Jordan Innovation, Commercialization, and Start-Ups in Life Sciences

1. Auflage 2014
ISBN: 978-1-4822-1013-2
Verlag: Taylor & Francis
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 254 Seiten

This book specifically provides the reader with the methodologies necessary to create a successful life sciences start-up from initiation to exit. The readers gain an appreciation for the necessary data, partnership, and skills to be acquired and the constituencies that must be satisfied, along the way. It presents data and analytical processes articulating the fundable milestones for angel and venture capital. It also provides tools for creating branding for public investors and more.

Autoren/Hrsg.

Jordan, James F.

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management

Inhaltsverzeichnis

Innovation Is a Process of Connected Steps
Investment Uses a Translation Process to Deliver Innovation

Investment Is Critical to a Nation’s Prosperity

The Journey of Innovation Begins with Investment

The United States Helps Small Companies Conduct R&D

Commercialization Is Primarily Executed through Two Organization Types

Investment Must Be Connected to Exit
Angels and Venture Capitalists Invest in Commercialization
The Stages of Start-Up Financing
The Players in Start-Up Financing

Create Liquidity for Your Investors

A Liquidity Event Is Not Consummated without Due Diligence

A Start-Up Is Designed to Be Temporary
The Reasons for Due Diligence
Risks Associated with Due Diligence

Due Diligence Reputation Is a Critical Business Process
Due Diligence Reputation Is a Critical Brand Component
Do What You Say, Then They Will Trust What You Forecast
Ambiguous Processes Are a Quality Assurance Problem
The Components of a Due Diligence Business Process

Align with the Industry Norms
Find the Industry Norms

Solve an Important Customer Problem
The Disease State Model Identifies the Triggers to Risk and Creating Market Value
The Health Care Flow Chart Visualizes the Market’s Value Chain

Demonstrate the Ability to Access the Sales Channel

Gather Domain-Experienced Personnel to Reduce Risk
Government
Channel Partners
Customers
Domain-Experienced Personnel
Acquirers
Capital Providers
Suppliers and Contractors
The Management Team
A Thoughtful Gathering of Experience Reduces Risk

Determine the Acquirer’s Strategic Future and Purchase Triggers
Find Your Targets (Potential Acquirers)
Develop Industry Micro and Macro Maps
Analyze the Industry’s Product Life Cycle
Analyze Your Acquirer’s Product Life Cycle
Finalize Your Target List and Uncover the Acquirer’s Purchase Triggers
Map Your Start-Up’s Exit Points
Determine What They Want to Buy: It Could Be More Than IP
The Acquirer Purchase Trigger Database

Align an Investor’s Fundable Milestones and an Acquirer’s Exit Points
Know Your Targets: Arrive Early and Cheaply
Add the Acquirer’s Exit Points to Your Funding Map
Create a Funding Relationship Management System
Plot Your Funding Syndicate by Working Backward
Create Your Tactical Approach by Investment Class
Install a Management and Measurement System
Plan-Do-Check-Act (PDCA)

Create an IP Pyramid for Impervious Positioning

Can the Technology Create a Franchise Category?
Can the Technology Create a Product Category?
Is There a Specific Class of Patient or Clinical Situation Where the Patent Would Be the Obvious Answer?
Is There Outcomes Evidence?
How Can the Patent Be Built upon over Time to Evolve for Distance as Other Players Attempt to Enter the Market?

A Start-Up Must Tell a Compelling Story
A ddress Your Story to the Needs of All Constituencies
The Customer’s Story
The Acquirer’s Story
The Funder’s Story

Deliver to Your Plan
Mission Statement
Executive Summary
Overview
The Opportunity
The Market
The Competition
The Unfair Advantage
Proprietary Relationships
Proprietary Knowledge
Intellectual Property
Regulatory and Reimbursement
The Company and Management
The Commercialization Plan
Capitalization and Exit Strategy
Financial Projections and Risks

Tell a Compelling Story with the Investor Pitch
The Preview
The Venture Concept
The Market Need
The Product Offering
The Market Opportunity
The Competition
The Business Model
The Commercialization Plan
Future Milestones
The Management Team
Funding Needs
The Acquirer’s Needs
Opportunity Summary

Continuously Improve Your Message with the Plan-Do-Check-Act Cycle
Notes
Index

Über Autor(innen)

Jim Jordan, a Distinguished Service Professor of Healthcare & Biotechnology Management and Senior Director of Healthcare and Biotechnology Programs at Carnegie Mellon University’s Heinz College, serves as the Chief Investment Officer of the Pittsburgh Life Sciences Greenhouse, a public-private economic and venture fund owned by Carnegie Mellon University and the University of Pittsburgh.

As an accomplished Fortune 20-level executive with companies such as Boston Scientific, Johnson & Johnson and McKesson, Jim has leveraged his experience in several startup ventures and is active on multiple Boards of Directors. Through the Pittsburgh Life Sciences Greenhouse, he has applied his 25 years of experience in industry, consulting and academia to work with over 400 life science startup companies, with direct investment in 75 of them.