And a third question is do you consider the Nutritionals business to be a strategic asset for Pfizer? Is that a business you would consider growing through M&A and what is the longer-term outlook for that business? Thanks.
Jeffrey B. Kindler
Okay. Eric, Let me give you a couple of comments on your questions and I will ask Frank and Ian to elaborate. First of all, as we have said, the 2012 targets, first of all, they reflect some things that have actually changed since the last time we provided them because of Animal Health dispositions, the ViiV deal and the return of the Relistor rights. So that is just factual.
But also, as I said, we have had now the opportunity, especially since the closing of the deal, to really review on a very bottoms up basis all the opportunities that we have to invest and to create real value in various markets. It is a really close review of all the opportunities we have. I will let Frank and Ian elaborate on that further.
Why don''t I come back on the Nutritional point after you two elaborate on that question? And Ian, you can comment on the Emerging Market potential over time.
Frank A. D’Amelio
So in addition to what you said on the 2012 revenues, all I would say is compunctionally what you said, we went through a detailed process, bottoms up. We have the benefits of another year, the benefit of the BUs, the country managers, the Wyeth integration and we refined the number. Basically there is no one big-ticket item. It is really just refining the number and providing an updated target, which is the $68.5 billion, which we have confidence in being able to achieve.
Jeffrey B. Kindler
Ian, do you want to comment on it?
Ian C. Read
Yeah. So on the Emerging Markets, I think you''ve got to look at it in the way we come to market. We come to market both in the Emerging Markets and through our Established Products business unit offerings. So we are going both at what we call the patented and branded products and also the other offerings through Established Products.
Emerging Markets is projected in ''10 to represent 27% of the worldwide growth in Emerging market and represent 11% of the volume. So these markets are hugely important to us in the future, as they create a middle class that can pay out of pocket for medicines. And I do believe we can maintain substantially higher growth rates in Emerging Markets than in the developed markets.
Jeffrey B. Kindler
So regarding Nutritionals and this is true really of all of our businesses and what I have said before is that we now have nine businesses and actually really it is much more than that, because within all these businesses are multiple businesses, within each geography it is really a different business. The products are different businesses. So it is really multiple businesses. But the point is we have now a variety of businesses that give us opportunities to create value in many, many different markets, with different risk profiles for investments, with different ways of serving patients and customers. We see the potential for opportunities across these businesses.
And let''s take Nutrition as an example. In China, for instance, the combination of the expertise and experience that the legacy organizations have with respect to mothers and children, whether it be through vaccines with Prevnar for children, Nutritions, whether it be the vitamin experience of the Consumer business, whether it be the legacy Pfizer business, there is lots of potential opportunities there for those businesses to create value together.
Now I say potential, because it is early days and the proof will be in our ability to do that. And it is our obligation as a management team on behalf of our shareholders to determine whether, in fact, that value can be realized over time and whether any of our businesses and assets create value for shareholders best together and inside Pfizer, or whether there are other ways of doing that.
And that, for example, was what led to the conclusion that in the case of, for example, the HIV-AIDS assets that the best way to create value in that case was in the GSK deal.
But as we sit here today, we are very excited about the businesses that we have and the potential and opportunities that they create for the company. And we are going to seize those opportunities and value. But it is incumbent upon all of us over time to continue to ensure that they do that. And portfolio management is one of our responsibilities as leaders of the organization and we will always be looking at that. Next question please.
Jeffrey B. Kindler
Next question, please.
Operator
Next is going to be Mr. Tim Anderson, Sanford Bernstein.
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