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Management / Strategy

Business Development Spending and Structure

Priming the Pharmaceutical Pipeline

Publication Date   August 2005
Publisher   Cutting Edge Information
Product Type   Report
Pages   181
ISBN Number   not applicable
Product Code   CUT039
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Price £2,220.00

approximately: $4,148 | €2,816

Summary


This report features qualitative and quantitative findings from 22 different companies that range from the industry's top ten to up-and-coming biotechs.

Use the data and findings in the report to accomplish critical tasks:

  • Reinforce Business Development Resources

Track budgets and headcounts levels for 18 different business development functions. Understand how

deal volume influences resource levels, and how buyers and sellers allocate their dollars.
  • Build Alliance Management Capabilities

Discover resource levels for formal alliance management groups -- and see how popular such groups are in different tiers of the deal-making arena.

  • Evolve Specialized Sub-Functions

Learn how some BD&L groups specialize around opportunity evaluation, deal negotiation and alliance management.

  • Align BD&L Strategies with Pipeline Needs:

Make business development a key player at the table that includes marketing, R&D and portfolio management. Study organizational structures to see how BD&L groups fit into different kinds of pharmaceutical and biotech companies.

  • Avoid Deal-Making Pitfalls

Conquer due diligence, conflict resolution and day-to-day alliance management with field-tested strategies and tactics. Make your firm a partner of choice by crafting deals that consistently deliver for you and your allies.

Content


  • Executive Summary
    • Figure E.1: Average Number of Inbound/Outbound Deals
    • Figure E.2: Average Number of Deals Reviewed and Closed
    • Figure E.3: Business Development Investment: Average Levels
  • Chapter 1: Business Development Resource Levels
    • Figure 1.1: Business Development Investment: Average Levels
    • Figure 1.2: Business Development Staffing: Average Levels
    • Figure 1.3: Business Development Investment: Companies Reviewing 0-5 Deals
    • Figure 1.4: Business Development Staffing: Companies Reviewing 0-5 Deals
    • Figure 1.5: Business Development Investment: Companies Reviewing 6-20 Deals
    • Figure 1.6: Business Development Staffing: Companies Reviewing 6-20 Deals
    • Figure 1.7: Business Development Investment: Companies Reviewing More than 20 Deal
    • Figure 1.8: Business Development Staffing: Companies Reviewing More than 20 Deals
    • Figure 1.9: Formal Alliance Management Sub-Functions
    • Figure 1.10: Alliance Management Resource Support
    • Figure 1.11: Formal Alliance Management Groups: Companies Reviewing 0-5 Deals
    • Figure 1.12: Formal Alliance Management Groups: Companies Reviewing 6-20 Deals
    • Figure 1.13: Formal Alliance Management Groups: Companies Reviewing More than 20 Deals
  • Deal-Making Strategy
    • Figure 1.14: Strategy behind Inbound Deals
    • Figure 1.15: Strategy behind Outbound Deals
    • Figure 1.16: Investment among Inbound Deal Makers
    • Figure 1.17: Staffing among Inbound Deal Makers
    • Figure 1.18: Investment among Outbound Deal Makers
    • Figure 1.19: Staffing among Outbound Deal Makers
    • Figure 1.20: Alliance Management: Inbound vs. Outbound Deal Makers
    • Figure 1.21: Licensing Enters the Pipeline
    • Figure 1.22: Cross-Functional Deal Making
    • Figure 1.23: Company D's Licensing Strategy Structure
    • Figure 1.24: Generics Partnering
  • Reputation and Partner-of-Choice Status
    • Figure 1.25: Steps to Partner-of-Choice Status
  • Chapter 2: Business Development Structures and Processes
  • Business Development and Licensing Structure
    • Figure 2.1: Company B's Business Development Structure
    • Figure 2.2: Company C's Split System
    • Figure 2.3: Company B's Global BD&L Function
    • Figure 2.4: Company B's Small BU Business Development Reporting Relationships
    • Figure 2.5: Company F's BD&L Structure
    • Figure 2.6: Company H's Structure
    • Figure 2.7: Company B's BD&L Finance Team
    • Figure 2.8: Company AJ's Structure
    • Figure 2.10: Company AI's Structure
    • Figure 2.9: Company AH's Structure
    • Figure 2.11: Company K's Structure
    • Figure 2.12: Virtual Pharma Model
    • Figure 2.13: Deal-Making Duration
  • Opportunity Identification and Evaluation
    • Figure 2.14: Average Number of Incoming/Outgoing Deals
    • Figure 2.15: Alliance Identification
    • Figure 2.16: Basic Market Assessment
    • Figure 2.17: Company G: Alliance Review Process
  • Due Diligence
    • Figure 2.18: Master Due Diligence Model
    • Figure 2.19: Warning Signs
    • Figure 2.20: Company Z's Ideal Timeframe
    • Figure 2.21: Company Z's Structure and Headcount
    • Figure 2.22: Vetting Deal Opportunities
  • Chapter 3: Closing and Managing Deals
    • Figure 3.1: Managing Alliances
    • Figure 3.2: Advantages/Disadvantages of Alliance Types
    • Figure 3.3: Deal-Making Duration
  • Winning New Deals
    • Figure 3.4: Average Number of Deals Reviewed and Closed
  • Alliance Management
    • Figure 3.5: Failure among Inbound Deals
    • Figure 3.6: Failure among out-Bound Deals
    • Figure 3.7: Product Stages for Inbound Deals
    • Figure 3.8: Product Stages for Outbound Deals
    • Figure 3.9: Alliance Communication
    • Figure 3.10: Alliance Handoffs