Building a Business > Business planning > archive
Becoming an American company: a holistic approach to decision making
February 2007
For most biotech companies, the US market represents their best avenue to financial success. For non-US companies, that might mean opening a subsidiary, and that's a move that requires careful planning.
Getting it right the first time
October 2006
The first few decisions bioentrepreneurs make when forming a company can come back to bite them later, but some careful planning can smooth the way for later success.
Exit strategies in Europe
August 2006
As well as overcoming legal, cultural and linguistic barriers, European biotech companies must focus on building investor visibility, pharma collaborations and consolidation to boost their chances of successful exits.
The promise of the East: India and China as R&D options
July 2006
The East provides increasing opportunities for biotech companies seeking to optimize product development and accelerate time to market. But any undertaking in China or India requires close scrutiny of the risks.
How to conduct competitive intelligence in your biotech startup
April 2005
Turning competitive intelligence into knowledge is a multi-layered process. In this second of two articles on competitive intelligence, we outline the steps involved and point out some of the potential pitfalls.
The role of competitive intelligence in biotech startups
March 2005
Competitive intelligence (CI) gathering is essential to developing a biotech firm's business strategy, but few startups have sufficient support systems in place to do CI effectively. This article, the first of two on the topic, addresses why it is important and how to do it.
Thinking ahead for effective clinical trials
February 2005
As the complexity and expense of clinical development grows, there is considerable pressure on companies to maximize the potential of a clinical study.
Getting reimbursement
for your product in the United States
June 2003
Receiving reimbursement for your product is just as important as receiving regulatory approval.
Giving your spinout the right spin
April 2003
Spinning out a new company presents challenges for both the parent company and the new entity, but setting the right boundaries and expectations upfront can prevent later difficulties and maximize the value of the asset to both parties.
In-licensing as a business model
June 2002
Dennis P. Schafer explains how in-licensing drugs can be a strategy for growing a biotechnology startup quickly and cheaply.
Writing your business plan
June 2002
Lorin Cohen describes what you need to include in your business plan to ensure that it is an effective tool for fundraising.
Evolving paradigms in biotech IPO valuations
June 2001
Going public with a valuation higher than $300 million may now be necessary to attract interest from institutional investors.
A question of focus
June 2001
Focus is best thought of as an emergent property of a startup company.
Biotechnology's future and the art of managing R&D
February 1999
Small, sharply focused biotechnology companies will have an edge in
discovery and development.
Forming an international biotechnology spinout: Is it worth it?
February 1999
Substantial opportunities exist, but timing and communication issues
must be carefully considered.
Building a better biotech company
February 1999
Lessons learned in Business 101 still apply, even in the fast-moving
field of biotechnology.
Scenes from an unlikely marriage: Building a corporate culture in biotechnology
May 1998
The first step to creating a corporate identity is identifying the obstacles.
Building the board of directors
May 1998
For bioentrepreneurs looking to fast–track their company,
this is an often overlooked asset.
Business models for the bioentrepreneur
May 1998
The IT industry could provide useful models for biotechnology ventures.
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