BioExec Institute
Module C - Growing Value
Day 5: Internal Strategy - Portfolio and Marketing Strategies
"Creation of commercial value for any asset starts at the research stage and parallels the entire R&D process." |
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Companies often start development on new or improved products because of great technological innovations in the lab. But, ultimately, it is the market - the customer - who decides whether your product is valuable or not. Planning for commercial success starts at the research stage and parallels the entire R&D process. During this session, industry leaders will explore product commercialization, second generation products and potential exit strategies, all in an effort to determine the best way to optimize the value of innovation over time. The content in this session will range from high-level strategic trade-offs to detailed calculations of value (both quantitative and qualitative) and from debating options to understanding the path for optimizing your company's assets.
Featured Topics:
- Critical commercial decision points during the research and development phase of drugs
- Research and development decisions that have substantial commercial impact in the future
- Benefits and risks associated with commercial decisions during the development process
- Appropriate assessment of the commercial value of your asset
- Recognizing key commercial value drivers
- Value appropriate and relevant commercial input in the value chain
- Gain an appreciation for the pre-launch/launch and post-launch marketing activities
- Recognizing the critical commercial input to optimize your asset
Day 6: External Growth - Identifying and Executing Deals
"A successful partnership can validate a technology, fund R&D, provide access to specialized resources, fill a product pipeline and/or provide a route to investor liquidity." |
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As biologic and biopharmaceutical companies develop and adapt to maintain competitive advantage, inevitably the question arises: how do we take the company to the next level? Whether it's infusing financial resources, validating a technology, funding of research and development, providing access to specialized resources such as manufacturing or sales and marketing, filling a product pipeline or providing a route to investor liquidity, more often than not, external strategic relationships are the way to grow and add competitive advantage. This module will focus on choosing the right transaction structure to meet business objectives, negotiating a term sheet and definitive agreements, and managing the strategic relationship to optimize success. Building on lessons learned in earlier modules, we will emphasize the importance of teamwork, preparation and creativity in planning and executing a strategic agreement.
Featured Topics:
- Selecting a transaction structure to meet business objectives: An overview of the key aspects of license agreements, distribution agreements, collaborations, joint ventures and acquisition transactions.
- Key negotiating points: Effective uses of term sheet and letters of understanding; discussion of key negotiating points for various transaction structures.
- Negotiating the definitive agreement: What every business person needs to know about "boilerplate" provisions such as representations and warranties, indemnification, intellectual property protection and enforcement and governing law.
- Selected topics: Earnouts, purchase options, debt and equity components, "stand still" and "no shop" agreements, termination events, and change of control transactions.
- Managing the due diligence process: Non-disclosure agreements, virtual data rooms, attorney-client privilege issues, and legal, accounting, and human resources issues.
- Working as a team to get the right deal: Effectively drawing upon the expertise of research, development, clinical, regulatory, legal, finance, and marketing professionals.
- Doing business in the global economy: Anti-competition regulation, corporate laws, employment laws, dispute resolution, intellectual property, language and cultural issues.
- Public company issues: disclosure obligations, insider trading, confidential treatment, shareholder approval, financial reporting and internal controls, and procedures.
- Success after the deal closes: Effective alliance management and post-acquisition integration issues.
