QUICK SUMMARY

Report Features
Table of Contents
Sample Content
Metrics Introduction
Charts & Graphics Index
About CEI
REPORT DATE AND
FORMAT
2008
Adobe PDF E-Copy
TOTAL NUMBERS OF
PROFILED COMPANIES
50+ Pharmaceutical and
Biotechnology Companies
REPORT LENGTH
86 pages
METRICS AND CHARTS
150+ Metrics
CONTACT INFORMATION
Adam Bianchi
919-433-0202
adam_bianchi@cuttingedgeinfo.com
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2
3
7
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www.cuttingedgeinfo.com
Pharmaceutical Alliance Management (PH119) is the essential
guide to successful post-deal management. It provides practical
and proven solutions to the most common challenges facing
collaborations among pharma and biotech companies including
crafting a robust alliance strategy, building solid relationships,
monitoring alliance health, cultivating stakeholders support
and establishing partner-of-choice status. See how innovative
companies develop top-notch alliance management to ensure that
partnerships run smoothly.
Use this report to nurture your companys key collaborations. Learn
how top pharma and biotech companies use alliance management
expertise to drive communication between partners, coordinate
project management, resolve conficts and ultimately drive
desired results from alliance efforts.
Our report provides support for your ideas and helps you prepare
for meetings, presentations and strategy discussions with key
executives. Discover how different companies position and fund
alliance managers to hit collaboration objectives, whether alliance
management is a formal function or a one-off but mission critical
undertaking.
Pharmaceutical Alliance Management
Cutting Edge Information
PHARMACEUTICAL ALLIANCE MANAGEMENT 2
TABLE OF CONTENTS
7 Executive Summary
10 Profled Companies
11 Methodology and Defnitions
13 Business Development: Five Principles for Success
19 Alliance Management
27 Formal Alliance Management Groups
41 Alliance Health and Confict Resolution
46 Confict Resolution
57 Coordinating Project Management
71 Becoming a Partner of Choice
Cutting Edge Information
PHARMACEUTICAL ALLIANCE MANAGEMENT 3
SAMPLE CONTENTS
This excerpt from Pharmaceutical Alliance Management gives you an idea of
the breadth and depth of its content. For more details, please contact Adam
Bianchi at 919-433-0202.
The following excerpt is from Chapter 2, Alliance Health and Confict Resolution,
Alliance Health Surveys.
...Each party at the partner company flls out the survey, but the responses are
generally consolidated by department. The survey provides a graded result
that is then graphed in a classical spider diagram. The business development
personnel compare the partners responses to their own companys, and they
identify and address specifc issues.
According to surveyed companies, alliance health surveys have proven key to
ensuring alliance success. As Figure 2.3 shows, companies that frequently
use alliance health surveys have an overall higher alliance satisfaction. The
percentage of deals not meeting company expectations falls almost 20%
for companies that use these surveys. This underscores the fnding that
companies that repair minor problems before they become major conficts
enjoy better partner relations. Both the percentage of deals that only meet
expectations and those that exceed expectations rise 10%, proving the value of
formally measuring alliance health....
Figure 2.3: Alliance
Health Surveys: Key
to Alliance Success
Cutting Edge Information
PHARMACEUTICAL ALLIANCE MANAGEMENT 4
The following excerpt is taken from Chapter 2, Alliance Health and Confict
Resolution, Confict Resolution.
Push Confict Resolution to Lowest Possible Level
...The last thing an alliance manager wants to do is escalate confict to
senior levels, a move that can create negative feelings and irreparable
damage. Nonetheless, lower-level employees often feel that senior
managers are better positioned to address issues usually because
lower-level teams may feel they lack the clout to resolve conficts. Alliance
managers report, however, that the quickest way to deal with problems is
to keep them at the level they belong.
Company Ps business development group serves as both a confict
manager and an early warning system to identify and categorize issues
before they become true conficts. When the group discovers these issues,
the confict-minimization strategy calls for team to go through the following
steps:
Can the parties work it out themselves? When presented with a
problem, the business development department frst checks to see
if the partners have tried to solve the problem themselves. Often,
business development sends both sides back out to solve the
problem themselves.
Push medium and smaller problems to the lowest possible level.
BD managers handle these problems without senior management.
This approach preserves senior management time and prevents the
problems from becoming companywide in essence, it prevents the
issue from expanding out of proportion to its true impact. Often, BD
personnel will handle these problems directly with their counterparts
at the partner organization.
Put full resources on large-scale problems as soon as possible.
If conficts threaten the partnership or must be decided at senior
management levels, the BD staff works immediately to bring the full
problem to senior managements attention, and then stays involved
throughout the entire process.
When all else fails, the conficts are sent to arbitration or formal litigation.
This is a fnal and unwanted step, however. As one director of alliance
management said, We try not to have senior management settle too
many things. We try to get things done at the lower levels...
Cutting Edge Information
PHARMACEUTICAL ALLIANCE MANAGEMENT 5
The following excerpt is taken from Chapter 3, Coordinating Project
Management.
The Importance of Communication
...Open communication is the lifeblood of any ongoing partnership.
For both sides to work as members of the same team, they need to
constantly interact and touch base with each other.
Many companies point to irregular communication as a major
cause of partnership conficts. After the initial period of interaction,
many companies settle into the business-as-usual mode. They only
communicate with partners when problems arise, milestones approach
or executives want updates.
But by scheduling regular communication and encouraging informal,
ongoing contact, companies ensure that alliance teams will work
well with each other. Peer-to-peer communication keeps the project
moving on the ground, and management interaction drives continued
collaboration support.
Regular communication between partner companies is crucial,
especially for companies co-developing new products. Typically,
companies establish regular communication schedules between
alliance management counterparts at each partner company.
Companies that value very formalized partner communication even
outline communication schedules within alliance contracts.
Company P formalizes its communication strategy based on the role of
each individual as seen in Figure 3.1. Alliance managers at Company
P communicate with the companys biotechnology partners every day
via telephone or email. These communications supplement regular
meetings between managers and their teams. Clinical, commercial,
and manufacturing teams from each company meet on a monthly basis,
while senior management teams meet twice a year...
Cutting Edge Information
PHARMACEUTICAL ALLIANCE MANAGEMENT 6
Figure 3.1: Team Communication at Company P
Cutting Edge Information
PHARMACEUTICAL ALLIANCE MANAGEMENT 7
Metrics Introduction
The reports four chapters include structure, resource, and process data collected from more
than 50 pharmaceutical and biotechnology companies:
Resource levels for alliance management efforts at different companies
Prevalence of dedicated alliance management functions, by company size
Levels of deal satisfaction for recent partnerships
Underlying reasons for unsuccessful deals
Common challenges to deal and alliance management
Functions involved in project management and day-to-day activities for inbound partnerships
Functions involved in project management and day-to-day activities for outbound alliances
Prevalence of alliance health surveys
Tools for monitoring alliance health
Surveyed companies communication models
Steps to partner-of-choice status
Cutting Edge Information
PHARMACEUTICAL ALLIANCE MANAGEMENT 8
CHARTS AND GRAPHICS
Executive Summary
7 Figure E.1: Inbound Deals: Functions Involved in Post-Deal Day-to-Day Activities
8 Figure E.2: Outbound Deals: Functions Involved in Post-Deal Day-to-Day Activities
9 Figure E.3: Prevalence of Dedicated Alliance Management Functions
15 Figure E.4: Alliance Health Surveys: Tools of the Alliance Management Department
Alliance Management
19 Figure 1.1: Average Levels of Deal Satisfaction
20 Figure 1.2: Deal Satisfaction by Company
21 Figure 1.3: Reasons for Unsuccessful Deals
22 Figure 1.4: Deal Challenges
25 Figure 1.5: Inbound Deals: Functions Involved in Post-Deal Day-to-Day Activities
26 Figure 1.6: Outbound Deals: Functions Involved in Post-Deal Day-to-Day Activities
Formal Alliance Management Groups
27 Figure 1.7: Prevalence of Dedicated Alliance Management Functions
28 Figure 1.8: Prevalence of Dedicated Alliance Management Functions at
Large Companies
28 Figure 1.9: Prevalence of Dedicated Alliance Management Functions at
Small Companies
30 Figure 1.10: Alliance Management Resources
Alliance Health and Confict Resolution
42 Figure 2.1: Use of Alliance Health Surveys
43 Figure 2.2: Alliance Health Surveys: Tools of the Alliance Management Department
44 Figure 2.3: Alliance Health Surveys: Key to Alliance Success
Cutting Edge Information
PHARMACEUTICAL ALLIANCE MANAGEMENT 9
CHARTS AND GRAPHICS
Coordinating Project Management
59 Figure 3.1: Team Communication at Company P
60 Figure 3.2: Frequency of Communication at Company B
62 Figure 3.3: Components of the E-Room

Becoming a Partner of Choice
78 Figure 4.1: Steps to Partner-of-Choice Status
Cutting Edge Information
PHARMACEUTICAL ALLIANCE MANAGEMENT 10
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