As separate companies, Biogen and Idec could not support their products and at the same time leverage the value of the associated large-molecule development infrastructure to create robust pipelines, balance risk, and thus help assure their future growth. By merging, they will be able to exploit their combined capabilities in large-molecule process development and manufacturing, which will give them both the means to reap the full rewards of organic growth and also the capability and capacity to partner with smaller companies in need of their kind of development expertise. While both companies face pipeline risk, Idec's Rituxan appears certain to continue to propel that firm's growth, justifying its higher P/E. Biogen's growth is slower and less certain. Should it further decline, it will be to the detriment of Idec's investors, who will have to wait at least 5-6 years to see the partnering model develop and the pipeline deepen.
By Mark L. Ratner
In 2000, just under 11% of revenues from the top 100-selling drugs and roughly 6% of revenues from the top...
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.
Devika Wood, CEO of Brain+, explains the importance of developing health tech solutions for dementia and the growing need to both raise awareness and improve overall access to nondrug interventions like CST.
In a challenging funding environment for biopharma, strategic dealmaking has become a critical growth engine. In Vivo explores what it truly takes to navigate high-stakes acquisitions and partnerships, drawing on insights from seasoned industry leaders.
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.
