SOURCE: Cutting Edge Information

June 25, 2008 08:20 ET

New Study Finds 72% of Pharma Companies' Business Development Groups Are Globally Centralized

RESEARCH TRIANGLE PARK, NC--(Marketwire - June 25, 2008) - Nearly three-quarters of business development groups at surveyed pharmaceutical companies report having a department that is centralized on the global level, concludes a new study by pharmaceutical intelligence leader Cutting Edge Information. According to the new study, other companies break business development (BD) personnel up by therapeutic area, brand or geographic area (

In fact, business development and licensing representatives are often combined into one globalized department, BD&L. According to Cutting Edge Information's research, companies that have globalized departments find it easier to manage a multitude of projects efficiently. Although dividing the BD group into specialized business units carries its own set of benefits, centralized departments are better equipped to track leads and evaluate opportunities on a large scale. Centralization of the BD function also prevents disparate units from competing with each other for deal approvals and resources, and instead places the focus on determining which deals offer the most value to the company.

"The fact is, companies that centralize their BD functions have an easier time keeping track of all the partnership opportunities out there," says Eric Bolesh, lead author of the study. "Some of these companies have hundreds of leads to sift through, and a centralized structure allows companies to place priority on the most promising candidates."

The 174-page report covers every aspect of BD management. It enables companies to build a first-rate BD function and to facilitate the steps leading toward closing a deal. Developed from surveys and interviews with executives at leading pharmaceutical and biotechnology companies, the report shows BD teams how to overcome challenges, align partnership objectives, improve relationship-building, and drive the deal to completion.

The report contains more than 400 metrics and benchmarks, including the following:

--  Business development team headcounts
--  Business development team budgets
--  Cross-functional involvement in evaluation of new deals
--  Deal-making process timelines
--  Stages of development and marketing during which companies close
    inbound and outbound deals
--  Royalty levels
--  Business development reporting structures
--  Deal warning signs
--  Best practices for each stage of the deal-making process

A summary of the report is available for immediate download here:

Contact Information


    Eric Bolesh
    at Email Contact
    or 919-433-0209