Table of Contents
- Executive Summary
- Strategic Considerations
- Stakeholder Implications
- Reality for Today' s Biotechnology Industry
- Challenges in a Maturing Biotechnology Industry
- Balancing Sales and Manufacturing Costs That Cannibalize R&D Budgets
- Reliably Forecasting Manufacturing Capacity
- Capturing Suffi cient Value from First-Born Products
- A Startling Deduction About Blockbusters
- Managing Defi cit Spending by Public Biotechnology Companies
- Sepracor Makes Defi cit Spending Pay Off
- Icos' s Prolonged Negative Income Leads to Its Acquisition
- Ligand Pharmaceuticals' Niche Markets Cannot Support Its Defi cit
Spending
- The Two Most Successful Biotechnology Companies Rarely Posted Net Losses
- Two Platform Companies Hope for a Blockbuster to Reach Sustainability
- Effectively Competing Against Increasingly Crowded Pipelines
- OSI Pharmaceuticals
- Biogen Idec
- Future Projections
- Codevelopment Partnerships and Better Drugs
- Restructuring, Acquisition, and Collapse of Biotechnology Companies
- Technology Platforms
- Pharma' s Research Centers and Academic Collaborations
- Ability to Adapt
Tables:
- 1. Essential Business Fundamentals for a Maturing Biotechnology Industry,
Circa 2007
- 2. Value Capture from a Biotechnology Company' s First Product
- 3. Select U.S. Pharmaceutical Companies and High-Revenue-Generating
Biotechnology Companies: History and Financials, 2005
Figures:
- 1. Sales and Manufacturing Cost Cannibalization of Icos' s R&D Budgets
Following Product Launch, 2001-2005
- 2. Sepracor Financial Analysis, 1992-2006
- 3. Icos Financial Analysis, 1996-2005
- 4. Ligand Pharmaceuticals Financial Analysis, 1995-2006
- 5. Amgen Financial Analysis, 1988-2006
- 6. Genentech Financial Analysis, 1984-2006
- 7. Millennium Pharmaceuticals Financial Analysis, 1993-2006
- 8. PDL BioPharma Financial Analysis, 1992-2006
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