Assessing The Reimbursement And Economic Landscape For A New Portfolio Of Products In The Cardiovascular Space—Large Medical Device Company
A large medical device client was considering entering a new segment of the cardiovascular (CV) space via several product/company acquisitions. The client was still evaluating several products, which utilized novel technological approaches and spanned different applications and diverse customer bases. At the same time, the U.S. reimbursement environment generally, and for several of the product […]
Assessing The Impact Of New Entrants On Biosimilar Business—Large BioPharma
A large biopharma client developed a portfolio of biosimilar products to complement its novel biologics business. This included biosimilars to several of the most widely used oncology monoclonal antibodies. To better understand the biosimilar business needs and prospects, the client wanted to understand the emerging competitive landscape in four tumors (breast, NSCLC, ovarian and colorectal), […]
Repricing A Sub-Optimally Priced Niche Biologic—Specialty Pharma
A small specialty pharma company had a category-leading product that it had acquired several years earlier but which had limited profitability. Importantly, to expand use, the company would need to make large investments in plant capacity, manufacturing, and R&D. The existing product pricing did not provide a significant margin, considering the costs to produce the […]
Indication Prioritization For Early Pipeline Candidate—BioPharma
A pre-IPO biopharma had two very novel early-stage products in the clinic for high unmet need, rare, dermatologic conditions. While promising, the MoA of these products was risky (no clinical proof-of-concept), and the company was seeking to diversify its pipeline by on-boarding another program with a more established, lower risk mechanism and potentially targeting larger […]
Due Diligence On Rare Disease Therapy Acquisition—BioPharma
An emerging biopharma company was actively seeking assets to diversify its pipeline and mitigate risk from its sole late-stage asset. The chief commercial officer and head of business development identified a late-stage rare disease asset—while low risk (the MoA is validated), the degree of competitive advantage and ability to differentiate from existing therapy was unclear. […]
