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