Adviser and Business Mentor to Bioscience SMEs and Startups
Partnering assets with large pharmaceutical, diagnostic or medical device multinationals is a critical part of the business model for many small and medium-sized enterprises (SMEs) in the life sciences. But does it make sense for an SME to have a clearly defined partnering strategy or should it be opportunistic?
Continue reading “Strategic Asset Partnering for Bioscience SMEs—Planned or Opportunistic?”
In this final instalment of our 3-part series, we look at bioscience platform companies as they mature into focused product businesses. What drives this transition? What are the key success factors as a focused product business? This article covers in more detail Stage 4 of the lifecycle of bioscience platform companies depicted below:
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In this second instalment of our 3-part series, we look at the adolescent and early adulthood stages of bioscience platform companies. What drives the transition to these stages? What are the key success factors during these stages? This article discusses in more detail Stages 2 and 3 of the lifecycle of bioscience platform companies depicted below:
Continue reading “Bioscience Platform Companies as Technology/Service Providers and Hybrid Businesses”
What are bioscience platform companies? And how do they eventually develop into fully-fledged product businesses? Most industry participants, commentators and investors recognize and understand start-up biotech companies at one extreme, and fully-fledged pharmaceutical and medical device product companies at the other. However bioscience platform companies are neither. They can be very healthy businesses, yet bereft of product revenues or even profits for many years. And for much of their lifecycle, they can be very difficult for investors to pin a precise valuation on.
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Robert Thong 