subject: Business Development: Accelerating The Deal - Aarkstore Enterprise [print this page] Deal-making is an established strategy for filling company pipelines, raising cash, expanding portfolios and driving long-term revenue. Whether companies forge straightforward licensing agreements or long-term alliances, organizations across the industry depend on other firms discovery, development and marketing capabilities to reach a range of different objectives.
Use this report to perfect your team's approach to different elements of the deal-making process. Explore primary data and read other executives' perspectives for a comprehensive look at current business development challenges:
* Align deal making with company and therapeutic franchise strategies
* Win competitive funding and staffing
* Streamline due diligence, early deal evaluation and negotiation
* Build cross-functional excitement for new deals
* Identify red flags and watch for stumbling blocks to deal success
Table of Contents :
The following excerpt is taken from Chapter 1: Business Development Budgets, Structure and Strategy. The full report examines business development organization in greater detail.
Business development and licensing organizational structures grow organically, out of need and culture, and evolve rapidly as a companys alliance and licensing activity increases. In recent years, alliances and licensing have become more prevalent across the biotechnology and pharmaceutical sectors. During this time, BD&L functions evolution has been influenced by corporate culture, their own merger and acquisition activity, and leaders championing change to improve operating efficiency and effectiveness.
Industry research into pharmaceutical business development and licensing organizations reveals interesting variations on similar structures. The largest organizations which also happen to be those that have found a need to restructure in the past few years are better equipped to structure in ways that enable specialization and build expertise and knowledge. For example, Company Ls BD&L function is divided into three subdepartments: search and evaluation, negotiation, and alliance management. Several companies have recently transitioned to this structure or to a similar one, and many others are considering it.
Other companies divide their BD&L functions not by process but by therapeutic area or geographic region, and licensing executives are expected to handle a deal from beginning to end, through search and identification, deal evaluation, negotiation, and sometimes even alliance management. These structures enable expertise to develop in therapeutic areas and foster stronger relationships with partners at decentralized levels. A drawback, however, is that they do not build expertise in each stage of the BD&L process.
