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Chiasma Taps Roche for Phase III Neuroendocrine Tumor Drug

Posted By Administration, Friday, June 20, 2014
Originally posted on 2/18/2013

Chiasma has turned to ASAP Corporate Member Roche to commercialize its acromegaly and neuroendocrine tumor drug Octreolin. In exchange for a worldwide exclusive license to Octreolin, Roche will initially pay Chiasma $65 million and possibly up to an additional $530 million with the accomplishment of certain development and commercial milestones. In addition, Chiasma will also get tiered, double-digit royalties if/when Octreolin gets to market.

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Lilly, Qiagen Partner Around Diagnostics

Posted By Administration, Friday, June 20, 2014
Originally posted on 2/15/2013

Qiagen and ASAP Global Member Eli Lilly and Company have expanded their relationship to develop and bring to market a variety of companion diagnostics. The two companies have previously come together around the Janus kinase 2 (JAK2) inhibitor.

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Cisco Tweaks Products, Premier Partner Status Qualifications for Mid-Market

Posted By Administration, Friday, June 20, 2014
Originally posted on 2/12/2013

ASAP Global Member Cisco is in the news for some announcements it has made around its mid-market revenue growth efforts. The company unveiled its new Express Collaboration Specialization program, which reduces the requirements for attaining Premier certification status, a move designed in large part for smaller companies which may not have the resources to engage in the more extensive training of Cisco's Advanced Collaboration Architecture Specialization program.

On the product side, Cisco revamped its Business Edition 6000 video conferencing and collaboration products to enable Value-Added Resellers (VARs) to sell 25-license deals that are more palatable to midmarket customers than the 50-license minimum previously required by the networking giant.

At the 2013 ASAP Global Alliance Summit, Manoj Bhati, senior product marketing manager for GTM mid-market strategy at Cisco, will expand on how Cisco works with partners of this size in his presentation "When Your Customer or Partner Is Small: Turnkey Solutions for SMB Channel Management.” We will also explore large entity–small company alliances (a.k.a. "David-Goliath" partnerships) in the Q2 issue of Strategic Alliance Magazine in which we hope to talk to Bhati.

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PwC: HR Must Play Integral Role in Shaping Partnership Capabilties

Posted By Administration, Friday, June 20, 2014
Originally posted on 2/7/2013

Andy Eibling of ASAP Corporate Member Covance shared on LinkedIn a link to a new PwC Health Research Institute (HRI) study that details the challenges facing human resources departments as pharmaceutical companies' R&D models evolve to be more and more dependent on collaborations with academic centers and Contract Research Organizations (CROs).

(You can find profiles of top CROs Covance and PPD on P. 15 of the Q4 2012 and issues of Strategic Alliance Magazine, respectively. In addition, ASAP members can find a magazine feature on biopharma-academia relationships in the the Q4 issue in ASAP's Member Resource Library.)

According to the report's executive summary, "The most needed skill sets for R&D have moved away from pure scientific expertise to regulatory knowledge and relationship skills. Developing and managing outside partnerships and regulatory science are the two most sought-after skills today."

What does this mean for HR? The executive summary again expands on the need to become more in tune with the specific skills close business collaborations entail.

"Human resources (HR) leaders should play a key role in shaping partnerships and developing an accompanying talent strategy for their scientific workforce."

Of course, filling this knowledge gap was likely a primary motivation for ASAP's vice chairman Jack Pearson when he founded Alliance Development International, LLC. HR professionals often are not grounded in the knowledge of what ideal candidates for alliance management positions might look like. At the very least, there generally aren't as many chances for HR reps to be exposed to the nuances of alliance management as marketing, sales, regulatory affairs, R&D, and other parts of the biopoharma operation.

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Alliances, Like Politics, Make “Strange Bedfellows”

Posted By Administration, Friday, June 20, 2014
Originally posted on 2/6/2013

Our editor-in-chief Michael Burke passes along this excerpt from our Q1 2013 edition of Strategic Alliance Magazine...

We know you’re eagerly awaiting that great moment when the next issue of Strategic Alliance Magazine lands in your mailbox—sort of like Steve Martin in The Jerk, celebrating the day the new phone books arrive. But while you’re waiting, we thought we’d bring you another snippet, or outtake, from the Q1 edition (which, rest assured, will be appearing any day now).

One of our features, entitled “Strange Bedfellows,” deals with “unusual” alliances: cross-industry or cross-cultural partnerships that are on the rise in some industries—such as biopharma—and are already business as usual in others—like business process outsourcing.

In the biopharma realm, drugmakers are increasingly looking outside their industry for new partners—both to deal with the ramifications of the patent cliff and the changing economic landscape, and to respond to the needs of patients and health care providers who are looking for better and more efficient health outcomes, rather than just “a pill for a price.”

This was the gist of ASAP Media’s interview with Hans-Peter Frank, CA-AM, head of alliance management for patient franchises at ASAP Global Member Novartis. (Frank also presented on this subject at the ASAP BioPharma Conference last November in Cambridge, Mass., and will be speaking on a related topic at the ASAP Global Summit in early March in Orlando, Fla.) Novartis is currently engaged in various nontraditional alliances, including with hardware and software makers, to provide patients with better health outcomes and health monitoring.

A worthy goal—but for a biopharma company working with a tech firm, the cultural differences can be vast, and bridging them isn’t always easy. So we asked Frank, any advice for those looking to partner outside their own industry?

“First of all, be very transparent,” he said. “We know there are very different approaches in companies [from different industries]. IP and confidentiality are sometimes really an issue. In tech, IP is often about just buying a company for the IP. Those companies are willing to participate in exclusivity of disease areas—but they don’t accept exclusivity of products or IP. I don’t want to be the lawyer who put this together! It can get pretty complicated, so we look for the smoothest way around that.”

And even internally, the challenges presented by these unusual alliances can be substantial. “With these novel collaborations, it’s more than a normal project,” Frank acknowledged. “You have to educate [internally] on a basic level, and bring up the knowledge level. Data privacy, for example, is not a concept they’re aware of [in pharma].”

Check out the Q1 issue of Strategic Alliance Magazine for more of Frank’s thoughts on “strange bedfellows” alliances, and for a glimpse into other industries where novel partnerships are also becoming the norm.

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