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Products & Services

Profitable Partnerships: Developing Excellence in Alliances

ID: OP-98


Features:

10 Info Graphics

15 Data Graphics

135 Metrics

28 Best Practices


Pages: 68


Published: Pre-2014


Delivery Format: Shipped


 

License Options:
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Single User: Authorizes use by the person who places the order or for whom the order was placed.

Sitewide: Authorizes use of the report for a geographic site. All people at site can view the report for a year and copies can be printed.

Corporate: Authorizes use for the entire company for a year and copies can be printed. No limitations for usage inside the company.




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919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS

Competition to secure inlicensing deals for the most promising new compounds is increasing, and the balance of power between big Pharma companies and small biotechs in these deals is shifting. Larger companies can no longer expect start-up companies simply to take the most generous licensing offer without consideration of other deal factors. These smaller companies seek hard evidence of commitment and expertise in alliance partners, as well as an increased role in decision-making and commercialization of new products from their partners. These goals are often at odds from the larger firm's desire to maintain control over the marketing and sales efforts in alliances. Such natural differences in objective can generate natural tension between large and small companies. If not handled well, challenges inherent in both codevelopment and co-promotion alliances can damage the health and progress of the resulting relationships.

In light of the changing deal landscape and these critical alliance management issues, business development organizations at large Pharmaceutical and biotech companies alike seek to improve their own business development efforts to successfully negotiate strategic alliances that are most valuable to their goals. This study looks at the most critical factors in managing the deal-making process. Specifically, this study examines the areas of:

  • Strategic Alignment
  • Cultural Fit
  • Communication
  • Commitment
  • Due Diligence
  • Negotiation
  • Decision-making Process
  • Flexibility
  • Team Coordination
  • Resources

Industries Profiled:
Pharmaceutical; Biotech


Companies Profiled:
Aderis; Atherogenics; Atrix; Bristol-Myers Squibb Medical Imaging; Cardiome; CV Therapeutics; Micrologix; GlaxoSmithKline; Astellas.

Study Snapshot

Profitable Partnerships: Excellence in Alliances (OP-98) examines how the business development executives at biotechnology and pharmaceutical companies view success in alliance creation, development and execution. This report captures metrics which rank and evaluate the importance of key factors that drive success in deals. It explains insights from business development executives on strengths and weaknesses in deal making and execution. By studying these metrics and narratives, your company will gain the necessary information to conduct a performance gap analysis, identify potential areas for improvement, and then close performance gaps in your business development team.

Key Findings

1. Exhibit transparency throughout the alliance to build trust and maximize efficiency.
Displaying openness during and after the negotiation phase of a deal is an element that most interviewed executives cited as necessary to ensure success.
2. Manage the natural tension between large and small companies during negotiations to facilitate alliance progress.
Cooperation usually is not a natural act for companies in the same industry – best-in-class companies recognize this tension and work to openly resolve conflict and encourage cooperation.
3. Openly discuss scenarios in risk-taking to make sure expectations are clear.
Interviewed executives cited frequent disappointment with issues of risk-taking when dealing with partner companies.


Table of Contents


Table of Contents
Executive Summary
Project Overview 1
Survey Methodology 2
Report Structure and Organization 4
Key Findings and Recommendations 5
Next Steps 8
Deal Evaluation and Negotiation
Overview 10
Strategic Alignment 12
Commitment 17
Communication 23
Negotiation 29
Due Diligence 36
Cultural Fit 39
Alliance and Relationship Management
Overview 44
Decision-Making Process 46
Flexibility 55
Team Coordination 61
Resources 66

Roles and Responsibilities
Chapter Contents 61
Overview 63
Creating and Implementing Standards and Policies 64
Pushing Ownership for H&S Activities to Line Personnel 69
Compliance Enforcement and Performance Measurement 73
Resource Management 81

List of Charts & Exhibits


LIST OF EXHIBITS:
Ideal Partner Representative
Biotech vs. Pharma
Deal Evaluation and Negotiation
Strategic Alignment: Assessment of Elements
Strategic Alignment: Ranking of Elements
Strategic Alignment: Summary
Commitment: Assessment
Commitment: Ranking Elements
Commitment: Summary
Communication: Assessment
Communication: Ranking
Communication: Summary
Negotiation: Assessment
Negotiation: Ranking
Negotiation: Summary
Due Diligence: Assessment
Due Diligence: Ranking
Cultural Fit: Assessment
Cultural Fit: Ranking Elements
Cultural Fit: Summary
Alliance Management and Relationship Evolution
Decision-Making Process: Assessment
Decision-Making Process: Ranking
Decision-Making Process: Summary
Flexibility: Assessment
Flexibility: Ranking
Flexibility: Summary
Team Coordination: Assessment
Team Coordination: Ranking
Team Coordination: Summary
Resources: Assessment
Resources: Ranking