Pharmaceutical Business Development and Licensing

Strengthening Pipelines and Managing Relationships

Pharmaceutical Business Development and Licensing


Use this report’s detailed metrics and real-company practices to reinforce your pharmaceutical business development and licensing (BD&L) group to successfully close deals. Benchmark business development and licensing staffing and budgets while exploring structure models to streamline communication and clarify reporting relationships. Find out who should be at the negotiating table — and who shouldn’t — as you master the deal-making process. From deal identification to due diligence to finalization, follow key pointers from leading executives across the industry and watch for the three most common pitfalls. Finally, discover strategies for building solid relationships, resolving conflicts and minimizing the effects of employee turnover.

  • Description
  • Additional information


Pharmaceutical Business Development and Licensing: Strengthening Pipelines and Managing Relationships

  • Publication Date: June 2011
  • Pages: 121
  • Chapters: 3
  • Metrics: 400+
  • Charts/Graphics: 50+

Breakdown of Chapters

  • Chapter 1: Business Development Team Goals, Structure and Resources
  • Chapter 2: Deal Processes and Strategies
  • Chapter 3: Managing the Deal
Report Features

Use detailed benchmarks to discover when companies pursue deals — and ensure your BD team has ample spending and staffing resources. Evaluate prospective partners and see how they’ll evaluate you as you identify red flags and avoid weak deals. See who should be involved in the process and when — and learn to expertly handle the tough questions that inevitably arise.

Reason to Buy

Gain access to both sides of the negotiating table with detailed metrics and real company practices for business development efforts of all sizes. Explore structure models that bolster communication and streamline reporting relationships. Examine real-company practices for managing partnerships, with or without a formal alliance management team.

Target Audience

Executives, directors, and managers involved in the following areas should consider purchasing this report:
– Business development and licensing
– New product development/new product planning
– Portfolio Management
– Executives
– Research Corporate

Chapter Example

Most companies recognize the importance of building relationships between the different groups that have a say in deals; at the same time, many teams do not continue to kindle the relationships after they are first established. Developing relationships between two groups who have just met or who are working on a deal that has just been proposed is easy. However, it is essential to continue interacting with different groups, as this effort will facilitate future deals or help to address unforeseen problems. One company fosters these relationships by locating the business development team near other key players. This encourages inter-team interaction beyond initial deal-related discussions. For example, business development team members who have their office spaces near the scientific research team talk with the researcher more often. This helps both the business development team, which better understands what compounds are coming down the pipeline, as well as the research team, which can direct their research based on market needs.