A company committed to developing innovative applications in fruit and vegetable-growing succeeded in creating technology to improve the products’ appearance at their sales points and wished to value its business.
A company developed new technology to the reduce the impact of post-harvest diseases and defects in different types of fruit. Said technology was developed and awaiting regulatory approval.
The company’s shareholders requested a valuation of the business in its current state and of its potential value using different growth scenarios.
We carried out two studies: a statistical one, analysing the latest financial year’s annual accounts and a dynamic study, analysing different assumptions about future development.
We studied the technology in depth and identified the competition. We calculated the company’s market potential. Then, we performed future projections based on different contingencies and scenarios which included additional business models.
We defined the costs associated with the above projections and we assigned chances of success to each regulatory phase that was pending.
The shareholders understood very well the risks and opportunities that defined each one of the assumptions and proposed scenarios, as well as the related degree of probability.
We analysed the sensitivity of each variable that was key for the valuation.
We established a clear value for the company with associated ranges for the business production scenario (direct sales or third-party licensing).
A marketing plan to relaunch a leading centre and turn it into a benchmark for translational medicine.
A recently opened centre of research infrastructure located on a leading hospital’s campus wished to establish itself and become a beacon of excellence in its own autonomous region, nationally and across Europe. The centre needed to consolidate its viability and its profit and loss accounts.
The priorities were to: clearly define the product portfolio, segment the targeted clients, understand the sales and promotion channels and create a communication strategy.
We interviewed the centre's directors and the managers of each business line. We gathered information on the product, client segmentation, sales and promotion channels and the competition. We undertook a SWOT analysis too.
We held interviews with the centre's current, potential and external clients to generate an complementary and aseptic vision of the business.
We produced a report with a roadmap and specific actions to take in the short and medium terms to implement a marketing plan.
The organisation was able to concentrate on the marketing plan's key points. The messaging, products and communication strategy were segmented and made to measure for each business area.
The centre’s strategy was aligned to the strategy at its campus units to maximise opportunities. The communication strategy was tailored to compete in different sectors and territories.
A roadmap to sell an innovative cellular screening system’s services to the pharmaceutical industry.
A start-up had developed, validated and patented a cellular screening system which offered a series of advantages over traditional systems.
It wished to promote its services to the pharmaceutical industry in the area of drug discovery as its new technology would fit best there.
We studied the scientific development in detail so that we thoroughly understood the differential aspects and produced a business case aligned to the product and company.
We created a business plan which included a market study, identification of potential (global) clients and promotional activities such as conventions to attend, in-bound marketing and publishing articles.
We implemented the roadmap ensuring that it was executed as well as possible.
The company began to receive sectoral and international recognition because of its presence at key conventions, its increased and sustained presence in networks and due to negotiations with its first potential partners.
We actively engaged in closing the first negotiations and the first service contracts, including those with international clients.
A business development strategy in Eastern Europe for glaucoma eye drops.
A SME developed a glaucoma product which was a class IIB medical device. The company had already established some business relationships in Western Europe and it wished to expand into Eastern Europe and the Balkan countries.
The product was innovative and clinical studies endorsed its safety and efficacy.
We performed a technical audit of the product to thoroughly appreciate its differential aspects and its impact on the disease.
We learned how the business had been developed in existing countries and we aligned ourselves with the company’s internationalisation policy.
We designed a specific business plan which included a study on potential local partners, the conventions and trade fairs to attend and the regulatory requirements in non-EU countries.
The company performed its business activities based on the report we provided it with. It contacted possible partners, attended key medical conventions and assured itself that it met the minimum regulatory requirements.
We monitored the set-up in detail and we were involved in key negotiations up to the point where distribution contracts were signed.
An internalisation plan designed especially for expansion in the Central Asian republics.
A pharmaceutical company was contemplating several ways to develop its business in different ex-URSS Central Asian territories.
It required advice on the best choice of partner, as well as how to exploit the opportunities in the most interesting countries and how to minimise risk.
We studied the company’s portfolio and its international experience in other markets that were nearer and more straightforward. We established the regulatory status and other characteristics such as the products’ stability to ensure that they had the potential to comply with different countries’ legislation.
We verified the suitability of several proposals available as a result of the company’s recent attendance at the most important trade fair in the sector, CPhI.
We prioritised projects by partner and territory according to the study carried out in order to maximise opportunities in both of these fields.
We worked alongside the company in its contact and negotiations with the selected partner regarding the best products and the related cost of developing them in the new territory.
We supervised the company’s interaction with the new partner to ensure different dossiers were filed with the health authorities of each selected territory.
Validation of the inclusion policy for new R&D projects in a pharmaceutical company’s pipeline.
A SME pharmaceutical company successfully concluded preclinical R&D projects and wished to include them in its pipeline.
The R&D Director and team had several budgets at their disposal. They needed an external and objective valuation to ensure that the selection of projects would be done without favouritism and with good prospects for a future return on the investment.
We familiarised ourselves with the company’s history and its preclinical R&D Department. We studied in detail those projects and treatment areas that had been successful in the past.
We participated in several introductory rounds given by the team of scientists for new opportunities in which we asked about the technical and business development constraints.
We scored each one of the projects according to criteria established beforehand. We shortlisted projects in terms of their potential and how well aligned they were with the company’s peculiarities.
We ranked the projects that best fitted the scientific criteria, the business development needs, a possible return on investment and the company’s idiosyncrasies.
Projects for development were selected bearing in mind the possible synergies between them and balancing the risk.
Business planning to research and source the best contract research organisations (CROs).
A biotechnology company with expertise in cellular screening techniques for antimicrobial applications needed to plan all the preclinical value-chain activities to develop a new drug. It wished to subcontract the work that was beyond its expertise: molecular modelling, medicinal chemistry, ADME and laboratory animals.
It needed to have options that were financially acceptable and scientifically robust.
We studied how the company had developed the technology in order to define all the activities that should be subcontracted and executed to develop a new antimicrobial candidate drug.
We worked within the available budget based on the funding rounds that the company had achieved and on the commitments investors had given.
We proposed different international CROs which were specialists in their own field including companies based in the UK, Germany, Ukraine and China, seeking the best compromise between budget and reliability.
We defined the R&D plan. We achieved agreements with different CROs in various parts of the world by adjusting budgets and benefits.
We monitored the work ensuring correct process development and good coordination between the different teams involved in it.
A plan to successfully source the most suitable finance for your project.
A research group developed a new treatment for a rare disease. A non-regulatory pre-clinical trial was performed and the intellectual property was protected.
To decide on the best way to continue developing the project several things were needed: the correct business model, the right finance strategy, the correct team, suitable technological partners and appropriate financial partners.
We developed the business model and strategy to follow. We defined the most suitable way to carry out activities, the market potential that existed and the partners needed to develop the product. We did so by mentoring and offering management support to the entrepreneurial team.
We presented the project to investors and supported the subsequent negotiations that successfully concluded with a funding round for the preclinical phase.
A development plan that validated all the necessary phases and the selection of the most suitable partners for each phase of the project.
The successful conclusion of a funding round to complete the preclinical phase with the investment given on condition of the results for the clinical phases.
A financial viability plan to consolidate a R&D department’s structure.
A group of companies that was expanding in the medical device sector used its corporate strategic plan to create a R&D department to develop new products to take to market.
The department was financed by a contribution from the annual corporate budgets.
In recent years the department had cut by half the number of projects that were going to market.
We analysed the current situation and confirmed that the department lacked strategic alignment with the company and the market.
We proposed two lines of work: the corporate line and the secondary line. The corporate line was the main route for research and development. The secondary line was used as the route for the development of non-core-business projects that were still of clear interest to the market.
We created a preliminary business case and thereafter defined a five-year finance plan for the department.
We defined the department’s main financing model based on the company’s core projects and we aligned the department’s strategy.
We defined a supplementary finance model by setting up a new outward-looking workflow that was capable of identifying needs arising from the main line of work.
The launch of a new operational and logistical subsidiary for food products.
A German company decided that it needed to expand its local food business in Europe.
Given this need, it analysed the Spanish market and saw the possibility of creating a Spanish subsidiary to provide commercial and logistical support.
We designed an internal management model to deal with the organisation and an external management model to deal with clients and suppliers. We defined the local operational flows in Spain and the supply chain.
We set up the subsidiary and monitored the internal and external activities to ensure that the processes were being correctly executed and that all the company’s value was benefitting its clients and suppliers.
Realizamos la puesta en marcha de la delegación y realizamos un seguimiento de las tareas internas y externas para garantizar la correcta ejecución de los procesos y la transmisión de todo el valor de la compañía a sus clientes y proveedores.
There were coordinated operations between the parent company and the subsidiary in Spain.
The creation of a subsidiary that was financially independent from the parent company. The consolidation of the management model and the stabilisation of the commercial client portfolio.