Whether the target is a new drug or new capital, business development and licensing deals pump lifeblood into pharma companies of all sizes.
Everyone has a different motivation for dealmaking: larger companies face portfolio gaps, for example, as well as patent expirations, pipeline setbacks and other challenges. Smaller organizations may have wizards in the lab — but limited infrastructure and resources to commercialize their innovations.
Superior business development teams address critical strategic needs by aligning goals with deal opportunities, navigating negotiation challenges and establishing clear protocols to manage relationships and create lucrative partnerships.
Gain access to both sides of the negotiating table with detailed metrics and real-company practices for business development efforts of all sizes:
- Build a top-notch BD&L team: Explore structure models that bolster communication and streamline reporting relationships. Use detailed benchmarks to discover when companies pursue deals — and ensure your BD 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 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 from employee turnover.
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- Partnering for Success
- Study Methodology
- Study Definitions
- Business Development and Licensing: Five Recommendations for Success
- Business Development Team Goals, Structure and Resources
- Structuring for Success
- Licensing Activities by Company Type
- Dedicated Resources
- Deal Processes and Strategies
- The Current Deal Climate
- Dealmaking Costs and ROI
- Getting the Right People Involved
- Managing the Dealmaking Process
- Managing the Deal
- Successful Versus Unsuccessful Deals
- Structuring Post-Deal Management
- Promoting Alliance Health
- Maintaining Relationships through Communication
- Conflict Resolution
- CHARTS AND GRAPHICS
- Executive Summary
- Figure E.1: Challenges to Dealmaking Success
- Business Development and Licensing: Five Recommendations for Success
- Figure E.2: Among Outbound Co-Promoters, Licensing Activity by Phase
- Business Development Team Goals, Structure and Resources
- Figure 1.1: Financial Reasons Companies Pursue Deals
- Figure 1.2: Pipeline-Related Reasons Companies Pursue Deals
- Figure 1.3: Capability-Related Reasons Companies Pursue Deals
- Figure 1.4: Relationship-Building Reasons Companies Pursue Deals
- Structuring for Success
- Figure 1.5: Percentage of Development-Oriented Companies with a Dedicated Business Development Function
- Figure 1.6: Percentage of Commercialization-Oriented Companies with a Dedicated Business Development Function
- Figure 1.7: Percentage of Companies Performing Licensing Activities
- Licensing Activities by Company Type
- Figure 1.8: Among In-Licensing Companies, Licensing Activity by Phase
- Figure 1.9: Among Out-Licensing Companies, Licensing Activity by Phase
- Figure 1.10: Among Inbound Co-Developers, Licensing Activity by Phase
- Figure 1.11: Among Outbound Co-Developers, Licensing Activity by Phase
- Figure 1.12: Among Inbound Co-Promoters, Licensing Activity by Phase
- Figure 1.13: Among Outbound Co-Promoters, Licensing Activity by Phase
- Dedicated Resources
- Figure 1.14: Business Development Budgets at Development-Oriented Companies
- Figure 1.15: Business Development Budgets at Commercialization-Oriented Companies
- Figure 1.16: Business Development FTEs at Development-Oriented Companies
- Figure 1.17: Business Development FTEs at Commercialization-Oriented Companies
- Deal Processes and Strategies
- Figure 2.1: Development-Oriented Company Perceptions of Deal Costs
- The Current Deal Climate
- Figure 2.2: Commercialization-Oriented Perceptions of Deal Costs
- Figure 2.3: Changes in Cost of Inlicensing (According to Commercialization-Oriented Companies)
- Dealmaking Costs and ROI
- Figure 2.4: Deal Cost By Phase for Development-Oriented Companies
- Figure 2.5: Deal Cost By Phase for Commercialization-Oriented Companies
- Getting the Right People Involved
- Figure 2.6: Factors Affecting Departmental Involvement at Development-Oriented Companies
- Figure 2.7: Factors Affecting Departmental Involvement at Commercialization-Oriented Companies
- Figure 2.8: Strategic Groups Involved in Outbound Deals at Development-Oriented Companies
- Figure 2.9: Marketing and Sales Groups Involved in Outbound Deals at Development-Oriented Companies
- Figure 2.10: Clinical and Medical Groups Involved in Outbound Deals at Development-Oriented Companies
- Figure 2.11: Supporting Groups Involved in Outbound Deals at Development-Oriented Companies
- Figure 2.12: Strategic Groups Involved in Outbound Deals at Commercialization-Oriented Companies
- Figure 2.13: Marketing and Sales Groups Involved in Outbound Deals at Commercialization-Oriented Companies
- Figure 2.14: Clinical and Medical Groups Involved in Outbound Deals at Commercialization-Oriented Companies
- Figure 2.15: Supporting Groups Involved in Outbound Deals at Commercialization-Oriented Companies
- Figure 2.16: Strategic Groups Involved in Inbound Deals at Development-Oriented Companies
- Figure 2.17: Marketing and Sales Groups Involved in Inbound Deals at Development-Oriented Companies
- Figure 2.18: Clinical and Medical Groups Involved in Inbound Deals at Development-Oriented Companies
- Figure 2.19: Supporting Groups Involved in Inbound Deals at Development-Oriented Companies
- Figure 2.20: Strategic Groups Involved in Inbound Deals at Commercialization-Oriented Companies
- Figure 2.21: Marketing and Sales Groups Involved in Inbound Deals at Commercialization-Oriented Companies
- Figure 2.22: Clinical and Medical Groups Involved in Inbound Deals at Commercialization-Oriented Companies
- Figure 2.23: Supporting Groups Involved in Inbound Deals at Commercialization-Oriented Companies
- Managing the Dealmaking Process
- Figure 2.24: Structure of Deal Identification Efforts
- Figure 2.25: Structure of Due Diligence Efforts
- Figure 2.26: Tools Used by Development-Oriented Companies to Evaluate a Deal’s Potential Profitability
- Figure 2.27: Tools Used by Commercialization-Oriented Companies to Evaluate a Deal’s Potential Profitability
- Figure 2.28: Structure of Deal Negotiation & Finalization Efforts
- Managing the Deal
- Figure 3.1: Development-Oriented Company Perceptions of Dealmaking Environment
- Successful Versus Unsuccessful Deals
- Figure 3.2: Commercialization-Oriented Company Perceptions of Dealmaking Environment
- Figure 3.3: Success of Deals at Development-Oriented Company
- Figure 3.4: Success of Deals at Commercialization-Oriented Company
- Figure 3.5: Dealmaking Problems Experienced by Development-Oriented Companies
- Figure 3.6: Dealmaking Problems Experienced by Commercialization-Oriented Companies
- Structuring Post-Deal Management
- Figure 3.7: Control of Clinical Decisions
- Figure 3.8: Control of Marketing Decisions
- Figure 3.9: Structure of Post-Deal Management Efforts
- Figure 3.10: Alliance Management Plans
- Figure 3.11: Benefits of Alliance Management Teams
- Promoting Alliance Health
- Maintaining Relationships through Communication
- Conflict Resolution
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