Though there are far more preclinical than late-stage compounds available, drug firms don't license these still-early projects frequently because they prefer to reduce their risk with later-stage compounds. But by increasing the number of preclinical deals, in effect creating a venture portfolio of a few winners among many losers, drug firms would do better economically--even if they increase preclinical deal prices by 50%. That may be necessary: biotechs have held back on preclinical deals because of poor deal terms; sweetened offers, particularly in the current financing desert, would induce them to change their wait-for-late-stage-deal mentalities. Meanwhile, to alter their dealmaking habits, Big Pharma companies will need to make significant changes--among them, redrawing their financial models, elevating the role of and increasing corporate resources for licensing, and restructuring licensing's relationship to internal R&D.
By James Kalamas, Gary Pinkus and Kevin Sachs
Big pharmaceutical houses have long relied on drugs developed by others to fill the deep gaps in their product pipelines....
Join thousands of industry professionals who rely on In Vivo for daily insights
Already a subscriber?
A look at Novo Nordisk, Eli Lilly and other companies' late-stage clinical studies of GLP-1 drugs in indications ranging from neurodegeneration to oncology, and alcoholic liver disease to autoimmune conditions.
Metsera CEO Whit Bernard applies an unconventional leadership philosophy to develop next-generation obesity therapeutics, including monthly GLP-1 injections and oral peptides.
A Q&A with DeAnn Smith, partner and co-chair of the Patent Trial and Appeal Board Proceedings Practice Group at law firm Foley Hoag.
Advanced AI is revolutionizing sales enablement by addressing training gaps and performance challenges. Used correctly, it can help to bridge the sales-marketing divide, accelerate ramp-up times and provide managers with data-driven insights.
While the adoption of most favored nation drug pricing in the US stands to affect Japanese biopharma firms now heavily reliant on this market, it might also present an opportunity for pricing and policy reforms at home.
Ovid Therapeutics' president and COO Meg Alexander is leading the company’s strategic pivot toward innovative neurological treatments, potentially creating a new class of medicines for rare neurological disorders.
Thijs Spoor's bet on lead-212 is paying off as Perspective Therapeutics advances three clinical programs with promising early efficacy signals and a comprehensive manufacturing strategy.
