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Achieving optimal financial and strategic transaction outcomes for small to mid-sized privately funded start-ups

Benjamin P Chen, Christa Nicholas

Abstract


Non-dilutive funding and equity capital are two key reasons why life sciences companies pursue strategic partnerships. In fact alliances are also strong contributors to successful “exits”, whether Mergers and Acquisitions (M&A) (~ 40% of partnerships ultimately resulted in acquisition by the partner) or stand-alone market entry (80% of approved biopharmaceutical products from 2000-2010 had a commercial partner on board)1. In the current environment, strategic alliances and funding can come from many sources, including the traditional “large pharma” universe – but the question remains: How best for a small management team to gain access to and maximize success with these sources? The focus of this article is to describe how entrepreneurs can leverage external expertise, intermediaries to achieve their near term and longer-term objectives.


Keywords


Intermediaries, Partnering, Financing, Emerging Markets

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References


Deloitte Recap 2011

Biocentury January 2012

Campbell Alliance January 2012, Windhover 2012

Deloitte Recap 2011




DOI: http://dx.doi.org/10.5912/jcb531

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