The pharmaceutical sector is undergoing an incredible deal of improve. Companies such as Pfizer and Lilly are facing significant products patent expirations. In addition, company pipelines are inadequate to exchange the revenues lost to patent expirations. Lastly, EU-based and US-based corporations and US are shifting their corporations in the direction of higher-growth markets in China, India, together with other Emerging Marketplaces, creating interior organizational turmoil inside their house markets. David Johnson Cane Bay can help you to review your risk management.
As lots of organizations know, it’s decreasingly feasible to simply “research” your way out of these complications. Part of the answer to these challenges is establishing and executing what we broadly seek advice from to be a Enterprise Advancement and Licensing approach (BD&L). This method would include any and all options for seeking and financing external partnerships, licenses, mergers, and/or acquisitions.
Of course all multinational pharmaceutical and biotechnology corporations have an BD&L group, usually led by a member on the senior management team. Larger companies will have a team of a dozen or more executives, directors, and managers responsible for sourcing, analyzing, and recommending enterprise development opportunities. Even smaller companies will have one or two individuals formally charged with the BD&L process.
So why should pharmaceutical businesses, even large ones with large BD&L teams, use consulting companies to assist them? We believe there are three motives why this is the case:
Improvement of an Overarching Framework – Numerous pharmaceutical and biotechnology businesses should be applauded for having a strategic and focused BD&L framework. Quite a few corporations know exactly what they are looking for, i.e., asset type, stage of improvement, geography, offer structure, and so forth. A framework, even a simple one, makes it easier for the search team to identify and quickly eliminate opportunities that do not fit. This then enables the team to focus more time on those opportunities which might be a good fit. This results in better due diligence and faster deal making.
Unfortunately, there are numerous corporations which do not take a framework-driven approach. Quite a few searches are haphazard, where companies look for anything with a certain revenue potential, or anything that can be sold by their existing sales and marketing infrastructure. In our experience, any approach which aims to simply provide the sales organization with products to sell is unsustainable in the long run.
Savvy BD&L executives can leverage consultancies to help them develop this overarching framework, identifying the key variables which are important to the company, its management, and its shareholders. Pharmaceutical administration consultants can bring an objective perspective to an exercise which, if done properly, results in a roadmap that the BD&L team can then use to plan and execute a BD&L tactical plan.
Broaden Skill Set – We have noticed that several smaller BD&L teams have strengths and skills in some areas, but not others. For example, some corporations have BD&L teams led by scientists or clinicians or attorneys who lack the experience to quantitatively and financially assess opportunities. Using a consultancy can provide unbiased, rigorous quantitative analysis and financial modeling.