Pharmaceutical Business Development and Licensing

$1,995.00

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.

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Report Details

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

Top Reasons to Buy this Pharmaceutical Business Development Report

Build a Top-Notch Pharmaceutical Business Development and Licensing Team: Explore models of pharmaceutical business development and licensing team structure that bolster communication and streamline reporting relationships. Use detailed benchmarks to discover when other pharma and biotech companies pursue deals — and ensure your pharmaceutical business development team has ample spending and staffing resources.

Maximize Deal Position: Follow strategic recommendations to guarantee a thorough process and a well-negotiated deal. 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 deal-making process and when — and learn to expertly handle the tough questions that inevitably arise.

Master Post-Deal Management: Examine real-company practices for managing partnerships, with or without a formal alliance management team. Get the right personnel involved at the right points — and build institutional memory that will protect the partnership through personnel turnover and team changes.

You may also be interested in CEIConnect: The Lifesciences Industry’s On-Demand Research Resource as well as our individual portfolio management research reports.

Excerpt from Pharmaceutical Business Development and Licensing

In recent years, R&D pipelines at large pharmaceutical companies have been hit hard due to general clinical problems, increased safety limits imposed by the FDA and changes in market access and prescribing habits. Because the pipeline is the lifeblood of any pharmaceutical company, shareholders are concerned for the health of many Top 50 companies.

On the other end of the spectrum are the smaller pharmaceutical and biotech companies. Most of these companies have been plagued by dry investor channels and limited access to public funding, even though they own clinically promising compounds and therapies with equally promising forecasted revenues. With fewer resources, they cannot afford to continue development or establish a commercial arm in preparation for product launch.

Table of Contents

9              Partnering for Success

12           Profiled Companies

13           Study Methodology

15           Study Definitions

17           Business Development and Licensing: Five Recommendations for Success

23           Business Development Team Goals, Structure and Resources

26           Structuring for Success

30           Licensing Activities by Company Type

37           Dedicated Resources

45           Deal Processes and Strategies

47           The Current Deal Climate

50           Dealmaking Costs and ROI

52           Getting the Right People Involved

71           Managing the Dealmaking Process

87           Managing the Deal

89           Successful Versus Unsuccessful Deals

96           Structuring Post-Deal Management

110         Promoting Alliance Health

112         Maintaining Relationships through Communication

116         Conflict Resolution

Charts and Graphics

Executive Summary

10           Figure E.1: Challenges to Dealmaking Success

Business Development and Licensing: Five Recommendations for Success

17          Figure E.2: Among Outbound Co-Promoters, Licensing Activity by Phase

Business Development Team Goals, Structure and Resources

24           Figure 1.1: Financial Reasons Companies Pursue Deals

24           Figure 1.2: Pipeline-Related Reasons Companies Pursue Deals

25           Figure 1.3: Capability-Related Reasons Companies Pursue Deals

25           Figure 1.4: Relationship-Building Reasons Companies Pursue Deals

Structuring for Success

27           Figure 1.5: Percentage of Development-Oriented Companies with a Dedicated Business Development Function

27           Figure 1.6: Percentage of Commercialization-Oriented Companies with a Dedicated Business  Development Function

30           Figure 1.7: Percentage of Companies Performing Licensing Activities

Licensing Activities by Company Type

33           Figure 1.8: Among In-Licensing Companies, Licensing Activity by Phase

33           Figure 1.9: Among Out-Licensing Companies, Licensing Activity by Phase

34           Figure 1.10: Among Inbound Co-Developers, Licensing Activity by Phase

34           Figure 1.11: Among Outbound Co-Developers, Licensing Activity by Phase

35           Figure 1.12: Among Inbound Co-Promoters, Licensing Activity by Phase

35           Figure 1.13: Among Outbound Co-Promoters, Licensing Activity by Phase

Dedicated Resources

38           Figure 1.14: Business Development Budgets at Development-Oriented Companies

38           Figure 1.15: Business Development Budgets at Commercialization-Oriented Companies

41           Figure 1.16: Business Development FTEs at Development-Oriented Companies

41           Figure 1.17: Business Development FTEs at Commercialization-Oriented Companies

Deal Processes and Strategies

The Current Deal Climate

47           Figure 2.1: Development-Oriented Company Perceptions of Deal Costs

48           Figure 2.2: Commercialization-Oriented Perceptions of Deal Costs

49           Figure 2.3: Changes in Cost of In-Licensing (According to Commercialization-Oriented Companies)

Dealmaking Costs and ROI

51           Figure 2.4: Deal Cost By Phase for Development-Oriented Companies

51           Figure 2.5: Deal Cost By Phase for Commercialization-Oriented Companies

Getting the Right People Involved

53           Figure 2.6: Factors Affecting Departmental Involvement at Development-Oriented Companies

53           Figure 2.7: Factors Affecting Departmental Involvement at Commercialization-Oriented Companies

55           Figure 2.8: Strategic Groups Involved in Outbound Deals at Development-Oriented Companies

56           Figure 2.9: Marketing and Sales Groups Involved in Outbound Deals at Development-Oriented Companies

57           Figure 2.10: Clinical and Medical Groups Involved in Outbound Deals at Development-Oriented Companies

58           Figure 2.11: Supporting Groups Involved in Outbound Deals at Development-Oriented   Companies

60           Figure 2.12: Strategic Groups Involved in Outbound Deals at Commercialization-Oriented Companies

61           Figure 2.13: Marketing and Sales Groups Involved in Outbound Deals at Commercialization-Oriented Companies

62           Figure 2.14: Clinical and Medical Groups Involved in Outbound Deals at Commercialization-Oriented Companies

62           Figure 2.15: Supporting Groups Involved in Outbound Deals at Commercialization-Oriented Companies

63           Figure 2.16: Strategic Groups Involved in Inbound Deals at Development-Oriented Companies

64           Figure 2.17: Marketing and Sales Groups Involved in Inbound Deals at Development-Oriented C ompanies

65           Figure 2.18: Clinical and Medical Groups Involved in Inbound Deals at Development-Oriented Companies

66           Figure 2.19: Supporting Groups Involved in Inbound Deals at Development-Oriented Companies

67           Figure 2.20: Strategic Groups Involved in Inbound Deals at Commercialization-Oriented Companies

68           Figure 2.21: Marketing and Sales Groups Involved in Inbound Deals at Commercialization-Oriented Companies

69           Figure 2.22: Clinical and Medical Groups Involved in Inbound Deals at Commercialization-Oriented Companies

70           Figure 2.23: Supporting Groups Involved in Inbound Deals at Commercialization-Oriented Companies

Managing the Dealmaking Process

72           Figure 2.24: Structure of Deal Identification Efforts

75           Figure 2.25: Structure of Due Diligence Efforts

77           Figure 2.26: Tools Used by Development-Oriented Companies to Evaluate a Deal’s Potential Profitability

77           Figure 2.27: Tools Used by Commercialization-Oriented Companies to Evaluate a Deal’s Potential Profitability

81           Figure 2.28: Structure of Deal Negotiation & Finalization Efforts

Managing the Deal

Successful Versus Unsuccessful Deals

89           Figure 3.1: Development-Oriented Company Perceptions of Dealmaking Environment

90           Figure 3.2: Commercialization-Oriented Company Perceptions of Dealmaking Environment

91           Figure 3.3: Success of Deals at Development-Oriented Company

92           Figure 3.4: Success of Deals at Commercialization-Oriented Company

93           Figure 3.5: Dealmaking Problems Experienced by Development-Oriented Companies

94           Figure 3.6: Dealmaking Problems Experienced by Commercialization-Oriented Companies

Structuring Post-Deal Management

97           Figure 3.7: Control of Clinical Decisions

97           Figure 3.8: Control of Marketing Decisions

98           Figure 3.9: Structure of Post-Deal Management Efforts

99           Figure 3.10: Alliance Management Plans

101         Figure 3.11: Benefits of Alliance Management Teams

Promoting Alliance Health

Maintaining Relationships through Communication

Conflict Resolution