Pharma-Biotech Alliance Management Success: Deal Evaluation and Negotiation

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"Pharma-Biotech Alliance Management Success: Deal Evaluation and Negotiation"

Study Overview
To prosper, pharmaceutical and biotechnology companies must forge strong development and marketing alliances. To do so, business development staff must draw on strong alliance creation skills and tactics. This research will help pharma and biotech business development executives to conduct a gap analysis based by benchmarking their own performance and practices against those at best-in-class companies.


Key topics

• Strategic Alignment
• Commitment
• Communication
• Negotiation
• Due Dilligence
• Cultural Fit

• Highlight the relevance of business development assets that you possess to demonstrate a compelling strategic fit.
• *One company wanted a partner who was able to reach specialists working in emergency rooms and cited this ability as the keystone in its ultimate choice in partners.

• Choose and empower a designated deal-process manager who can efficiently and honestly navigate negotiation-and-decision milestones to demonstrate seriousness of intent.
• *An interviewed business development executive chose one pharmaceutical company for an alliance because the point person in charge of the deal showed persistence in getting buy-in from teams within his company and pushed the deal forward “at a pace that small biotechs expect.”

• Team leaders should not limit or filter communications between teams to ensure high levels of responsiveness.
• *One executive judged its partner company to have a sluggish pace because the counterpart at the partner company was very slow to respond to requests and created a “bottleneck” effect to communication.

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