Biotechnology-pharmaceutical company alliance


Dec 6, 2012 (6 years and 6 months ago)


Producers of the innovative
products in the healthcare





Medical device

Information technology

Pharmaceutical Sector

Pharmaceutical Sector

a high risk, long time lines for development and investment on

pharmaceutical therapy yields a tremendous productivity
improvements and tremendous care gains.

producers need to find ways of being more efficient to control the
prescription costs


newer drugs have fewer side effects, less interactions with other
drugs, and better efficacy and time duration than older drugs.

Pharmaceutical Sector

newer drug technology treat a disease
that previous medications did not.

as we age, our prescription bill goes

# of prescriptions, newer and more
expensive drugs and therapies.

anticipated population growth and
GDP are the criteria determining the

Pharmaceutical Sector

Pharmaceutical Pricing:

the level of capability of drugs.

existing agents treating the disease.

contributing to patient’s health & well

a lower bias if the medicine is useful mostly for
elderly patients.

an upward bias if the drug is a biotechnology
drug due to higher risk funding and
manufacturing complexity.

Pharmaceutical Sector


value for the investment.

technological feasibility.

competitive advantage and

Pharmaceutical Sector


pharmaceutical discovery,
development, manufacturing, and
marketing are no more efficient
today than they were twenty
years ago.

discovery researcher’s tools have
increased as well as the overall cost
of deploying them.

lack of biological understanding
results in low productivity and high
variability in pharmaceutical research
and development.

more dependent on the
biotechnology industry as its engine
of innovation for new drugs.

Pharmaceutical Sector


clinical trials are becoming more complex
and data intensive.

success rates decline and total drug
development time increases.

a tremendous cost savings for
pharmaceutical discovery, if research
hypothesis can be tested earlier in the
discovery phase.

building an organizational culture that is
flexible, quick to adapt, able to succeed at
risk taking is the key to organizational
advantage in pharmaceutical business.

Pharmaceutical Sector


accounts for 1/3 of the human resources.

consumes more expenses than R&D.

FDA imposes Good Manufacturing Practices

misjudgment of capacity requirements resulted in
product shortages.

approximately 5,000 days or more for any drug to launch
globally from conception stage.

Pharmaceutical Sector

Value Chain within Manufacturing:

For Making the medicine.

bulk manufacturing is to increase yield,
maximize asset utilization, and minimize
adverse health, safety, and environment

F/F/F (Form/Fill/Finishing) sites are
typically not outsourced as they control
the product’s appearance and
packaging, and also pricing discussions
for new pharmaceuticals.

Pharmaceutical Sector

Value Chain within

For Supplying the medicine.

pharmaceutical companies see
little benefit in vertical integration
due to low profit margin associated
with the drug distribution business.

Manufacturing performance,
system integration, and customer
focused culture are the three key
factors influencing customer service

Pharmaceutical Sector

Manufacturing Excellence:

Forecast accuracy

influences both short term

and long term supply of

medicine; drives appropriate

capacity planning.

Compound potency

influences manufacturing

operation and economics.

Process robustness.

Pharmaceutical Sector


one sales representatives

with physicians is the
primary driver of sales growth.

channel access to customers

websites and call
centers for commonly asked questions concerning a
company’s drugs.

customer relationship management

analysis of
customers information by behaviors and beliefs to find the
best targeted communications.

detailing, telephone detailing, and video detailing

physicians participate at a time and place of his or her
convenience and preference.

Biotechnology Sector

Biotechnology Sector

a scientific discovery in genetic engineering
to improve healthcare. For example, cloning of
specific sequences of DNA.

biotechnology drug development’s product
life cycle spans about fifteen years from
discovery through commercialization.

Drugs made from monoclonal antibodies and
other natural proteins, tissue plasminogen
activator and erythropoietin, could be produced
with the new genetic engineering techniques.

Biotechnology Sector

US Supreme Court grants patent on genetically
engineered cell under Section 101.

Genentech is the founder of the biotechnology
industry along with Amgen, Biogen, Genetics
Institute, Cetus, Chiron, Repligen, and Centocor.

at least 196 biotechnology drugs on the market
since 1982 and more than 370 new products in
clinical development.

US biotechnology company revenues reached
$46.2 billion in 2003. However many drugs are
licensed to pharmaceutical companies prior to
launch causing difficulty to know the exact
revenue generated by drugs.

Biotechnology Sector

Impact on Healthcare:

pharmaceutical sector





academic research and technology transfer

Biotechnology Sector

Key Driver of the
Biotechnology Sector:

the invention of new
technologies applicable to
drug discovery and

monoclonal antibodies

basis of many approved
biotechnology drugs.


change drug
discovery, shorten
pharmaceutical product.


study of
proteins’ structure and
function. To discover ways
proteins may be useful in drug

Biotechnology Sector

Business Models:


the model that many of the
first wave of biotechnology companies

Technology Platform Model

variety of types of technology.


license their initial products
to a large pharmaceutical company in
exchange for a royalty on sales.


pharmaceutical companies
that are developing small molecule
based drugs.

Biotechnology Sector

Financing and the Capital Markets:

over $85 billion in private capital has been
invested in the biotechnology sector in the last six
years (1998

allies with pharmaceutical companies play a
major role.

continue to have access to capital from a variety
of sources.

public debt and PIPEs, private investment in
public equity, have played an important role in
funding young companies.

Biotechnology Sector

company alliance:

pharmaceutical company is a large,
multinational, fully integrated, multi
layered, well
resourced, public company that has been in
business for many years.

biotechnology company is a much smaller,
limited private company, highly
influenced by its investors, with a limited
management structure and core technology or
product base and with a fast
entrepreneurial culture and few processes.

Biotechnology Sector

pharmaceutical company

Biotechnology advantage

1) Are able to access capital in order to fund
research. In 2003 in the US, biotechnology raised
almost $10 billion from pharmaceutical alliances.

2) Gain validation of their products or technology
by the more experienced large pharmaceutical

3) Are able to access capabilities

development, regulatory, and marketing and sales

that they do not have in order to complete the
development and commercialization of their own

Biotechnology Sector

company alliance:

Pharmaceutical advantage

Gain access to product opportunities to fill their

2) Can acquire or access innovative technologies
that can support drug discovery and development
at lower risk than the cost of building them from

3) Can access some of the culture of scientific
innovation that big companies often struggle to
replicate within the context of their complex
management structures.

Biotechnology Sector

Managing a biotechnology firm:

Effective management

Access to capital

High quality science

Entrepreneurial culture

Flexibility to change and adjust strategy

Recruiting for top management positions

Biotechnology Sector

Global Structure of Biotechnology firms:

Extensive resource and time of building infrastructure

Gaining marketing approval from the local regulatory
authorities and

Marketing of pharmaceutical products is prohibitive.

Individual national markets are not large enough to
support cost.

Cultural and regulatory differences

Mergers & Acquisitions in
Pharmaceutical Sector

Mergers & Acquisitions in
Pharmaceutical Sector

Mergers & Acquisitions:


when a company being
acquired by a similar size company.


when a company
being acquired by a larger size
company. Gain a particular
technology or product with positive
risk of opportunity.

Mergers & Acquisitions in
Pharmaceutical Sector

increasing trend in mergers and
acquisitions in pharmaceutical companies.

several good reasons for M&A.

Economies of scale are seldom realized,
except for sales and marketing.

M&A tends to report little financial impact.

utilized to sustain growth rates in
increasing large firms.

satisfies the demand for earnings growth.

Medical Device Sector

Medical Device Sector

one of the most attractive and profitable among all businesses.
It accounts for approximately $165 billion in worldwide revenues
per year.

range from the simplest surgical staples/sutures to the
complex electronic implantable devices.

three characteristics

sustainable growth, high profitability,
and rapid change.

sustainable growth due to demographics, unmet clinical
needs, procedure penetration, and price.

reduction in the number of medical technology initial public
offering of a company’s stock (IPOs) during the last ten years.

The three necessary requirements for the development of
medical device companies

financial and intellectual capital,
technological know
how, and a supportive regulatory

Medical Device Sector

medical technology demand and supply is exceedingly
“inelastic”. That is, demand does not depend on price.

larger companies have capabilities to influence the market for
new innovative products.

expenditures on medical devices are buried in the hospital
costs and expenditures.

procedures and medical personnel are extraordinary

an important role in the value chain

and cost continuum of care.

trend toward drug
device combinations


The Healthcare Information technology

The Healthcare Information
technology Sector

Healthcare IT spending in the US
is only 2.5 percent of overall
health expenditures. Expecting
to grow at a near double digit
rate worldwide for the next

Increase healthcare quality and efficiency

Prevent medical errors

Reduce healthcare costs

Decrease paperwork and administrative works

Improve tracking of chronic disease management

The Healthcare Information
technology Sector

increase investment in healthcare clinical information

to improve clinical performance and efficiency.

increase regulatory to assure interoperability and

IT will help healthcare professionals

consumers will find easier access to medical knowledge
and to care provision.

The Healthcare Information technology

information technology can connect patient diagnostics to
remote providers.

converging in technologies

IT will lower barriers to access to medical knowledge and
consultation both regionally and worldwide.

The Healthcare Information
technology Sector

Problems/challenges for
Healthcare organization
in information technology:

The complexity of healthcare
organizations creates difficulty
in adapting modern IT.

The inability to extract and organize data retrieved from data
repository in a format that enables clinicians to use it.

Infrastructure, hardware, middleware, GUI, database management
utilities, computer memory, disk storage capacity, systems
integration, and cost of clinical informatics software.

The Healthcare Information
technology Sector

Healthcare IT Applications


diagnostic radiology picture archiving & communication systems (PACS)

remote clinical management systems

hospital and ambulatory


directed health insurance plans and real
time claims

management and payment systems.

clinical decision support systems.

Conclusion & Recommendation

each healthcare sectors must possess greater understanding of the
others in order to collectively add value to the healthcare provider
and consumer.

Focus on strategic alliances that allow them to achieve economies
of scale and integration.

Pharmaceutical and biotechnology firms are now relying on
genomic and proteomic foundations for drug discovery. More
interdependent on innovation and adoption.

Biotechnology firms have spent more of their revenues on R&D
than what pharmaceutical sector is spending at 15

20 percent.

Among all the five sectors, medical device firms are the best dealing
with innovation and commercialization.

Mergers and Acquisitions (M&A) creates another common business
model in an effort to leapfrog the competition, facilitate convergence
of complementary technologies, increase attractiveness, and achieve
economies of scale.

Conclusion & Recommendation

Keys to be competitive advantage are based on combinations of
“resources” and “routines” that are unique to a firm.

financial, scale, and sales channels are important resources.

organizational routines and capabilities that are critical to success
are ability to manage knowledge, integrative mechanisms, portfolio
management and optimization, management of strategic alliances
and collaboration, and managing the balancing act. Affordable
innovation is the most important capability in the future.

Is there a market?... Can the firm deliver?