Strategic Alliances in Biotechnology and Pharmaceuticals

Strategic Alliances in Biotechnology and Pharmaceuticals
Author: Hans-Werner Gottinger
Publisher:
Total Pages: 0
Release: 2010
Genre: Alliances stratégiques (Affaires).
ISBN: 9781608769971

This book covers a strategic industry analysis of a globally operating pharmaceutical and biotechnology industry. Both biotechnology and large pharmaceutical firms compete in a network industry characterised by rapid technological change which leads to industry change and market structure. In particular, these firms depend on the creation of new knowledge. New knowledge presents particular issues regarding transferability. Innovation potentials and alliance competencies should be prevalent in any market characterised by fast changing intangible assets , given the difficulties in trading intangibles; moreover, in industries with very high rates of technology change, technologies can be introduced that create new market segments, obsolesce existing product lines, and create substantial competitors from previously little-known firms.

Leading Biotechnology Alliances

Leading Biotechnology Alliances
Author: Alice M. Sapienza
Publisher: Wiley-Liss
Total Pages: 226
Release: 2001-04-09
Genre: Business & Economics
ISBN:

Nearly all pharmaceutical and biotechnology companies are forming strategic alliances, presenting formidable management challenges. "Leading Biotechnology Alliances: Right from the Start" provides immediately applicable tools for managing human relationships involved in these strategic alliances.

From Breakthrough to Blockbuster

From Breakthrough to Blockbuster
Author: Donald L. Drakeman
Publisher: Oxford University Press
Total Pages: 241
Release: 2022
Genre: Biotechnology industries
ISBN: 0195084004

"Beginning in the 1970s, several scientific breakthroughs promised to transform the creation of new medicines. As investors sought to capitalize on these Nobel Prize-winning discoveries, the biotech industry grew to thousands of small companies around the world. Each sought to emulate what the major pharmaceutical companies had been doing for a century or more, but without the advantages of scale, scope, experience, and massive resources. How could a large collection of small companies, most with fewer than 50 employees, compete in one of the world's most breathtakingly expensive and highly regulated industries? This book shows how biotech companies have met the challenge by creating nearly 40% more of the most important treatments for unmet medical needs. Moreover, they have done so with much lower overall costs. The book focuses on both the companies themselves and the broader biotech ecosystem that supports them. Its portrait of the crucial roles played by academic research, venture capital, contract research organizations, the capital markets, and pharmaceutical companies shows how a supportive environment enabled the entrepreneurial biotech industry to create novel medicines with unprecedented efficiency. In doing so, it also offers insights for any industry seeking to innovate in uncertain and ambiguous conditions. Looking to the future, it concludes that biomedical research will continue to be most effective in the hands of a large group of small companies as long as national healthcare policies allow the rest of the ecosystem to continue to thrive"--

Strategic Orientation and Alliance Portfolio Configuration

Strategic Orientation and Alliance Portfolio Configuration
Author: Katharina Wratschko
Publisher: Springer Science & Business Media
Total Pages: 196
Release: 2009-07-06
Genre: Business & Economics
ISBN: 3834994596

Following the resource-based view, social network theory and transaction cost theory, Katharina Wratschko shows the complex relationship between a firm’s business strategy and its alliance portfolio.

Strategic Alliances as Social Facts

Strategic Alliances as Social Facts
Author: Mark De Rond
Publisher: Cambridge University Press
Total Pages: 252
Release: 2003-06-19
Genre: Business & Economics
ISBN: 9780521811101

How can we explain a proliferation of alliances when the probability of failure is higher than success? And why have we emphasized their order, manageability and predictability whilst acknowledging that they tend to be experienced as messy, politically charged and unpredictable? Mark de Rond, in this provocative book, sets out to address such paradoxes. Based on in-depth case studies of three major biotechnology alliances, he suggests that we need theories to explain idiosyncracy as well as social order. He argues that such theories must allow for social conduct to be active and self-directed but simultaneously inert and constrained, thus permitting voluntarism, determinism, and serendipity alike to explain causation in alliance life. The book offers a highly original combination of insights from social theory and intellectual history with more mainstream strategic management and organizations literature. It is a refreshing and thought-provoking analysis that will appeal to practitioner and academic researcher alike.

Innovation and Commercialisation in the Biopharmaceutical Industry

Innovation and Commercialisation in the Biopharmaceutical Industry
Author: Bruce Rasmussen
Publisher: Edward Elgar Publishing
Total Pages: 335
Release: 2010-01-01
Genre: Business & Economics
ISBN: 1849805512

The processes of discovery, testing and distribution of new medicines have undergone radical change in recent decades, from a focus on small molecule drugs to biomedicine and related technologies. Bruce Rasmussen very effectively draws upon modern theories of the firm, data analysis, and case studies to provide important insights into the consequences of this change. He offers convincing evidence that contradicts the widely-held view that the biopharmaceutical sector has not generated considerable economic value. Frank R. Lichtenberg, Columbia University, US Bio- and pharmaceutical industry discovery is a distressed asset today. Why? Bruce Rasmussen s book is a timely and very informative work, building on rich data sources and extensive economic research, on a subject of concern to us all. Is medicine discovery in permanent decline? Are the biotechnology and traditional pharma groups on a collision course, will the traditional group absorb the new, will integration take place, will a new discovery model emerge? I commend Bruce s book to all who wish to understand what is happening. David W. Anstice, Merck & Co., Inc. This path-breaking book addresses the ongoing implications for traditional pharmaceutical companies and biopharmaceutical start-ups of the realignment of the industry knowledge-base. The theoretical approach draws on the modern theory of the firm and related ideas in order to better define the concept of the business model, which is employed to guide the case studies and empirical analysis in the book. The author shows that while traditional pharmaceutical companies have successfully adjusted their business models to meet the challenges of biotechnology, biopharmaceutical start-ups have experienced more problems. Despite the poor financial performance of the vast majority of these firms, the biopharmaceutical sector as a whole has created significant value. However, this has been captured disproportionately by a handful of large, fully-integrated biopharmaceutical firms and, to a lesser extent, by the largest dozen pharmaceutical companies. This highly focused book will be a captivating read for innovation and biopharmaceutical industry analysts, as well as advisers formulating policies to support the development of the biopharmaceutical sector. Academics working on innovation and biotechnology, as well as scientists engaged in research in the life sciences, will also find this book of particular interest.

Early-stage Strategic Alliance Formation in the Life Science Industry

Early-stage Strategic Alliance Formation in the Life Science Industry
Author: Vedant Bharat
Publisher:
Total Pages: 204
Release: 2019
Genre: Pharmaceutical industry
ISBN:

The life sciences industry spectrum consists of the big pharmaceutical companies ("big pharma") on one side and small to medium biotech companies (SMEs) on the other. Burdened by a multitude of challenges and the need to mitigate them encouraged the SMEs and big pharma to engage in open innovation activities, such as forming strategic alliances. The success of these alliances depends on the SME and big pharma understanding each other’s business strategies, i.e. the perspectives and drivers that motivate them to form alliances. However, SMEs often develop assets without a complete understanding of what drives big pharma’s interest and therefore, fail to meet their criteria for partner selection and alliance formation. Additionally, the literature highlights a recent trend that big pharma is prioritising their focus on inbound open innovation for assets at early-stages in the drug development pathway. This change in big pharma focus towards early-stage assets and specific criteria used for partner selection forms the basis of this study. A qualitative and explorative case study research design informed by a review of secondary resources, field notes/observations and conducting five semi-structured interviews on senior big pharma managers was done to delve deeper into the research topic of early-stage strategic alliance formation. At early stages of asset development and initial interactions with SMEs, big pharma considers four criteria and their associated sub-criteria; trust (benevolence and competence), complementarity (skill and resources based), commitment (goal alignment) and financial pay-off (IP position, geographic proximity, novelty, competitive differentiation, reimbursement), to determine strategic fit. The interactions/interplay between these criteria was considered throughout the decision-making processes of big pharma (from pre-selection to deeper/full evaluation) by multiple team members. This thesis outlines the factors that influence the initial stages of alliance formation and provides a framework that depicts the interplay between the key SME-related criteria that big pharma consider while forming early-stage strategic alliances. By considering this framework, SMEs can strategize their initial interactions with the big pharma to overcome the barriers to early-stage of alliance formation.