Challenges for a Maturing Biotechnology Industry: Evolve or Perish

This publication has been discontinued on December 21, 2011.

Introduction

Abstract

Introduction

Today' s biotech industry is maturing and must now change the way it operates. The industry is facing signifi cant challenges from operational, business, clinical development, and market risks. Business fundamentals, which many biotech companies have had the luxury to ignore, are now emerging as critical elements for sustainability and survival.

Get the Answers You Need to Shape Your Strategy

• Today' s biotech market is increasingly crowded and competitive. What can companies do to differentiate their products? What business fundamentals do they need to understand in order to plan a successful market strategy for their new products?
• Many successful biotech companies are surrendering their independence and merging with larger entities. What made these companies decide to give up their independence? Why have so many of them struggled even after launching blockbuster drugs?
• In the rush to develop a marketed product, many biotech companies are defi cit spending. How do some companies manage to make defi cit spending pay off? What makes others eventually collapse?
• Many biotechs have licensed away so many of the rights to their fi rst products that they do not reap substantial fi nancial rewards once the products launch. Which companies have made this mistake? Why did they make deals that left them fi nancially vulnerable?

Scope

• Challenges facing the industry: operational, business, clinical development, and market risks.
• Business fundamentals: essential information biotechs need to run their business in today' s market.
• Defi cit spending: case studies of how several biotechs handled defi cit spending.
• Competing against crowded pipelines: effective strategies, case studies.
• Projections for the future: our projections on what the future holds for the biotech industry and its synergistic relationship with the pharmaceutical industry.

Table of Contents

• Executive Summary
  • Strategic Considerations
  • Stakeholder Implications
• Reality for Today' s Biotechnology Industry
• Challenges in a Maturing Biotechnology Industry
• Balancing Sales and Manufacturing Costs That Cannibalize R&D Budgets
• Reliably Forecasting Manufacturing Capacity
• Capturing Suffi cient Value from First-Born Products
• A Startling Deduction About Blockbusters
• Managing Defi cit Spending by Public Biotechnology Companies
  • Sepracor Makes Defi cit Spending Pay Off
  • Icos' s Prolonged Negative Income Leads to Its Acquisition
  • Ligand Pharmaceuticals' Niche Markets Cannot Support Its Defi cit Spending
  • The Two Most Successful Biotechnology Companies Rarely Posted Net Losses
  • Two Platform Companies Hope for a Blockbuster to Reach Sustainability
• Effectively Competing Against Increasingly Crowded Pipelines
  • OSI Pharmaceuticals
  • Biogen Idec
• Future Projections
  • Codevelopment Partnerships and Better Drugs
  • Restructuring, Acquisition, and Collapse of Biotechnology Companies
  • Technology Platforms
  • Pharma' s Research Centers and Academic Collaborations
  • Ability to Adapt

Tables:

• 1. Essential Business Fundamentals for a Maturing Biotechnology Industry, Circa 2007
• 2. Value Capture from a Biotechnology Company' s First Product
• 3. Select U.S. Pharmaceutical Companies and High-Revenue-Generating Biotechnology Companies: History and Financials, 2005

Figures:

• 1. Sales and Manufacturing Cost Cannibalization of Icos' s R&D Budgets Following Product Launch, 2001-2005
• 2. Sepracor Financial Analysis, 1992-2006
• 3. Icos Financial Analysis, 1996-2005
• 4. Ligand Pharmaceuticals Financial Analysis, 1995-2006
• 5. Amgen Financial Analysis, 1988-2006
• 6. Genentech Financial Analysis, 1984-2006
• 7. Millennium Pharmaceuticals Financial Analysis, 1993-2006
• 8. PDL BioPharma Financial Analysis, 1992-2006

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