Pharmaceutical Strategic Alliances: Maximizing Returns from Collaborative Development and Commercialization : Market Research Report

Pharmaceutical Strategic Alliances: Maximizing Returns from Collaborative Development and Commercialization

Published: Sep. 1, 2006 - 111 Pages

Executive Summary: Introducing strategic alliances; Co-commercialization alliances; Co-development alliances; Multi-product and technology platform alliances; Joint ventures; Collaborative best practices
Chapter 1 Introducing pharmaceutical alliances: Summary; Introduction; Report outline
Chapter 2 Co-commercialization alliances: Summary; Introduction; Lipitor (atorvastatin) - Warner Lambert and Pfizer; Prandin (repaglinide) - Novo Nordisk and Schering-Plough; Levitra (vardenafil) - Bayer, GlaxoSmithKline and Schering-Plough; Velcade (bortezomib) - Millennium and Ortho Biotech
Chapter 3 Co-development alliances: Summary; Introduction; Campath (alemtuzumab) - LeukoSite, Ilex Oncology and Schering AG; Tarceva (erlotinib) - OSI and Genentech; Erbitux (cetuximab) - ImClone and BMS; Byetta (exenatide) - Amylin and Eli Lilly
Chapter 4 Multi-product and technology: platform alliances; Summary; Introduction; Genentech and Roche; Millennium and Bayer; Vertex and Novartis
Chapter 5 Joint ventures: Summary; Introduction; TAP Pharmaceuticals; Novogyne; Lilly ICOS
Chapter 6 Collaborative best practices: Summary; Introduction
Chapter 7 Appendix: Index
List of Figures: Figure 2.1: Lipitor (atorvastatin) global sales, 1997-2005; Figure 2.2: Prandin/NovoNorm (repaglinide) global sales, 1998-2005; Figure 2.3: Levitra (vardenafil) global sales, 2002-2005; Figure 2.4: Velcade (bortezomib) deal terms; Figure 2.5: Velcade (bortezomib) global sales, 2003-2005; Figure 3.6: Campath (alemtuzumab) global sales, 2002-2005; Figure 3.7: Tarceva (erlotinib) deal terms; Figure 3.8: Tarceva (erlotinib) global sales, 2004-2005; Figure 3.9: Erbitux (cetuximab) deal terms; Figure 3.10: Erbitux (cetuximab) global sales, 2004-2005; Figure 3.11: Byetta (exenatide) deal terms; Figure 3.12: Byetta (exenatide) global sales, Q2 2005 - Q2 2006; Figure 4.13: Genentech/Roche alliance revenues, 2005; Figure 4.14: Millennium/Bayer deal terms; Figure 4.15: Vertex/Novartis deal terms; Figure 5.16: TAP sales and joint venture income, 1998-2005; Figure 5.17: Novogyne sales and net income, 1999-2005; Figure 5.18: Cialis (tadalafil) sales, 2002-2005
List of Tables: Table 5.1: TAP results timeline, 1977-2005

Abstract

In today’s competitive environment, alliances are critical for pharmaceutical companies to optimize R&D and marketing synergies and share risks in order to develop pipelines. Companies must maximize their licensing and alliance management capabilities in order to bring new drugs to the market successfully, while minimizing the potential for failure. ‘Pharmaceutical Strategic Alliances’ provides in-depth case studies focusing on deal outcomes, and highlights key success factors in agreeing and executing strategic alliances. The report isolates four key alliance structures - co-commercialization, co-development, multi-product and joint ventures - presenting a series of in-depth industry examples providing critical insights into current best practices and key recommendations for forming successful strategic alliances. Use this report to understand the complexities of the various types of strategic alliances, analyze the key issues and critical success factors behind building and managing effective alliances and ensure you negotiate the best deal terms for your company.

Key findings of the report:

Lipitor’s (atorvastatin) early success had much to do with the co-promotion alliance between Warner-Lambert and Pfizer and their ability to collaborate effectively. Pfizer’s market insight and sales expertise complimented Warner-Lambert’s clinical trial experience with Lipitor (atorvastatin) and their belief in the drug’s huge potential.
Genentech and its partner, Roche, were able to secure rights to Tarceva (erlotinib) by virtue of its reputation as a partner of choice. An earlier Genentech alliance with IDEC had led to a successful commercial relationship for Rituxan (rituximab), and as a result of its ongoing relationship with Roche, the company was one of the few biotech companies able to offer global marketing reach.
A key lesson from the Cialis (tadanafil) joint venture is the value that a strong working relationship brings to the successful launch of new brand.
The key lesson to be taken from the Erbitux (cetuximab) US co-promotion agreement is the danger of over-reaching by a biotech company with a promising late-stage drug. With the benefit of hindsight, Bristol-Myers Squibb should not have initially agreed to hand responsibility for regulatory submissions to ImClone.

Key questions answered in this report:

What are the key best practices for alliance deal-making and management?
What factors can be implemented to maximize the value of a co-promotion agreement?
How can deal terms be negotiated to allow for effective and efficient co-development?
What qualities are required when building a reputation as a co-promotion co-development partner of choice?
What strategies can be implemented when deal results begin to fall behind expectations?
What is the value of a successfully completed deal to forming new deals with new companies in the future?

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Pharmaceutical Strategic Alliances: Maximizing Returns from Collaborative Development and Commercialization

Table of Contents

Abstract