Strategic Alliances: Synergistic Path to Value Creation now available at ReportsandReports

As the first decade of the 21st century comes to an end, the pharmaceutical industry is facing a major revenue downturn. The contributing factors are the expiration of patents on a number of blockbuster drugs and the stagnant productivity of R&D. As a consequence generics are expected to seriously erode revenues and the introduction of new proprietary drugs is not adequate.

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As the first decade of the 21st century comes to an end, the pharmaceutical industry is facing a major revenue downturn. The contributing factors are the expiration of patents on a number of blockbuster drugs and the stagnant productivity of R&D. As a consequence generics are expected to seriously erode revenues and the introduction of new proprietary drugs is not adequate. The once insular pharmaceutical industry has been forced to look outside beyond its walls for drug pipeline candidates. The result has been an almost expediential growth of the past decade in the number and value of strategic alliances. This report analyses in detail the key driving forces behind the growth of strategies alliances and the changing characteristics of such deals to include:
• The pattern of escalating deal valuations
• Typical components of a strategic alliance
• Timely commentary for alliance executives
• Trends for future strategic alliance deals
• Recommendation for the future
Strategic Alliances: Synergistic Path to Value Creation reviews the structure of the past decade of strategic alliance deals in order to focus on the components, valuations and growth of such deals. Much of the growth in strategic alliances has been driven by the pharmaceutical industry’s need to add candidate products to its drug development pipelines. The industries internal R&D programs, despite escalating budget increases, have not been able to replace the blockbuster drugs coming off patent.

Table Of Contents
CHAPTER 1
MAJOR DRIVERS OF STRATEGIC ALLIANCES
1.1. The Big Picture
1.2. Patent Expirations and the Revenue Cliff
Other Challenges to Revenue
1.3. The Decline in R&D Productivity
1.4. The Role of Strategic Alliances

CHAPTER 2
THE PRODUCTIVITY GAP
2.1. What are the Fundamental Problems Behind the Productivity Gap?
2.2. A Paucity of Innovative Drugs
2.3. The Post-Genomic Era
2.4. The Druggable Genome
2.5. Advancement of the Productivity Bottleneck
2.6. Consequences of the Productivity Gap
2.7. Changes in the Regulatory Environment

CHAPTER 3
ALLIANCE PARTNERSHIPS: A HISTORICAL PERSPECTIVE
3.1. An Introduction to the Historical Data - 1992-2006
3.2. Strategic Alliance History by Average Deal Values 1998-2006
3.3. Strategic Alliances History by Percentage of Constituent Financial Terms 1998-2006
3.4. Alliances History by Percentage Compared to 1998-2000 Values
3.5. Royalty Rates in Strategic Alliances: Developmental Stage at Signing is Important

CHAPTER 4
EVALUATION OF SELECTED STRATEGIC ALLIANCES DURING A FIVE QUARTER PERIOD
4.1 Strategic Alliances H2 2007- Q3 2008
4.2. Contributing Factors Influencing the Formation of Strategic Alliances During H2 2007- Q3 2008
4.3. Average and Median Values in 2007-2008*
A. Average Values in left series (solid bars)
B. Median Values (striped bars, right series)
4.4 Deal Counts of Strategic Alliances H2 2007 -Q3 2008
4.5. Global and Non-Global Agreements
4.6. Multiple Phase Agreements

CHAPTER 5
BIG TICKET STRATEGIC ALLIANCES
5.1. Strategic Alliances with a Total Value at $100 million and Above: An Overview
5.2. Big Ticket Strategic Alliances: A Closer Look
5.3. Are Big Tickets Alliance Upfront Payments Justified?
5.4. Co-Development and Co-Promotional Deals Are Desirable
5.5. Selected Strategic Alliances by Total Deal Size

CHAPTER 6
FINANCIAL OPTIONS INFLUENCING THE FORMATION OF STRATEGIC ALLIANCES
6.1. Financing Options for Intellectual Property Holders of Early Stage Ventures
6.2. Private Equity De-risking Strategy: Collaborative Development Financing
6.3. Corporate Venture Capital

CHAPTER 7
AN ARRAY OF PARTNERING STRATEGIES AND OPTIONS
7.1. Essential Elements Of A Good Strategic Alliance Partnership
7.2. A Shift in Leverage: Deal Dynamics Have Changed
7.3. Alliance To M&A Deal
7.4. Nurturing An Independent R&D Culture At Big Pharma
7.5. Big Pharma Out-licensing In-house Programs
7.6. A Fully Integrated Pharmaceutical Network (FIPNET): A Model for the Industry?
7.7. Big Pharma Spin-off R&D Units to Create New Venture

REFERENCES
INDEX
TABLES, BOXES AND FIGURES
TABLES/BOXES
Box 1.1. Factors Contributing to Current Trends in the Formation of Strategic Alliances
Table 1.1. Drug Patent Expiration 2007-2009
Table 1.2. The Impact of Generic Drugs Competition: Erosion of Big Pharma’s Revenues (USD Billions)
Table 2.1. Glossary of Terms
Table 2.2. Dr. Lipinski’s Survey of Drug Innovation 1994-2001
Table 3.1. Average Deal Values of Financial Term Constituents by Stage 1998-2006 (millions USD)
Table 3.3. Percentage of Deals by Financial Term Constituents and Stage 1998-2006
Table 3.4. Percentage of Average Deal values Relative to 1998-2000 Values
Box 3.1. LES Survey Benchmarks for Biopharma Royalty Rates and Deal Terms
Table 4.1. Average Deal values of Constituents (Financial Terms) by Stage H2 2007-Q3 2008 (millions USD)
Box 4.1. Data Classifications
Table 4.2. Count of the Number of Deals with Financial Term Components or Total Values 2007-2008
Table 4.3. Selected Non-Global Licensing Agreements in 2007-2008*
Table 4.4. Selected Multiple Phase Deals
Table 5.1. Selected Early-Stage Strategic Alliances By Total Deal Size $1 Billion and Above (million USD)
Box 5.1. A Climate Favoring Big Alliances For Early Stage Compounds
Table 6.1. Tapping Into Foundations
Table 6.2. CVC Funds Investing in Biotechnology
Table 6.3. CVC Funds Investing by Size, Focus, Stage and Stipulations
FIGURES
Figure 1.1. US Biotech-Pharma and Biotech -Biotech Strategic Alliances
Figure 1.2. The Decline in R&D Productivity I
Figure 1.3. The Decline in R&D Productivity II
Figure 2.1. Dr. Lipinski’s Targets, Ligands and the Rule of 5
Figure 2.2. Marketed Small Molecule Drug Targets by Biochemical Class.
Figure 2.3. A Diagram of the Druggable Genome
Figure 3.1. Average Deal Terms and Total Deal Values by Year 1992-2006 (USD million)
Figure 3.2. Average Milestones and Total values by 3-year Increments
1998-2003 (USD million)
Figure 3.3. A Comparison of Tiered and Fixed Royalties
Figure 4.1. Decade of Average Deal values of Constituents by Stage 1998-2008*
Figure 4.2. Average and Median Deal values of Financial Term Constituents by stage 1998-2008*
Figure 5.1. Big Ticket Alliances:: Number of Deals and Total Announced Values $100 Million and Above (millions USD)
Figure 5.2. Big Ticket Alliances: Average and Median Announced Size (millions USD)
Figure 5.3. Big Ticket Alliances: Total Value of Upfront Payments and Equity (million USD)
Figure 5.4. Big Ticket Alliances: Co-Development, Co-Promotion and Co/Co Deals
Figure 6.1. Current Deal Terms By Development Stage
Figure 6.2. The Corporate Venture Capital Paradox
Figure 7.1. Eli Lilly’s FIPNET Model

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