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Strategic alliances in Life Sciences

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Life sciences companies have adopted a multi-track approach to cope with the current and anticipated drop in sales revenue. Next to classic mergers and acquisitions (M&A) Strategic Alliances have proven to be a viable alternative in coping with these challenges.

Life sciences companies have adopted a multi-track approach to cope with the current and anticipated drop in sales revenue, including cutting costs and staff; expanding business in emerging markets; recalibrating business models and research priorities; using real-world d evidence and emphasizing a product’s clinical, safety and economic impact to articulate their value proposition. Next to classic mergers and acquisitions (M&A) Strategic Alliances have proven to be a viable alternative in coping with these challenges.

As the drop in sales and revenues results from a plethora of challenges, from patient cliff to regulatory changes, Deloitte believes that M&As are potentially not the only course of action. Actively engaging in alliances is a viable alternative to M&As to adopt a more network-oriented business. However, this is easier than done and establishing successful alliances is a complex process.

Using personal interviews with senior life science industry leaders, substantiated by previous research and extensive project experience, Deloitte undertook a study to assess the alliance capabilities of companies in the life science industry, with a focus on current performance, commonly identified challenges, and success factors. This report on Strategic Alliances in Life Sciences summarizes the findings of the study.

             

Strategic alliances in Life Sciences Are you ready?
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