merck after ensuring there are no rival bids from any other firms to upset its merger announcement. The announcement will also spark negotiations on merger deals that have gone cold, such as the Roche-Genentech deal, and speculation will fuel match-making between other Big Pharma firms, such as GlaxoSmithKline (GSK) and AstraZeneca (both U.K.). |
A surprise announcement on Monday (9 March 2009) from U.S. pharma majors Merck & Co and Schering-Plough indicated the intention to merge to create one of the largest pharmaceutical firms in the United States. The agreement, which has the endorsement of both companies' board of directors, will see shareholders of Schering-Plough receive 0.5767 shares and US$10.50 in cash for each share from Merck & Co. The total financial consideration of the deal is estimated at US$41.1 billion. The terms of the deal will see the combined entity operated under Merck & Co, with Merck's shareholders holding the majority 68% stake in the firm, while Schering-Plough shareholders will hold 32%.
Synergies and Rationale
The combined entity will have net sales of US$42.35 billion, according to their full-year financial results ending 31 December 2008 with a net income of US$9.60 billion. The strength of the entity will be in building better efficiencies, a stronger research pipeline, and established presence in more markets.
Selected Results for FY 2008 | ||||
Schering-Plough | Merck & Co | |||
US$ mil. | % Growth | US$ mil. | % Growth | |
Net Sales | 18,502 | 46 | 23,850.3 | -1 |
Cost of Sales | 7307 | 66 | 5,582.5 | -9 |
Marketing and Admin (SGA) | 6,823 | 25 | 7377 | -2 |
R&D | 3,529 | 20.6 | 4,805 | -2 |
R&D as % of Sales | 19.07 | 33.5 pp lower | 20.1% | 0.1 pp lower |
Operating Income* | 843 | n/m | 6,085.5** | 8.3 |
Operating Margin | 4.5 | N/A | 25.5% | 2.3 pp higher |
Net Income | 1,795 | N/A | 7,808.4 | >=100% |
Source: Merck & Co, Schering-Plough, IHS Global Insight | ||||
The concept of such a transaction is bolstered by the existing relationship between the firms in the form of a joint venture, for cholesterol drugs Vytorin and Zetia. The two drugs brought forth revenues of US$4.56 billion in 2008. While the joint venture could have served as a starting point, it is significant to note that the two firms ended their agreements with respect to respiratory drugs in June last year. Now of course, Merck & Co will inherit Schering-Plough's entire pipeline.
Merck/Schering-Plough JV (US$ mil.) | ||
FY 2008 | FY 2007 | |
Vytorin | 2360 | 2779.1 |
Zetia | 2201.1 | 2407.1 |
Total Merck/Schering-Plough Sales | 4561.1 | 5186.2 |
Source: Merck & Co | ||
The synergies according to Merck & Co are as follows:
- Joint research and development (R&D) pipeline, with strong candidates in all development phases doubles the number of late-stage compounds to 18.
- Broader product portfolio in critical therapeutic areas.
- Expanded global presence, including high-growth emerging markets.
- Expected to be significantly accretive, increase efficiencies, and result in cost savings of approximately US$3.5 billion annually.
In terms of the R&D pipeline, the additions to the cardiovascular, respiratory, oncology, infectious disease, and neuroscience therapeutic areas of Merck & Co's pipeline in the Phase III clinical trials and regulatory filed applications will provide the most benefit.
Schering-Plough's R&D Pipeline | ||
Drug Candidate | Indication/Therapeutic Area | Clinical Trial Phase |
Acadesine | Ischemia-reperfusion injury | Phase III |
Allergy Immunotherapy Tablet | Grass pollen allergies | Phase III |
Boceprevir | Hepatitis C | Phase III |
Esmirtazapine | Insomnia and hot flushes | Phase III |
Mometasone/Formoterol combination | Asthma and COPD | Phase III |
NOMAC/E2 | Contraceptive | Phase III |
Thrombin Receptor Antagonist | Acute coronary syndrome, secondary prevention | Phase III |
Vicriviroc | HIV infection | Phase III |
Golimumab | Ulcerative colitis | Phase III |
Implanon NXT | Contraception | Phase III |
Integrilin | Early acute coronary syndrome | Phase III |
Nasonex | Congestion, rhinosinusitis | Phase III |
Vytorin-Outcomes Trials | SHARP—Renal Disease IMPROVE-IT—Acute Coronary Syndrome | Phase III |
Asenapine | Schizophrenia, bipolar mania disorder | Application Filed in the United States |
Corifollitropin alfa | Controlled ovarian stimulation | Application Filed in the European Union (EU) |
Golimumab | Rheumatoid arthritis, ankylosing spondylitis, psoriatic arthritis | Applications Filed |
Sugammadex | anesthesia | Application Filed in the United States and Japan |
Asmanex | Asthma | Application Filed in Japan |
Noxafil | Serious fungal infections | Application Filed in the United States |
Pegintron | Malignant melanoma | Application Filed in the United States and EU |
Remeron | Antidepressant | Application Filed in Japan |
Source: Schering-Plough website | ||
Outlook and Implications
The merger announcement will no doubt create a mammoth organisation, with better marketing muscle, and an established wider presence in certain markets. As a result, it will create the second-largest pharmaceutical firm with combined sales of US$42.35 billion after Pfizer-Wyeth, which together has net sales of US$71.12 billion. The value of the deal also follows a similar trend, second to that of the US$68 billion Pfizer-Wyeth deal announced in late January, this year.
Lying behind the rationale for the transaction, while the existing relationship over the cholesterol drug joint venture could have initiated the deal, the past year saw the two firms rocked by the growing controversy over Vytorin and Zetia efficacy and safety. The two firms also ended the respiratory drugs joint venture, which was formed with the intention of commercialising a Singulair-Claritin combination drug. However, the relationship soared with growing regulatory failure with respect to Vytorin, as well as the combination drug. Hence, in a way, the announcement of such a deal was a bit of surprise. Still, it is not totally out-of-the-blue, as market conditions clearly suggest that Merck & Co was in need of some fresh injection of Schering-Plough's research pipeline. Apart from that, the addition of Organon Biosciences, which bolstered Schering's revenues in 2008, provides a stronger product portfolio.
No Credit Crunch in Pharma M&As?
The size of the deal underscores the intense activity among Big Pharma firms for acquisition. The Pfizer-Wyeth and Merck-Schering-Plough deals clearly have set the platform for other merger deals in the pharmaceutical market. While there is still some uncertainty over whether Pfizer can raise the debt necessary to finance its US$68-billion deal, clearly the interest underlines the fact that the pharmaceutical industry is viewed as one of the growth industries, at a time when recessionary conditions have dried up credit. Needless to say, the Merck-Schering-Plough deal will spark further consolidation in the industry, with deals such as Roche-Genentech expected to gain momentum. There is also speculation of a possible merger between GlaxoSmithKline (GSK) and AstraZeneca, two British pharma giants, recently denied by GSK.
The reason for this activity is, of course, the going price of pharma firms, which industry watchers now put as "realistic" or indeed "lower" than in the past years. Big Pharma firms are facing a declining trend, as some of their blockbuster drugs face patent expiration in the next four to five years. There is also increasing regulatory scrutiny, and impediments over the safety and efficacy of drugs are at an all-time high. Hence, in the face of dipping revenues and a barren late-stage pipeline, inorganic growth provides a stronger solution. In the case of big-ticket acquisitions and mergers, the focus is also on creating better operational efficiencies, and size ensures the firms are in the top ten of the pharmaceutical world table.
