By: Michael Kaiser
The New Frontier: Bioinformatics, Genomics and Proteomics
The Human Genome Project opened the floodgates for three closely intertwined disciplines:
- Bioinformatics provide new database methods to store genomic information, evaluation of experimental data and improvement of molecular techniques.
- It incorporates data from multiple departments within pharma/biotech companies and it is a critical tool for the design and management of smart databases.
- Genomics is an area that is the vehicle for a dramatic increase in therapeutic and diagnostic pipelines, with a worldwide market potential in the billions of dollars. Genomics is divided into structural and functional areas, the former involving the use of genetic and molecular methods to develop genome maps, the latter aims to discover the biological function of particular genes in health and disease, primarily through high-throughput screening techniques.
- Proteomics has been described as the link between genetics and pharmaceuticals. The fulcrum of this discipline lies in the proteome, the complement of proteins that are key to the discovery and development of new drugs and this fact explains its scientific and commercial importance for the biopharma sector.
The foregoing demands exposure and experience in dealing with academia, scientific personnel and the highest levels of corporate decision marketing.
The analysis of epidemiological trends allows biotech and pharmaceutical companies to direct their drug discovery and/or marketing efforts. Significant business opportunities exist for development and licensing. For instance, biomaterials may include implant prosthesis, fiber optics for minimally invasive implant or corrective surgery, and biochemical suturing, a significant business opportunity in improving healthcare and a significant contribution in reducing healthcare costs.
An essential component of the life sciences, it covers areas such as intellectual property, field of use, royalties, head-of-agreement terms, etc. Complex negotiations require the expert advice of specialized legal counsel, experience in business and corporate development, inclusive of technology evaluation (licenses, patents, time-to-market) and last but definitely not least, investor relations.
Here the key is: “Understand your competition as well, if not better than thyself“.
To that end the development of net-centric skills in knowledge management and data mining proved to be very useful to start-up and established life sciences companies in the planning of their corporate strategies. A clear understanding of e-commerce and sales and marketing tools is now an essential requirement in competitive analysis.
To be one is to understand one. A background in multinational corporations and start-up companies is a plus. Ideally, the entrepreneur will thrive by working in an innovative, fast-paced environment. However, the reality of the economic marketplace dictates that equal attention be given to the ‘intrapreneurs’, those individuals who, from within a formalized corporate structure, implement effectively the vision of the entrepreneur. This is a truly symbiotic relationship.
The liberalization of world trade and the integration of regional markets such as the EU, NAFTA and ASEAN dovetail with organizations such as the WTO and GATT. Paradoxically, in the process of lowering trade barriers the pendulum has swung too far and we see an increase in protectionism by both industrial countries and newly industrialized ones. The fact that the Internet has become an effective business facilitator has not replaced the personal contact in science and humanities. In a global economy, dealing with diverse cultures is a clear and professional success marker.
Mergers and Acquisitions; Strategy; Technology Evaluation
The impact of IT on the life sciences has accelerated the process of consolidation and integration in the life sciences, particularly in those cases where a large pharmaceutical concern and a biotechnology company with a valuable technology platform are concerned. Shareholders, institutional investors and venture capitalists have much higher expectations, with a short time horizon, for a return on their investment.
To meet this challenge, due diligence and expert advice in investor relations, marketing and corporate development will allow start-ups to identify and execute the driving forces of this process. The cost of mergers and acquisitions requires careful analysis of corporate synergies, innovative financial instruments and fundamentals, experienced investment bankers and financial institutions, assessment of net present valuation and internal rate of revenue, evaluation of technology and future corporate strategy, top management succession, and ability to transfer technology across corporate and international boundaries.