Those are all brands that we’re going to continue to focus on, including some of our recent acquisitions like Oxbryta as well.
Albert Bourla: Thank you, Aamir. Andrew, let me take the liberty to ask also the other commercial leaders to comment a little bit on their priorities because that will give you better sense of the whole picture. Alexandre, in international, as you are taking over, what are your key priorities?
Alexandre de Germay: Thanks for the question, Albert, and the opportunity to share my priorities. My main focus is really to focus on the area where we can generate material growth with improved return on investment. This is my mantra. How are we going to do that? My top four markets in the order, China, Japan, Germany, and France represents 40% of our international divisions. So it’s quite concentrated. Those four markets will report directly to me so that we can have the resources and support the country to execute on their plan at best and to generate the most growth. Our top 15 country represents 70% of our total international. So it’s, again, quite concentrated. What I’m actually doing currently is in each of those markets, we are selecting drivers of growth.
What are the key in-line and the key new products where we can have material impact with improved return investment? So I give you an example, of course, is going to be different from one country to the other because the archetype and the dynamic of those markets are different. So last week, I was in Japan. And so for instance, Vyndaqel, diagnosis rate is half the diagnosis rate that we have in the U.S. and in France. So we reviewed last week the plan to go and catch those increased diagnosis rate. And we’re going to continue to, of course, track on execution. In Germany, Eliquis has a very strong Eliquis franchise. We believe we have got untapped opportunity. And I’m next week in Germany to actually review the plan on the Eliquis precisely.
And we’ll do the same thing on the new product. And it’s going to be, for instance, LORBRENA in China. As you know, lung cancer in China is unfortunately affecting a large proportion of the population. And as a matter of fact, the proportion of the lung cancer that can benefit from LORBRENA in the worldwide community is about 1.7%. In China, it’s actually 7%. So we believe we have a huge opportunity. What are we doing is actually developing a plan, last week when I was visiting China, to quickly get LORBRENA to those patients that could benefit from the clinical outcome. So this is really what I’m doing in each of our top 15 countries. Then frankly, the rest of the year will be simply tracking our execution, tracking all the metrics both from activities, medical activities and KPIs for each of our key products.
Albert Bourla: And then maybe, Chris, also on the commercial front? How do you think of the oncology in the U.S. evolving?
Chris Boshoff: Thank you, Andrew, Albert. Our biggest priority right now is obviously continuity of the business. We’ve done a lot of work during the last nine months during integration planning. And we don’t want to miss a peak and it’s now moving towards flawless execution with immediate priorities, obviously, the PADCEV launch for advanced/metastatic bladder cancer from the EV-302 study, the launch of XTANDI in non-metastatic castration-sensitive prostate cancer from the EMBARK trial, the early launch, and also focus on access and awareness during 2024 for Abrysvo in late-line multiple myeloma. And for TALZENNA where up to 25% of patients with metastatic castration-resistant prostate cancer would be eligible in the U.S. for the — from the indication.
Albert Bourla: Thank you, Chris. And then let’s go to Mikael Dolsten, if you can make some comments on the next generation as much as you can share about sales.
Mikael Dolsten: Yes. I think we have a very strong position with good momentum in the PCB conjugate. And I think Alexandre, you mentioned just the positive recommendation we got for PCB 20 in Europe. Now we’re building on that unique platform. And as Andrew did say here, we are able, what you call, grandfather in unique claims for the higher segment for penumococcal pneumonia. It’s really the major burden with 150,000 U.S. hospitalizations. And to the best of our knowledge, the Pfizer platform with a new fourth generation, as was with the third generation, will be the only one that can that claim based on, as you said, the original CAPiTA studies. Now the new generation will contain more serotypes, has applicability for adults and possibly pediatric as we have done with all of ours.
And it also will include improvement on existing serotypes to, all together, get a very good increased coverage versus the PCV20. And I do think we are the one that really can continue this expansion of more serotypes, but you need communication chemistry to carry some reformulations. And I am cautious to abandon Neseritide where you work on infant and adults as the characterization what caused disease, for example, pneumonia is not very well described, so maintaining the coverage as we have uniquely and it’s not really happening with the other product is a unique differentiation. So I feel very good about the fourth generation.
Albert Bourla: Thank you, Mikael.
Operator: Our next question will come from Geoff Meacham with Bank of America.
Geoff Meacham: Albert, the oncology franchise following Seagen, I suspect, will probably be one of your bigger growth drivers for Pfizer going forward. The question is, is there an intermediate or long-term target as a percent of revenue that you’re looking to achieve for this segment? And then are there technologies beyond ADC that you think could be additive to the pipeline?
Albert Bourla: Yes. Very general, then I will ask Chris to comment a little bit on the technologies that we are having here. I can’t say how much oncology will contribute. But clearly, we have given expectations about Seagen, and we say that we expect it to be at $10 billion by year 2030 from $3.1 billion we gave guidance in 2024. And actually, we feel very good about the $10 billion. The more data coming, when we gave the $10 billion, we were not aware of some of the readouts that follow that projection. So we feel very, very good about that. Now, I have to say that the Pfizer pipeline in oncology, I think was also among the strongest in our therapeutic areas. So I think the combination, in general, is giving us, let’s say, a lot of strength. But Chris, why don’t you comment a little bit about how you see the R&D evolution of oncology, the platforms you are going to base your strategies?
Chris Boshoff: Thank you. So with the modalities we want to focus on for now are those where we see we have significant strength and capabilities, including with medicinal chemistry, our protein engineering as well as our strength in cancer biology. We therefore want to focus on small molecules, especially from our La Joya site, bispecifics, both La Joya and the new Seattle site and ADCs in Seattle. So small molecules, biologics. As you know, we do have an interest also in allogeneic CAR T cells with the formation of Allogene, the company we still follow and have a significant interest in. But we’re now focused on those three modalities where we see significant opportunity also for combinations, for example, doing small molecules, ADCs, but also potentially in the future between ADCs and bispecific.
