Business Development Spending and Structure

Priming the Pharmaceutical Pipeline

Publication Date	August 2005
Publisher	Cutting Edge Information
Product Type	Report
Pages	181
ISBN Number	not applicable
Product Code	CUT00024

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Summary

This report features qualitative and quantitative findings from 22 different companies that range from the industry's top ten to up-and-coming biotechs.

Use the data and findings in the report to accomplish critical tasks:

Reinforce Business Development Resources

Track budgets and headcounts levels for 18 different business development functions. Understand how

deal volume influences resource levels, and how buyers and sellers allocate their dollars.

Build Alliance Management Capabilities

Discover resource levels for formal alliance management groups -- and see how popular such groups are in different tiers of the deal-making arena.

Evolve Specialized Sub-Functions

Learn how some BD&L groups specialize around opportunity evaluation, deal negotiation and alliance management.

Align BD&L Strategies with Pipeline Needs:

Make business development a key player at the table that includes marketing, R&D and portfolio management. Study organizational structures to see how BD&L groups fit into different kinds of pharmaceutical and biotech companies.

Avoid Deal-Making Pitfalls

Conquer due diligence, conflict resolution and day-to-day alliance management with field-tested strategies and tactics. Make your firm a partner of choice by crafting deals that consistently deliver for you and your allies.

Content

Executive Summary
- Figure E.1: Average Number of Inbound/Outbound Deals
- Figure E.2: Average Number of Deals Reviewed and Closed
- Figure E.3: Business Development Investment: Average Levels
Chapter 1: Business Development Resource Levels
- Figure 1.1: Business Development Investment: Average Levels
- Figure 1.2: Business Development Staffing: Average Levels
- Figure 1.3: Business Development Investment: Companies Reviewing 0-5 Deals
- Figure 1.4: Business Development Staffing: Companies Reviewing 0-5 Deals
- Figure 1.5: Business Development Investment: Companies Reviewing 6-20 Deals
- Figure 1.6: Business Development Staffing: Companies Reviewing 6-20 Deals
- Figure 1.7: Business Development Investment: Companies Reviewing More than 20 Deal
- Figure 1.8: Business Development Staffing: Companies Reviewing More than 20 Deals
- Figure 1.9: Formal Alliance Management Sub-Functions
- Figure 1.10: Alliance Management Resource Support
- Figure 1.11: Formal Alliance Management Groups: Companies Reviewing 0-5 Deals
- Figure 1.12: Formal Alliance Management Groups: Companies Reviewing 6-20 Deals
- Figure 1.13: Formal Alliance Management Groups: Companies Reviewing More than 20 Deals
Deal-Making Strategy
- Figure 1.14: Strategy behind Inbound Deals
- Figure 1.15: Strategy behind Outbound Deals
- Figure 1.16: Investment among Inbound Deal Makers
- Figure 1.17: Staffing among Inbound Deal Makers
- Figure 1.18: Investment among Outbound Deal Makers
- Figure 1.19: Staffing among Outbound Deal Makers
- Figure 1.20: Alliance Management: Inbound vs. Outbound Deal Makers
- Figure 1.21: Licensing Enters the Pipeline
- Figure 1.22: Cross-Functional Deal Making
- Figure 1.23: Company D's Licensing Strategy Structure
- Figure 1.24: Generics Partnering
Reputation and Partner-of-Choice Status
- Figure 1.25: Steps to Partner-of-Choice Status
Chapter 2: Business Development Structures and Processes
Business Development and Licensing Structure
- Figure 2.1: Company B's Business Development Structure
- Figure 2.2: Company C's Split System
- Figure 2.3: Company B's Global BD&L Function
- Figure 2.4: Company B's Small BU Business Development Reporting Relationships
- Figure 2.5: Company F's BD&L Structure
- Figure 2.6: Company H's Structure
- Figure 2.7: Company B's BD&L Finance Team
- Figure 2.8: Company AJ's Structure
- Figure 2.10: Company AI's Structure
- Figure 2.9: Company AH's Structure
- Figure 2.11: Company K's Structure
- Figure 2.12: Virtual Pharma Model
- Figure 2.13: Deal-Making Duration
Opportunity Identification and Evaluation
- Figure 2.14: Average Number of Incoming/Outgoing Deals
- Figure 2.15: Alliance Identification
- Figure 2.16: Basic Market Assessment
- Figure 2.17: Company G: Alliance Review Process
Due Diligence
- Figure 2.18: Master Due Diligence Model
- Figure 2.19: Warning Signs
- Figure 2.20: Company Z's Ideal Timeframe
- Figure 2.21: Company Z's Structure and Headcount
- Figure 2.22: Vetting Deal Opportunities
Chapter 3: Closing and Managing Deals
- Figure 3.1: Managing Alliances
- Figure 3.2: Advantages/Disadvantages of Alliance Types
- Figure 3.3: Deal-Making Duration
Winning New Deals
- Figure 3.4: Average Number of Deals Reviewed and Closed
Alliance Management
- Figure 3.5: Failure among Inbound Deals
- Figure 3.6: Failure among out-Bound Deals
- Figure 3.7: Product Stages for Inbound Deals
- Figure 3.8: Product Stages for Outbound Deals
- Figure 3.9: Alliance Communication
- Figure 3.10: Alliance Handoffs