Home Biotechnology Industry News
Biotechnology industry news, updates, and press releases

Non-dilutive funding and equity capital are two key reasons why life sciences companies pursue strategic partnerships. In fact alliances are also strong contributors to successful “exits”, whether Mergers and Acquisitions (M&A) (~ 40% of partnerships ultimately resulted in acquisition by the partner) or stand-alone market entry (80% of approved biopharmaceutical products from 2000-2010 had a commercial partner on board)1. In the current environment, strategic alliances and funding can come from many sources, including the traditional “large pharma” universe – but the question remains: How best for a small management team to gain access to and maximize success with these sources? The focus of this article is to describe how entrepreneurs can leverage external expertise, intermediaries to achieve their near term and longer-term objectives.

Full details at the Journal of Commercial Biotechnology

This article focuses on the essentials of building effective, collaborative, team-based organizations. The entrepreneurs and innovators who found and build technology-based organizations comprise out target audience, but most specifically we address the biotechnology and biomedical field.  Two perspectives are provided in the article: 1) advice based on the experiential learning provided by years of experience of building and growing entrepreneurial organizations; and 2) identifying the keys to building effective teams based on some selected the academic or scholarly literature on building effective teams.  Our goal is to provide a perspective that blends real-world lessons filtered through a more scholarly approach based on case literature and other research-based studies.  The material summarized herein is presented as a learning module to the participants in the Biotechnology Entrepreneurship Boot Camp.  Our pedagogical approach in the Boot camp is to lead with the background material and perspective contained herein, and to then have a moderated panel discussion around these and other topics. The moderated panel consists of the key members of a real company consisting of key C-level officers and founders and a venture capitalist who funded the company.  Thus the “theory and practice” of team-based innovation come together via a real-time case.

Full details at the Journal of Commercial Biotechnology

Valuation approaches to biotechnology companies by angel investors and venture capitalists often appear to the entrepreneurs to be based on voodoo rather than sound principles of finance. While there may be some truth to that perception, there is actually a very sound, somewhat complex, internal logic to the way private biotechnology companies are valued. Note the emphasis on the word “private.” This article will focus entirely on the valuation methodology of companies that are not yet listed. Moreover, the article will not consider the valuation approaches used by, say, a pharmaceutical company when it is targeting a biotechnology company for acquisition or strategic partnering. The emphasis of this piece is on the thought process or algorithm in play — the so-called “Venture Capital Method” — when an investor is looking at a biotechnology company in the seed stage or in the first or second round of venture capital funding. Full details at the Journal of Commercial Biotechnology

The process of commercializing a new item or service in the U.S. health care market involves three distinct but necessary components: coverage, coding, and reimbursement.  This article provides an overview of these processes and the challenges in successfully navigating the course and spotting the particular issues for individual items and services. Full details at the Journal of Commercial Biotechnology

As surely as the bio-enterprise can benefit from positive media coverage, it cannot thrive in the face of unanswered negative and/or inaccurate media attention. On all counts, the bio-enterprise must be able to strategically engage with the media at every stage in its life cycle. This article describes the global science-business media landscape, including traditional media and emergent social media and information in the online space. Current research is used to document the interdependence of media, how sources of information feed media coverage, the challenges of science communication in the broader context of business, and the effect of media engagement by the CEO.

A strategic model is presented which relates the bio-enterprise to global media, providing a larger framework within which to develop media action plans at critical junctures in the life of the bio-enterprise. Further documented is the difference between journalistic and non-journalistic media, and how journalistic ethics and standards guidelines work with ethical persuasion practices to the benefit of the bio-enterprise. Full details at the Journal of Commercial Biotechnology