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A Global Recession Drives New Business Strategies and Evolving Business Models in the Biopharma Industry
Decision Resources, Inc., Sep 2009, Pages: 36
The biotechnology and pharmaceutical sectors as we know them will soon cease to exist. Companies in these sectors have come face-to-face with the harrowing ordeals of a global recession. Four stresses on the industry are rapidly depleting cash reserves, changing sources of growth, the specter of comparative effectiveness, and the threat posed by biosimilars. Staying alive in the short term and creating a more viable way of doing business are serious concerns. Many biotech companies have put themselves on ice with skeleton staffs in an attempt to ride out the recession, but they may never recover their scientific momentum. Mid-tier pharmaceutical companies are scrambling and fear for their independence. A new world order is on the horizon that will be a more unified biopharmaceutical industry. This report addresses the issues underlying the evolving nature of the biotech and mid-tier pharmaceutical sectors and identifies strategies and opportunities for moving forward.
Questions Answered in This Report
- According to the founder of Excalibur, a medical sciences investment house, biotech is facing “the most serious, dire situation that the sector has ever been in.” What strategies are companies using to survive? What strategies will have better chances of success?
- Burrill & Co.’s CEO has said, “The technology we’ve developed over the last 40 years is great at keeping us alive, but it’s not economically viable.” What are the alternative strategies? Is cost-effectiveness research the answer?
- Sanofi -Aventis’s CEO has said, “If you can partner, why acquire?” How has the nature of biotech-pharma collaborations changed? What is the prime directive of cash-strapped biotechs?
- Eli Lilly’s and GlaxoSmithKline’s CEOs do not believe that mega-mergers bring the added value that they should. What strategies does GlaxoSmithKline favor? What recent deals has the company executed? Why is Lilly confident of its ability to remain independent, and how will it do so?
- Mid-tier pharma is struggling to survive and remain independent. What approaches are Bayer Schering, Takeda, and Lilly pursuing? What could be the unintended consequences?
Scope
- Biotech industry: Bankruptcy, venture capital investing, bailout, cash reserves, comparative effectiveness, biosimilars, liquidation, job losses, white knights, IPOs, culling, registered direct offerings (RDOs), private investment in public equity (PIPE), corporate venture funds, number of venture deals 1995-2009.
- Pharmaceutical industry: Changing growth sources, mature markets, bioinvestment, biosimilars regulatory pathway, NICE’s July 2009 rejection of Merck-Serono’s Erbitux (cetuximab), E7 countries, top 25 pharma companies, top 20 pharma markets, midsize pharma, unintended consequences, survival strategies, animal health businesses, specialty medicines, biologics, consumer health.
- Strategies and business models: A ranking of 11 survival strategies in play in the pharmaceutical industry, cash-outs, FIPCOs, virtualization, hibernation, consolidation, reverse merger, emerging markets, selectively integrated business model, co-development, co-commercialization, Big Pharma collaboration, mega-mergers, joint ventures, takeovers, M&As, inlicensing, combined brand/generics model, proof-of-concept trials, spin-offs, diversification, divestments, evolve or die, geographic expansion, alliances.
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