Biocon

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biomab would req a new manf plant which would incur investment costs, cost of goods, r&d costs and marketing costs. After much discussion, biocon entered in joint venture with cimab which would license biocon to develop and market the molecule in india.

Market share- since india accounted for almost 1/5th of the global population which was expected to increase. This provided the co. an opportunity to explore the insulin market. Moreover as no other biotech co. had been able to make inroads in this market it gave biocon an edge over the others.

Threats-

since they did not know anything about this new tech and they had no knowledge about dealing with mammalian cells drug discovery became a risky investments.

The legislation had not been well received by large multinational pharma companies as they argued for the protection of their IP rights and capital.

Clinical research org also posed viable threats.

Slide 6-9

Immediate – successful phase 2 trials of biomab in various scenarios i.e. radio therapy and chemical therapy

100% - chemo + radio + biomab (previously 70%)

80% radio + biomab (previously 40%)

as these spectacular results were enough to get DCGI approval, biocon should launch biomab immediately

simultaneously: single product would be insuffcuent for biocom sales rep to pitch up the oncologist

biomab would be the main product and generics should help in buying more time of the doctors

delayed – Erbitux is an established product and has proven phase 3 results, biomab had still not proven it self(pending phase 3 results)

sales capability was another issue

slide 10

we should delay the launch of biomab to wait for the third phase results

OR

we should rather launch generic prods to develop sales capability before launching biomab

slide 11

long term-

expanding interesting product all over the world

innovating –develop and commercialize

partnership-joint ownership of the intellectual property

brand image

slide 12 -17 from ppt