Case Study: Strategy Development

Case Study I

Client Need

  • Bionest’s client, a leading biotech firm, was facing challenges in maintaining its leadership position in a major field of neurology. Bionest was asked to develop a comprehensive, integrated strategy for the franchise, to maintain and strengthen its position. The company commissioned Bionest to support and implement the strategic plan from 2010-2015.

 

Bionest’s Approach

  • Leveraging our extensive CNS expertise, we developed a pragmatic, collaborative approach to ensure successful buy-in/implementation of a clear, robust strategy at all levels of the company. First, we brought the client’s therapeutic and functional divisions into alignment using multiple organized workshops and by involving senior management throughout the process. We developed a clear concept and presented it to the client’s Board, and helped implement the concept through the roll-out of an integrated action plan. War gaming sessions with the entire team showed how the new approach was congruent with the broader corporate strategy and ensured buy-in at all levels.

 

Value for the Client

  • Bionest’s disease area strategy was fully endorsed and implemented. The key processes and methodologies we recommended were worked into a new framework for each of the company’s functional areas. Following a company-wide strategy announcement and implementation training, the project was successfully implemented. Our client remains the leading global player in its disease area, with a strong competitive position.

 

Case Study II

Client Need

  • Bionest’s client, a private drug company with a home-market, primary care profile, had substantial pre-commercial assets for 5 targeted specialty areas. The new CEO wished to create a new strategy to build a sustainable, globally competitive enterprise using these assets as a base. The family owners retained Bionest to exploit the assets and also gain liquidity, without losing control of the company.

 

Bionest’s Approach

  • Our highly participative approach to building the strategy ensured alignment of key internal resources throughout the process. Through extensive interviews with key internal stakeholders across the eight main geographies, combined with in-depth discussions with industry experts, we evaluated the full financial potential for each asset under several strategic scenarios (e.g., in the portfolio vs. partnered out). Using these scenarios as a base, we conducted a series of workshops with six different client teams, to develop selected alternatives for the therapeutic area franchise and corporate development strategies and reached agreement on a route forward.

 

Value for the Client

  • The collaborative process meant that our recommendations for specific initiatives within franchises were accepted by the company’s senior management team and endorsed by the Board of Directors.
  • The client went public two years later, and now boasts a market cap of almost $4 billion.