Archive by category | Business development

New Bioentrepreneur article

New Bioentrepreneur article

We’ve posted a new article, Shape Shifting, to the Bioentrepreneur site. The piece examines how to mold a company’s pipeline and opportunities, making it most attractive for partnering or buyout. It was written Bob Baltera, CEO of Amira (at the time), and the title refers to the necessity of changing the shape of a company as it progresses.  Read more

Key strategic choices – ‘when’ to plug into the value chain

Key strategic choices – ‘when’ to plug into the value chain

Companies must make many strategic decisions in developing a business model. My last post looked at key strategic choices about ‘what’ a company could develop, and it considered trade-offs and implications of decisions that greatly impact the risks, costs and rewards of drug development. This post looks at another important element of the business model – ‘when’ a company should plan to plug into the value chain and earn a return for its investors.  Read more

Key strategic choices – ‘what’ to develop

Key strategic choices – ‘what’ to develop

As I discussed in my last post, the key strategic issues facing biotech start-ups are capital constraint, regulatory burden and the need for complementary assets and credibility. Together, with project specific factors such as market opportunity and competition, they shape decisions about what, when, and how a firm plugs into the value chain. These decisions are captured in the firm’s business model. Over my next few posts I am going to explore the implications and trade-offs that surround each of these strategic decisions, beginning with what.  Read more

Bioentrepreneur article online

We’ve posted a new article on the Bioentrepreneur website, Headwinds into Opportunity, by Prabhavathi Fernandes. The author is CEO, president and founder of Cempra Pharmaceuticals, and she previously helmed DarPharma, Ricerca Biosciences and Small Molecule Therapeutics. She’s also worked at BMS and Abbott. For more on her background, go here.  Read more

Non-dilutive financing to power your leverage startup – part 1

Non-dilutive financing to power your leverage startup – part 1

In this post, we will discuss the use of non-dilutive financing to incubate early-stage technologies with commercial potential prior to company formation. This strategy is designed to advance technologies originating from, or based in, an academic environment. In a later post, we will explain how the non-dilutive financing strategy can evolve when the startup company is founded.  Read more

The Entrepreneur’s Bookshelf

The Entrepreneur’s Bookshelf

Joyce’s Ulysses. Huxley’s Brave New World. Faulkner’s The Sound and the Fury. Some of the most important books ever published in the English language. Or so I’ve heard. I’ve never read them. Of course, I want to read them. I suspect most of us have a reading list we apparently only manage to add to.  Read more

Strategic Issues Facing Biotech Start-ups

My last post talked about broad classes of technological innovation – novel research methods and tools, novel mechanisms of action or targets, novel compound types and novel treatment modalities – and the common business models associated with them. The type of technology a company has influences the choice of business model, since the technology bears on the need for specialised assets, such as manufacturing and distribution that may or may not be readily available, and on the ease of transferring knowledge about the technology to collaborators, licensees or acquirers. Some technologies are readily written down in standard operating procedures or lab reports, whilst others may be more art than science and their implementation may require extensive personal expertise. However, technology type is not the only factor driving a firm’s choices.  Read more

New Bioentrepreneur article

We’ve put a new article on the Bioentrepreneur site, written by Simcha Jong. His piece, Commercializing a disruptive technology, offers perspective and advice to bioentrepreneurs developing new technologies. It is broken loosely into two parts, covering product and platform strategies.  Read more