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

Charts and Graphics

EXECUTIVE SUMMARY

Figure E.1:Deal-Making Challenges
Figure E.2: Business Development Annual Budgets: Companies With Budgets Greater Than $1 Million
Figure E.3: Company G: Identification for Therapeutic Areas Covered by General Business Development
Figure E.4: Company O: Decision-Making Process

BUSINESS DEVELOPMENT BUDGETS, STRUCTURE AND STRATEGY

Figure 1.1: Centralization of Business Development Functions
Figure 1.2: Business Development Annual Budgets: Companies with Budgets Less Than $1 Million

Business Development Budgets

Figure 1.3: Business Development Annual Budgets: Companies with Budgets Greater Than $1 Million

Business Development and Licensing Structure

Figure 1.4: Business Development Staffing: Companies With 10 or More FTEs
Figure 1.5: Business Development Staffing: Companies With Fewer Than 10 FTEs
Figure 1.6: Company L' s Business Development Structure
Figure 1.7: Company M' s Split System
Figure 1.8: Company L' s Small BU Business Development Reporting Relationships
Figure 1.9: Company O' s BD&L Structure
Figure 1.10: Company Q' s Structure
Figure 1.11: Company L' s Primary Care BD&L Function
Figure 1.12: Company L' s BD&L Finance Team
Figure 1.13: Reasons for Pursuing New Deals

Business Development Strategy

Figure 1.14: Licensing Enters the Pipeline
Figure 1.15: Phases in Which Companies Focus for In-Licensing Deals
Figure 1.16: Phases in Which Companies Focus for Out-Licensing Deals
Figure 1.17: Phases in Which Companies Focus for Inbound, Co-Development Deals
Figure 1.18: Phases in Which Companies Focus for Outbound, Co-Development Deals
Figure 1.19: Phases in Which Companies Focus for Inbound, Co-Promotion Deals
Figure 1.20: Phases in Which Companies Focus for Outbound, Co-Promotion Deals
Figure 1.21: Company T' s Licensing Strategy Structure

OPPORTUNITY IDENTIFICATION AND EVALUATION

Figure 2.1: Structure of Deal Identification Process
Figure 2.2: Deal Challenges: Deal Identification and Evaluation
Figure 2.3: Deal Challenges: Identifying Deal Opportunities (by Company)
Figure 2.4: Deal Challenges: Establishing Partner Relationships (by Company)
Figure 2.5: Company M' s Basic Market Assessment
Figure 2.6: Company O' s Identification Process
Figure 2.7: Company G: Identification Structure for Therapeutic Areas Covered by General Business Development
Figure 2.8: Company G: Identification Structure for Therapeutic Areas Covered by Therapeutically Aligned BD

Best Practices

Figure 2.9: Company P' s Alliance Review Process

The Deal Identification and Evaluation Process

Figure 2.10: Company O' s Decision-Making Process

DUE DILIGENCE

Figure 3.1: Deal Challenges: Due Diligence
Figure 3.2: Master Due Diligence Model
Figure 3.3: Warning Signs

Goals and Investments

Figure 3.4: Duration of Due Diligence
Figure 3.5: Due Diligence Investment
Figure 3.6: Company G' s Due Diligence Considerations

Cooperation in Due Diligence

Figure 3.7: Business Development Staffing By Deal Stage: Companies With Up to 10 Cumulative FTEs

Cross-Functional Involvement

Figure 3.8: Business Development Staffing By Deal Stage: Companies With More Than 10 Cumulative FTEs
Figure 3.9: Inbound Deals: Functions Involved in Due Diligence
Figure 3.10: Outbound Deals: Functions Involved in Due Diligence
Figure 3.11: Prevalence of Tools Used to Estimate Potential ROI

Deal Negotiation and Finalization

Figure 4.1: Deal Challenges
Figure 4.2: Business Development Staffing By Deal Stage: Companies With Up to 10 Cumulative FTEs
Figure 4.3: Business Development Staffing By Deal Stage: Companies With More Than 10 Cumulative FTEs
Figure 4.4: Inbound Deals: Functions Involved in Deal Negotiation/Finalization
Figure 4.5: Outbound Deals: Functions Involved in Deal Negotiation/Finalization

BUSINESS DEVELOPMENT DEAL PROFILES

9 Deal Profiles that Contain the Following Data Points:

Deal Background

Type of Deal
Number of Bids Solicited
Anticipated Peak Annual Sales
Groups Involved in Steps of Deal-Making Process

Timing and Decision-Making

Investment in Deal-Making Process
Time to Complete Due Diligence
Average Cost of Due Diligence
Division of Control for Clinical Development and Marketing Decisions

Finances and Key Challenge

Royalty Percentage
Milestone Payment Triggers
Key Challenge to Deal Success

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製藥產業事業開發：加快交易

Business Development: Accelerating the Deal

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