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Alliances among biotech and pharma companies
are running
at around 1500 per year. There is an underlying need for
alliances on the part of “Big Pharma” in order to fuel
growth through access to new products and optimising drug
development and commercialisation
Big pharma has in fact become quite dependent
on licensed products and the top 20 companies have on
average 15-20% of their current sales coming from licensed
products, and this number is set to increase to around 40%
in the future, if one looks at the percentages of externally
sourced compounds in pharma company pipelines.
The deal should be considered as a
whole; the up-front payment is, oddly enough, not as
important as many companies think and focusing on the money
up-front may lead to choosing a partner who may not be the
right one for the future.
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finding the right
partner
The knowledge development of potential partners
is an on-going process that takes years and has to
be constantly updated. If dealmaking expertise is
not present within the company, seek the involvement
of outside professionals in the field.
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breakthrough in
corporate deals
The needs are different from each side. It is
crucial to focus on the top objectives of the
alliance while giving way to issues that are not top
priority. For the alliance to be successful, both
parties have to see the other’s side.
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