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Realizing Your
Business Model
Realizing Your
Business Model
Alberto Onetti, Director, CrESIT
Antonella Zucchella, President, CIBIE
Alberto Onetti, Director, CrESIT
Antonella Zucchella, President, CIBIE
Workshop CrESIT-ASSOBIOTEC 2009
Business Models for BiotechVarese, November 23rd
www.cresit.it
Antonella Zucchella, President, CIBIEAntonella Zucchella, President, CIBIE
CONFIDENTIAL
Why you need a Business Model
� To get to your Destination, you need Directions
� The Business Model is the road map to your Destination
� Managerial tool — Defines how the company organizes its activities
� Decides your business:
� “Focus” — the relevance of the different activities
� “Locus” — the localization of the different activities
� “Modus” — the way different activities are executed
� Analytical planning tool — What you need to do “activity by activity”
Our Business Model Concept
FOCUS LOCUS MODUS
Activity AHow much
to allocate?Where to place
the activities?
Who? In-house or Third Parties?
How? Capital or labour-intensive?
How much tech-intensive?
Which Skills are required
(brain-intensive)?
Activity B
Activity C
…
Source: Onetti and Zucchella, 2008
� The Business Model: Multiple decisions for Focus, Locus, and Modus� A company has many options
� Business Model decisions characterize the company in a unique way
� Too many options — risk of “losing your direction”
� High Tech and Life Science firms are typically global firms: multi-location is the natural way of being
� A company’s network is “broad” and “multidimensional”: they have to manage many relationships, not
only upstream (scientific community, industry…) and downstream (lead users), but also laterally (e.g.
First Issue: How to represent complexity
only upstream (scientific community, industry…) and downstream (lead users), but also laterally (e.g.
finance)
� They partner in different ways (licensing-in and –out, outsourcing, joint venture, strategic alliances…)
� More than an analytical planning tool, the Business Model is a blueprint of how a
company works
� A representation of the company’s Business Model
� Enables one to identify the Business Model’s constituents — the “value architecture”
Case study: MonogramBio
(formerly ViroLogic)
� Founded in 1996 � Genentech spin-off
� Currently 350 people, $40M in revenue
� Public in 2000, acquired by LabCorp in Aug 2009 (2,800 people, $4B in revenue)
� Lines of Business: molecular diagnostic products � Personalized Medicine
� Tailored drug therapy, resistant tests for HIV (75% of revenue)
� Testing for Pharma Companies, working on new HIV drugs
� 25% of revenue
� From 2004 they are diversifying from virology to oncology
� They bought Aclara BioSciences, Mountain View, CA
Focus
Case study: MonogramBio
LABS & SALES
Source: Onetti-Zucchella 2009
Case study: MonogramBio
Lesson learned
� The company diversified but did not change its business model� They manage oncology in the same way they did virology
� Managers have the feeling to approach different lines of business in different ways
� Frequently they adopt the same model
� They reshaped the Business Model during the life of the companycompany� Locus
� No change, it was and still remains a Bay Area Company
� Modus:
� Billing: initially out, then back in
� Focus
� Initially R&D, thereafter Labs and Sales
Second Issue: Business model can
evolve and change
� The Business Model may change over the time� Day by day company makes decisions that may affect Focus, Locus and Modus
� Each decision, separately considered , is not necessarily a radical change, often just a fine tuning of prior decisions
� But the sum of all these decisions may radically change the way the company works and its Business Model
� The Focus may change as the company evolves The Focus may change as the company evolves � Life Science firms typically change focus as their research moves from early to later phases
� Some companies do not (“satellite" companies, CROs)
� Not just Focus, but also Locus and Modus� Companies can locate activities in different places
� This can open up to new business opportunities or exploit new partnerships
� Companies can initiate new alliances
� Partnerships can change the way the company works (“platform” companies)
� The more parameters are modified, the more radical is the business model change� In some cases business model changes are so radical to drive strategy change
Case study: Napo Pharmaceuticals
� Founded in 2001� Napo bought Shaman's library of compounds, including crofelemer
� It raised approx. $300M
� Currently approx. 30 people (over 100 a few years ago)
� Public in 2006
� Business: development and commercialization of proprietary pharmaceuticals
ACTIVITY LIST FOCUS
Strategic Importance (1=low - 10=high)
Pre-Clinical
Phase 1
Phase 2
Phase 3
Pilot Manufacturing/Tech Transfer
Registration
Business Development
4
6
3
10
Focus
Case study: Napo Pharmaceuticals
Manufacturing and Sales
EARLY STAGE RESEARCH
LondonLondon
Source: Onetti-Zucchella 2009
ACTIVITY LIST FOCUS
Strategic Importance (1=low - 10=high)
Pre-Clinical
Phase 1
Phase 2
Phase 3
Pilot Manufacturing/Tech Transfer
Registration
Business Development
8
2
3
3
6
6
8
Focus
Case study: Napo Pharmaceuticals
Manufacturing and Sales 2
8
REGISTRATION & BD
LondonLondon
Source: Onetti-Zucchella 2009
Where may the Business Model tool
help?
� Plan & manage your evolution, not just be driven by events� “Models evolve, change, often react to where the science or the money is”
� “We figured it out based on the environment”
� How do you see your company in 3 years? What actions are required to reach your new Destination?
� Check the evolution path and learn from your past� Are we today what we wanted to become?
� What drove my evolution? � What drove my evolution?
� The analysis of the past can help plan for future actions
� Communicate what your company does� Life science and high tech companies are not easy to pitch
� Scientists do not talk business, but business people and venture capitalists do not like to hear science (for more than 40 secs)
� Our tool analyzes and wraps-up how the company actually works
� It is the snapshot of your company as it is now
� 3 years ago the company probably looked different
� 3 years from now it will likely be different
� The worst thing for a manager is to be surprised about that