Here’s a copy of the talk I gave at the American Chemical Society meeting, on using patent information to track globalization:
Check out it. I think the findings will surprise you!
I will be giving a talk on “Using patent information to track globalization” at the ACS conference in Anaheim next week. The talk is part of the ACS Division of Chemistry and Law session on What Can Patent Information Do For Scientists, and is based on analysis of data from DrugPatentWatch. I look forward to meeting BiotechBlog readers who may be in attendance. For those who cannot make the event, my talk will be based on my work on globalization of pharmaceutical innovation.
Fortune magazine recently published an article on the growing trend of generic companies challenging pharmaceutical drug patents. I enjoyed working with the writer to help layout the industry landscape, and share my knowledge of drug patents and trends from DrugPatentWatch.com. It’s a good read, and it does an excellent job of laying out the legal, regulatory, and economic mess that the pharmaceutical industry has become.
I have selected these management-themed articles from the Journal of Commercial Biotechnology, exploring the practical aspects of product innovation, R&D, patent law and marketing. The collection is divided into distinct sections: Commentary; Policy; Commercial Strategy; Valuation/Licensing; Funding; Intellectual Property; International; and Case Studies.
These articles are only fully readable for a limited period of time, so please feel free to read, download and forward them on to your colleagues while they are still available.
You can view the full collection on the Journal’s website: alternatively, the articles included in this collection are listed below:
Why data exclusivity is the new patent protection
Peter J Pitts
Public–private partnerships in trust-based public health social networking: Connecting organizations for regional disease surveillance (CORDS)
Louise S Greshama, Leslie A Pray, Suwit Wibulpolprasert, Beverly Trayner
Building biotechnology in Okinawa
Revitalizing portfolio decision-making at Merck Serono S.A.
Vincent Aurentz, Bernhard Kirschbaum and Markus Thunecke
Building biotechnology teams: Personality does matter
Anne S York, Kim A McCarthy and Todd C Darnold
Pharmaceutical royalties in licensing deals: No place for the 25 per cent rule of thumb
Nigel Borshell and Adrian Dawkes
Valuation of complex license contracts
Ralph Villiger and Boris Bogdan
R&D spending and sources of funding of private US biopharmaceutical firms seeking to go public
David R Williams and Richard W Pouder
When should you fire the founder
Dominating global intellectual property: Overview of patentability in the USA, Europe and Japan
Thomas J Kowalski, Antonio Maschio and Samuel H Megerditchian
Biotechnology in Cuba: 20 years of scientific, social and economic progress
Ernesto López Mola, Ricardo Silva, Boris Acevedo, José A Buxadó, Angel Aguilera and Luis Herrera
China 10-Point Patent Checklist: Integrating patents into an overall business strategy for a Western manufacturing entity in China
Catherine Sun, Sharon R Barner and Harold C Wegner
Beacon Sciences: Commercialisation from biothreat detection to beauty enhancement
Rob Hanes, Damon Borich
Many biotechnology entrepreneurs favorably look back at times when financing and regulatory approval were easier to obtain. While future periods of investor exuberance may return, it is better to see these as market aberrations.
In periods of investor exuberance companies have been pushed to focus on low-probability, high-return, objectives such as approval and successful marketing of novel drugs for large markets. When this strategy works it is very profitable, but the more likely outcome is failure and destruction of wealth. A favorable strategy is to build a slower, stronger, company than can withstand developmental setbacks.
In a recent issue of the Journal of Commercial Biotechnology I expanded on this concept, providing examples from computer software and bioinformatics where initial products were outside of the company’s target market. This strategy can differentiate a company from competitors, provide evidence of ability to successfully execute on plans, and even provide revenues. For more, see the freely-available editorial on the JCB’s website.
Do you agree? Disagree? Sound-off in the comments below.