Essay on Business Basics

Biotech companies’ values are primarily driven by intellectual property, they do not need to rely much on their suppliers. These companies also have relatively easy access to sources of raw materials (such as chemicals), scientific tools, computers and testing equipment.

provider of this dependent submarket, CMI has limited alternatives, other than expanding its market share, to counter an adverse economic environment. • Historically, CMI has competed through its technical competence and by its product performance, presenting superior products as result of effective R&D processes. • Other collaborators / prescribers / influencers have an important role in the market. As CMI prepares to launch a new revolutionary

There would also be a couple of synergies for Star Genomics. The first being the deep pockets of Pills & Co. Furthermore, Star Genomics would benefit more at the later stages of a new products development. Biotech companies do not have the sales, marketing and supply chain support as a large pharmaceutical.

An economic downturn for funding of such investments has put NEOMed into a crucial situation; continue developing the current product, use the technology for another purpose or dissolve the company.

There are several rewards to consider with expansion of Biocon. Currently in India, there is a growing market for contract research organization and the growth of Biocon falls right within this opportunity. The growth is expected to last for more than few years with a rate that looks promising. Clinigene is expected to reap revenues much higher than the current Biocon and Syngene combined (Kalegaonkar A., Nov 4, 2008). It will take clinical studies to a higher level with better options in terms of drug manufacturing. With other countries ready to outsource the service of clinical studies, Clinigene’s future looks bright.

But researchers are notoriously difficult to manage. A strategic plan cannot force a research breakthrough. Within Amgen therefore 20% of the researchers’ time is free to use as they themselves see fit.

ImmunoGen increases its market share by sublicensing this technology to pharmaceutical companies including Sanofi, Roche, Eli Lilly, and Amgen. For example, Bayer has exclusive licenses to ImmunoGen maytansinoid TAP technology. The exclusive license grants Bayer the rights to develop treatments only targeting mesothelin (Cancer Drug Developers Considering ImmunoGen's Tap Technology). This endeavor is expected to net ImmunoGen roughly $170M for each product engineered, not including future royalties on sales. Furthermore, Novartis has agreed to license ImmunoGen’s TAP technology to target cancer therapeutics as well (Cancer Drug Developers Considering ImmunoGen's Tap Technology). This potential deal is set to bring in roughly $200M.

In order to decide on the R&D portfolio, an objective quantitative analysis might not be suitable considering the high levels of uncertainities and consequently the risks involved in pharmaceutical research projects. It is important to have a qualitative analysis of the situation as a whole that includes Vertex’s own financial position, strategic implications, a quantitative analysis of its Portfolios with realistic estimations and a risk analysis of the portfolios.

1. What factors contribute to the rapid pace of change in business? Is the pace likely to accelerate or decrease over the next decade? Why?

First, Biodel had under development a synthetic serum that would be used to satisfy growth requirements in cells. This would be an innovative product that could be a substitute for natural fetal calf serum and horse serum. However, a major problem with the fetal serum is the unstable fluctuation in cost. The cost is determined by the supply of the serum and the supply is determined by the number of calves that are slaughtered. The synthetic serum could offer a steady rate. The market is projected at $50 to $80 million. Biodel would have a competitive advantage over the competition and could attain 20% of the market share if they pursue this project. A big problem with this

Achieve a median composite eight-year product development cycle by 2010. Deliver two new molecular entity (NME) launches on average per year from 2010. In order to achieve the above objective, ensure that we have 10 or more NMEs in Phase III development by 2010. Development cycle times and quality for small molecules and biologics. Number of NME launches per year. Attrition rates. Number of development projects by phase. Number of in-licensing deals, alliances and acquisitions. R&D investment levels. Improving R&D quality and speed through leading-edge science, effective risk management and decision-making and overall business efficiency. Maximising the value of our biologics business and continuing to build a major presence in this fast-growing sector. Investing in external opportunities to enhance our internal innovation through in-licensing, alliances and acquisitions. 2008 target exceeded for small molecule development cycle times. NME and life-cycle management progressions

Business plays a major role within our society. It is a creative and competitive activity that continuously contributes to the shaping of our society. By satisfying the needs and wants people cannot satisfy themselves, businesses improve the quality of life for people and create a higher standard of living.

The case is a young UK based biotechnology company. Evolutec was founded in 1998 to commercialise the research from the Natural Environment Research Council's (NERC) Centre for Ecology and Hydrology (CEH) (formerly Institute of Virology and Environmental Microbiology) at Oxford. Weston-Davies, then development director, spearheaded the formation of Evolutec with Professor Patricia Nuttall, as the principal inventor of Evolutec's intellectual property (IP). A Virologist and an international authority on tick-borne diseases, she proposed the opportunity of a new approach to therapeutics based upon isolating some proteins from the saliva of ticks. This approach had no precedent and resulted in market scepticism that initially adversely impacted the young company's fund raising ability. To get around these problems, Evolutec was able to implement a streamlined outsourced business model that allowed it to survive and develop its compounds from discovery research level to clinical development stage. Evolutec successfully managed to turn around investor scepticism in stages to the

The biosimilar global industry is currently worth 19.4 billion USD and has seen an 89.1% increase from 2009-2014. One of the major reasons for the consumption of biosimilars is their price. They cost 20-30% less than biologics and are estimated to save 250 billion dollars by 2024. The global biosimilar market saw 311 million dollars in 2010 and is expected to increase to 2-2.5 billion USD by 2015. The second reason is that it saves enormous cost on healthcare. European Union saved 1.4 billion euros in 2009. Lastly, the companies that capture a biosimilar market have a great incentive in generation of enormous revenue. Globally, Sandoz had captured 43% of the biosimilar market and Teva stands second at 25%. (1,2,3)

These 10 EPPS include The 10 EPPs include industrial bio-inputs, biochemicals, biomaterials, bio-based farm inputs, high value bio-ingredients, high value food varieties, biosimilars, drug discovery and pre-clinical services, molecular screening and diagnostics (MSD), as well as stem cells and regenerative medicine. Within these 10 EPPs, 20 private sector-driven Trigger Projects constitute the initial tranche of ventures launched.