Syndaver Case Study

As faculty members, there should not be any form of restriction to how much they can contribute to biotechnology companies since it is their invention on trial. However for effectiveness, they need to work closely with experts from the biotechnology companies to create a device that fully meets patients or people’s needs for both commercial and medical potential.

Nucleon has a strong patent for a niche area of cell regulating proteins and its therapeutic properties. It requires venture capital to bring drugs to clinics fast and before the competition gets there first. The company needs the venture capital to finance the pilot manufacturing facility for Phases I & II trials but also to establish process and manufacturing processes for scaling up production from a laboratory environment to a commercial plant. The drug would be clinically tested for treatment of burns and kidney failure, but CRP-1 has the potential for many other therapeutic uses .

Instead of keep on compete with similar product on the market, Eli Lilly should look for new opportunities. Eli Lilly should ask their customers what their value for the

Ecton is going to position the company to be acquired but the board of directors and clinical advisors has some concerns about the ramifications of that plan. This paper evaluates Cannon’s Phase III Plan on March 1998. Cannon proposed a path for the next year containing five major points (Edward, 1999, 8 and 9). The bottom line of this proposal is positioning Ecton to be acquired by the end of the 1998. One of the crucial concerns of this acquisition is the possible effects on “Ecton’s product development process”. Another concern Cannon holds is the ability of Ecton to penetrate a very harsh market fills with big, established, and advanced manufacturers. Also, Cannon is not sure on how to approach specific market

This is a case about Eric Peterson, who was recently hired as a product manager in charge of sales and marketing of Biometra’s catheter. This product from Biometra, a subsidiary of Scientific Materials (SciMat), was the first product ever launched by Biometra and so its success was critical for both Biometra and SciMat. From the case we see that even though Eric Peterson tries hard to meet the product target launch date, there are several issues that he and the organization are experiencing.

Comparing these potential market size, we can easily observe that Oxyglobin is roughly two times as profitable as Hemopure. Accordingly, Biopure should take these data into account to evaluate whether or not to launch Oxyglobin immediately. On the other hand, this revenue expectation is not so realistic. In fact, it is almost impossible that the company will capture the whole potential markets because of its small production capacity. This latter represents the main obstacle to a potential success of Biopure in both animal and human

NME’s provide a higher return, but rarely make it to market compared to LCM products. The displacement of excess funds can either be invested into further research or be distributed to employees annually. If reinvested, additional capital could be used to further fund NME’s, or to market LCM’s. Evaluating individual projects and devoting special attention to their expected profitability or fit could produce alternatives as well. General Practitioner (GP), Niche, and Specialized products also offer additional lines of alternative products for evaluation and consideration.

Ms. Cohen’s argument was irrelevant because not only did she provide any supportive facts, but she is also incorrect because the hedging program did not create any new risks. In fact, it was perfectly implemented since it reduced the firm’s foreign currency fluctuation risk as seen above.

The company is so large that no one drug can lift it from its current sales doldrums. In addition, the company was once highly attractive to investors, but its recent stock price fell to 1997 lows. This may put pressure on the company to attempt acquisitions at a time when the company is ill-equipped to integrate a new company into its organization, and it is engaged in a cost-cutting program at a time when it may need to invest even more in research and development (McTigue Pierce, 2005).

The threat level is still low because the first trial of bioresorbable failed and the second generation has not yet fully convinced surgeons. But most doctors seem open to the idea or already use some of the bioresorbable derivatives to substitute some of Synthes` products today. The difference from the first generation bioresorbable products to the second one improved drastically and the third generation could eventually be almost as effective as today’s solutions. If Synthes is not fully prepared there could be a very big threat to the company not only in sales but also reputation because they are known for being the top dog and always offering the newest products for internal fixation. A company with a similar strategy (affiliation to AO, good sales reps, high quality product) could not only imitate but also substitute if the product part were to be able to be effective and accepted by doctors. Although there are threats in a competitive industry such as this one, we believe that Synthes has enough actual and probable competitive advantages to sustain throughout time as a leader in the internal fixation industry. When we discuss the S-Curve for Synthes, we could see that bioresorbable technology is slow and improving poorly because it is not understood quite well. If anybody gets it right we could see the acceleration process and this is where Synthes would be highly

If either Sepsis or Diabetes deal come through, the firm will be at an excellent position, with an assured firm value of $25 million and a complete control of the company for the owners. In terms of choosing between the two deals, the Sepsis deal is more fruitful as we receive $5 million up-front and $108 million milestone payments after the drug passes the phase 2 test in the Sepsis. In contrast, the Diabetes deal fetches $8 million up-front and $80 million milestone payment which is too less. In addition, the potential sales for Sepsis are $0.5 billion annually compared to $4 billion for diabetes. It is not a smart decision if we give up large portion of future proceeds from selling Diabetes drugs. Purinex only needs small cash to cover its general operating and R&D research costs; $5 million up-front payment from sepsis partner is enough for next 83 months.

EXECUTIVE SUMMARYSilicon Valley Medical Technologies (SIVMED) was founded as a research and development firm. In the beginning, SIVMED performed its own basic research, obtained patents on promising technologies, and then either sold or licensed the technologies to other firms which marketed the products. The firm has since then grown and is now contracted to perform research and testing for larger genetic engineering firms, biotechnology firms, the US government, and is now widely recognized as the leader in an emerging growth industry. SIVMED's founders were relatively wealthy individuals when they started company, and they committed a great deal of their own funds to the venture. Their personal funds, however, were soon exhausted by the

Nucleon is a small biotechnology start-up with a very promising potential product (CRP-1), which is also the first product that Nucleon is planning to go into the clinic market. Nucleon has reached to human clinical trials phase with its product and it has no manufacturing facilities that satisfy the guidelines for these clinical trials and testing. Nucleon is on the verge of making a critical choice of manufacturing strategy, which will affect Nucleon’s survival in the intense competition in the long haul. Nucleon management is aware of the facts that they have a limited budget to start with, the financial environment in biotechnology is rapidly changing and establishing the safety and efficacy of products like CRP-1 is

I think Medical-Surgical User team need to recommend to Dunlop the three product recommendation and in these three recommendations the first two recommendations are simple to extend the 3M product lines. But in the fourth recommendation as product development team stuck on upstream containment of infection and suppose to include upstream containment in business strategy and even if 3M Medical division enter in this infection field and applied successfully then it has become a major achievement. On the other hand if the business strategies not succeed then it shows the process of planning is unfortunate and risky for financial prospective and spend lot of time on research and

One of the main reasons for my recommendations would be the potential that Comvita’s medical segment has to take off. Although it only has a small contribution of 3.469 million now there is potential for this to become much larger. Starting with Derma Sciences finding new uses for their honey and Comvita, selling their products to professional and hospital markets for their special wound dressings. This will greatly increase the amount of sales for Comvita, which will in return generate a greater net profit for the business. This means that other financial elements in the business will also increase which is return will be a positive for potential shareholders. Along with this there is also the new olive tree expansion in Australia the largest of its kind in the world, this new facility increases productivity by 50% increasing the number of olive leaf based health products out there. Therefore this new facility shows that more products are going to be able to be produced more efficiently which in return will mean more sales for Comvita. Overall these reasons give me more than enough evidence to predict an increase in the medical segment of Comvita in the future years. Another reason is the strong dividend yield that Comvita has. Comvita’s yield compares well to that of Port of Tauranga who has been on the share market for a long time and is very profitable. This shows that Comvita is a worthwhile investment as dividend yield