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市場調査レポート
製薬業界における事業開発：取引の加速
Business Development: Accelerating the Deal
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当商品の販売は、2011年06月01日を持ちまして終了しました。
Abstract
Close key deals and build a top-flight business development team:
Deal-making is an established strategy for filling company pipelines, raising
cash, expanding portfolios and driving long-term revenue. Whether companies
forge straightforward licensing agreements or long-term alliances,
organizations across the industry depend on other firms' discovery,
development and marketing capabilities to reach a range of different
objectives.
Use this report to perfect your team' s approach to different elements of the
deal-making process. Explore primary data and read other executives'
perspectives for a comprehensive look at current business development
challenges:
- Align deal making with company and therapeutic franchise strategies
- Win competitive funding and staffing
- Streamline due diligence, early deal evaluation and negotiation
- Build cross-functional excitement for new deals
- Identify red flags and watch for stumbling blocks to deal success
Table of Contents
Charts and Graphics
EXECUTIVE SUMMARY
- Figure E.1:Deal-Making Challenges
- Figure E.2: Business Development Annual Budgets: Companies With Budgets
Greater Than $1 Million
- Figure E.3: Company G: Identification for Therapeutic Areas Covered by
General Business Development
- Figure E.4: Company O: Decision-Making Process
BUSINESS DEVELOPMENT BUDGETS, STRUCTURE AND STRATEGY
- Figure 1.1: Centralization of Business Development Functions
- Figure 1.2: Business Development Annual Budgets: Companies with Budgets
Less Than $1 Million
Business Development Budgets
- Figure 1.3: Business Development Annual Budgets: Companies with Budgets
Greater Than $1 Million
Business Development and Licensing Structure
- Figure 1.4: Business Development Staffing: Companies With 10 or More FTEs
- Figure 1.5: Business Development Staffing: Companies With Fewer Than 10
FTEs
- Figure 1.6: Company L' s Business Development Structure
- Figure 1.7: Company M' s Split System
- Figure 1.8: Company L' s Small BU Business Development Reporting
Relationships
- Figure 1.9: Company O' s BD&L Structure
- Figure 1.10: Company Q' s Structure
- Figure 1.11: Company L' s Primary Care BD&L Function
- Figure 1.12: Company L' s BD&L Finance Team
- Figure 1.13: Reasons for Pursuing New Deals
Business Development Strategy
- Figure 1.14: Licensing Enters the Pipeline
- Figure 1.15: Phases in Which Companies Focus for In-Licensing Deals
- Figure 1.16: Phases in Which Companies Focus for Out-Licensing Deals
- Figure 1.17: Phases in Which Companies Focus for Inbound, Co-Development
Deals
- Figure 1.18: Phases in Which Companies Focus for Outbound, Co-Development
Deals
- Figure 1.19: Phases in Which Companies Focus for Inbound, Co-Promotion
Deals
- Figure 1.20: Phases in Which Companies Focus for Outbound, Co-Promotion
Deals
- Figure 1.21: Company T' s Licensing Strategy Structure
OPPORTUNITY IDENTIFICATION AND EVALUATION
- Figure 2.1: Structure of Deal Identification Process
- Figure 2.2: Deal Challenges: Deal Identification and Evaluation
- Figure 2.3: Deal Challenges: Identifying Deal Opportunities (by Company)
- Figure 2.4: Deal Challenges: Establishing Partner Relationships (by
Company)
- Figure 2.5: Company M' s Basic Market Assessment
- Figure 2.6: Company O' s Identification Process
- Figure 2.7: Company G: Identification Structure for Therapeutic Areas
Covered by General Business Development
- Figure 2.8: Company G: Identification Structure for Therapeutic Areas
Covered by Therapeutically Aligned BD
Best Practices
- Figure 2.9: Company P' s Alliance Review Process
The Deal Identification and Evaluation Process
- Figure 2.10: Company O' s Decision-Making Process
DUE DILIGENCE
- Figure 3.1: Deal Challenges: Due Diligence
- Figure 3.2: Master Due Diligence Model
- Figure 3.3: Warning Signs
Goals and Investments
- Figure 3.4: Duration of Due Diligence
- Figure 3.5: Due Diligence Investment
- Figure 3.6: Company G' s Due Diligence Considerations
Cooperation in Due Diligence
- Figure 3.7: Business Development Staffing By Deal Stage: Companies With Up
to 10 Cumulative FTEs
Cross-Functional Involvement
- Figure 3.8: Business Development Staffing By Deal Stage: Companies With
More Than 10 Cumulative FTEs
- Figure 3.9: Inbound Deals: Functions Involved in Due Diligence
- Figure 3.10: Outbound Deals: Functions Involved in Due Diligence
- Figure 3.11: Prevalence of Tools Used to Estimate Potential ROI
Deal Negotiation and Finalization
- Figure 4.1: Deal Challenges
- Figure 4.2: Business Development Staffing By Deal Stage: Companies With Up
to 10 Cumulative FTEs
- Figure 4.3: Business Development Staffing By Deal Stage: Companies With
More Than 10 Cumulative FTEs
- Figure 4.4: Inbound Deals: Functions Involved in Deal
Negotiation/Finalization
- Figure 4.5: Outbound Deals: Functions Involved in Deal
Negotiation/Finalization
BUSINESS DEVELOPMENT DEAL PROFILES
9 Deal Profiles that Contain the Following Data Points:
Deal Background
- Type of Deal
- Number of Bids Solicited
- Anticipated Peak Annual Sales
- Groups Involved in Steps of Deal-Making Process
Timing and Decision-Making
- Investment in Deal-Making Process
- Time to Complete Due Diligence
- Average Cost of Due Diligence
- Division of Control for Clinical Development and Marketing Decisions
Finances and Key Challenge
- Royalty Percentage
- Milestone Payment Triggers
- Key Challenge to Deal Success
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