...Table of Contents I. Early/mid stage biotech funding environment at a glance II. “Regenerate Biomedical” (fictional biotech company) overview a. Company milestones, stakeholders, funding to date b. Preliminary testing results for DRX c. Clinical Trials and funding needs for DRX d. Overview of Phase I Results for DRX e. Probability DRX clears phase II III. Market Overview - Hair Therapy Industry a. Market and competitive landscape b. DRX competitive advantage c. DRX Sales Forecast (three scenarios) d. Analyst Assumptions IV. Risk Profile for early/mid stage biotech companies a. Assumptions- Beta, Cost of Capital, WACC V. Overview Regenerate Biomedical funding options for DRX a. Initial Public Offering (IPO) b. Private Equity (PE) c. Big pharmaceutical company a. “Aderans” preliminary acquisition offer d. Venture Capital b. “Bio Venture” preliminary deal terms VI. Results and Conclusion a. Strategy 1 b. Strategy 2 c. Strategy 3 I. Early/mid stage biotech funding environment at a glance Biotechnology is typically defined as any science that harnesses cellular and bimolecular substances to develop new technology, drugs and products. Biotechnology has multiple applications - food alteration, genetic research, environment and energy, and human and animal health products, to name a few. Over the years, the biotech industry has produced some of the world’s greatest advances in...
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...have taken a leave of absence from major universities and pharmaceutical companies to establish this firm. This company uses gene-sequencing techniques with a computer-driven search algorithm to identify genes in human DNA. In January 1996, negotiations were coming to the end for a private equity investment by Big Sur Capital Management to buy a 90 percent equity interest for $46 million in RMAG. The proceeds of the sale would be used to finance the growth of RMAG. Big Sur's saw a highly promising, but a highly risky investment opportunity. Kim McGraw, a managing director with Big Sur was put in the position to negotiate a price and terms of the investment. She based her negotiations on the assessment of RAMG's economic value. Big Sur Capital Management is located in San Francisco, California and has been organized as a hedge fund since 1968. Over the years it proved more successful in variety of "private equity" investments and had gradually shifted its activities to this area. The firm has $2 billion under management with 64 investments evenly split between venture capital investments and participations in leveraged buyouts. Importance of Terminal Value:Terminal value is the lump-sum of cash flows at the end of a stream of cash flows. It is important when trying to value a firm because that are present in the valuation of just about every asset and in the valuation of stocks and whole companies terminal value is usually a very big value driver. The importance of TV is...
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...Case 41, MoGen, Inc. – Finance 675 David Biggs, Amanda McAllaster, Jake Unruh, Andy Rao Background Information MoGen is a leading company in the recently surging biotechnology industry that specializes in human therapeutic drugs that help offset the damaging effects of chemotherapy for cancer patients. The business model for all biotech companies is fairly similar: through extensive R&D, create new medical drugs, obtain FDA approval and product patents and launch them into the market. In order to achieve profitability and increase the likelihood of FDA approval for their various projects, MoGen must ensure a consistent supply of cash to fund R&D efforts and maintain financial flexibility in the face of the high levels of uncertainty that the industry as a whole faces. The biotech industry is truly what one would describe as a high-risk, high-reward venture. Because Mogen and the rest of the industry faces strict and rigorous standards set by the FDA, projects often fail or have extremely long lead-times, making investments riskier and additional compensation a must compared to most other industries. Many research efforts lead to failed projects due to FDA rejection and other projects face the threat of “biosimilars,” which are essentially copies of the drugs, once the product reaches the end of the patent-protection period. At the time, MoGen had several drugs that faced the threat of biosimilar competition in Europe, all due to patent expiration...
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...- The sales are increasing by $4 million each year and it may be accepted as SNC started it’s business in the year 2006 and would be thinking of improving the business slowly. The additional sale would be added by the company over the next three years of time frame and the sales trend analysis (Rosella, 2013) is little encouraging. It may be believed that, the new addition of this corporate client would give a message to the other new potential customers and would help for the future business as well. EBIT – It is understood that the earnings before interest and tax would be remain more less flat for the next three years, but at this stage , it is highly important for the company to go ahead with the deal. The earnings of $ 0.26Million is very helpful to the company in this stage. Better Earnings before Interest & Taxes (Investopedia.Com, 2013) is a good indicator for the firm. Net Income – The net income for the company in the past has gone under drastic change and under this phase it does not show any improvement .Instead the details shown are very minimal and we can predict more realistic numbers going forward. Free Cash Flow – We do not observe any non-cash expenditure like depreciation; amortization etc, Hence the net income of the company is only getting added to the free Cashflow (Valyewalk , 2012 ). So we may say that, the free Cashflow generated are not much. So the firm will have a very poor free...
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...INTRODUCTION ABC Telecommunications is a publicly traded, global, manufacturing telecommunications company who primarily sells copper and fiber products to customers like Verizon and AT&T/Cingular. Like many other telecommunication companies, ABC went thru a significant down-turn around 2000. Not only did offices and manufacturing plants get shut-down throughout the world, the morale and culture of ABC changed. ABC lost a lot of their highly skilled, highly valuable employees. They have consciously tried to hire “the best of the best” but yet they are not willing to provide the salaries and benefits to get those individuals. In fact, ABC has really been focusing on cost-cutting measures the last couple of years. Employee recognition and rewards are very rare, bonuses were not given last year, locations in the US continue to get shut down, and layoffs are frequent in order to get headcount and employee expenses down. Purchases of new computers and other technology equipment are considered an unnecessary expense. Understandably, turnover is high and those who stay tend not to be satisfied. Many leave quickly; others just complain and talk about how much better the company used to be. ABC was the organization reviewed in my OCI paper. ABC’s highest style rating was conventional and their second highest style was approval. Most employees feel the need to conform, to not get involved in any disagreements, and to have superficial relationships with their co-workers so...
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...INTRODUCTION ABC Telecommunications is a publicly traded, global, manufacturing telecommunications company who primarily sells copper and fiber products to customers like Verizon and AT&T/Cingular. Like many other telecommunication companies, ABC went thru a significant down-turn around 2000. Not only did offices and manufacturing plants get shut-down throughout the world, the morale and culture of ABC changed. ABC lost a lot of their highly skilled, highly valuable employees. They have consciously tried to hire “the best of the best” but yet they are not willing to provide the salaries and benefits to get those individuals. In fact, ABC has really been focusing on cost-cutting measures the last couple of years. Employee recognition and rewards are very rare, bonuses were not given last year, locations in the US continue to get shut down, and layoffs are frequent in order to get headcount and employee expenses down. Purchases of new computers and other technology equipment are considered an unnecessary expense. Understandably, turnover is high and those who stay tend not to be satisfied. Many leave quickly; others just complain and talk about how much better the company used to be. ABC was the organization reviewed in my OCI paper. ABC’s highest style rating was conventional and their second highest style was approval. Most employees feel the need to conform, to not get involved in any disagreements, and to have superficial relationships with their co-workers so...
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...Instructor Guide CORPORATE FINANCE COURSE NUMBER: MBA591 [pic] Jones International University®, Ltd. 1.800.811.JONES (5663) http://www.jonesinternational.edu ©2008 Jones International University®, Ltd. All rights reserved. 9697 East Mineral Avenue, Englewood, Colorado 80112, USA This workbook and all accompanying audio-visual material, manuals and software (collectively, the "Materials") are copyrighted with all rights reserved. Under the copyright laws, none of the Materials may be copied in whole or in part without prior written consent of Jones International University®, Ltd. (JIU™) You may permanently transfer all of your rights in the Materials, provided that you retain no copies, and provided that you transfer all of the Materials (including all component parts, media, documentation and any prior versions and upgrades). You may not copy or allow any copies of the Materials to be made for others, whether or not you charge anyone else for the copies. Limitation of Liability. JIU™ PROVIDES ALL OF THE MATERIALS “AS IS” WITHOUT WARRANTY OF ANY KIND. EACH OF JIU AND ALL ITS DEVELOPERS, TEACHING FACULTY, DIRECTORS, OFFICERS, EMPLOYEES OR AFFILIATES DISCLAIM ALL OTHER WARRANTIES, EITHER EXPRESS OR IMPLIED, INCLUDING BUT NOT LIMITED TO IMPLIED WARRANTIES OF MERCHANTABILITY, NONINFRINGEMENT AND FITNESS FOR A PARTICULAR PURPOSE. IN NO EVENT WILL JIU OR ITS DEVELOPERS, TEACHING...
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...MAPPING BOROPLUS AGAINST VASELINE IN GLOBAL MARKET SUMMER INTERNSHIP REPORT 2012 INTERNSHIP REPORT AT EMAMI LTD. KOLKATA UNDER GUIDANCE OF MR. BRAJESH KUMAR PREPARED BY: SHAUNAK MILIND SARDESSAI PGPM 20110335 21ST SEPTEMBER 2012 1 ACKNOWLEDGEMENT It has been rightly said that we are built on the shoulders of others but the satisfaction that accompanies the successful completion of any project would be incomplete without the mention of the people who made it possible. I would first of all like to thank Emami Limited for giving me this opportunity to learn, share my ideas, views, and thoughts on various subjects through this project, undertaken as a part of curriculum requirements. I am highly indebted to my project guide Mr. Brajesh Kumar – General Manager Marketing (SAARC, SEA & EUROPE), for giving me an opportunity to work with him. Without his adroit guidance, constant support and inspiration this project would have not been possible. The value addition that I derived under his guidance by means of various side activities such as sharing learning’s by presentations, facilitating surveys etc. has culminated in a life-long valuable experience. I would like to acknowledge the contribution of Mr. Devanshu Seth, International Brand Manager, for his valuable inputs in completing the project. The ideas shared by Mr. Mridul Greenwold, Asst. Brand Manager, have also helped me tremendously in driving my project through its journey. I would also like to express my gratitude...
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...and Founder of Vertex Pharmaceuticals Like many New Englanders on this bright October morning in 2003, Josh Boger, CEO of Vertex Pharmaceuticals, had been up until 2:00 a.m. the previous evening watching the Boston Red Sox playoff game. The game, predictably, ended in a heartbreaking loss for the Red Sox, but Boger’s lingering disappointment (and regret over staying up so late) quickly faded as he strode down the halls of the Cambridge, Massachusetts company he had founded 15 years earlier. Vertex had four promising drugs in various stages of clinical development, and Boger was excited by the possibilities: “The portfolio is playing out exactly as we hoped. We’ve got a stream of revenues from our partnered project that will help fund our development costs. There are multiple paths for us to become profitable. We’re in a position to choose.” While the company had revenue from various corporate partnerships and roughly $600 million in cash and short-term investments on its balance sheet, it was unlikely that the company could fund more than two of its four primary development projects.1 Therefore, Boger and Vicki Sato, Vertex’s president, had to decide which two projects should be funded. This was not an easy question, as each project had strong proponents in various parts of the organization. A second...
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...FUNDAMENTALS OF Corporate Finance SECOND EDITION This page intentionally left blank FUNDAMENTALS OF Corporate Finance SECOND EDITION Jonathan Berk STANFORD UNIVERSITY Peter DeMarzo STANFORD UNIVERSITY Jarrad Harford UNIVERSITY OF WASHINGTON Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo The Prentice Hall Series in Finance Alexander/Sharpe/Bailey Fundamentals of Investments Bear/Moldonado-Bear Free Markets, Finance, Ethics, and Law Berk/DeMarzo Corporate Finance* Berk/DeMarzo Corporate Finance: The Core* Berk/DeMarzo/Harford Fundamentals of Corporate Finance* Bierman/Smidt The Capital Budgeting Decision: Economic Analysis of Investment Projects Bodie/Merton/Cleeton Financial Economics Click/Coval The Theory and Practice of International Financial Management Copeland/Weston/Shastri Financial Theory and Corporate Policy Cox/Rubinstein Options Markets Dietrich Financial Services and Financial Institutions: Value Creation in Theory and Practice Dorfman Introduction to Risk Management and Insurance Dufey/Giddy Cases in International Finance Eakins Finance in .learn Eiteman/Stonehill/Moffett Multinational Business Finance Emery/Finnerty/Stowe Corporate Financial Management Fabozzi Bond Markets: Analysis and Strategies Fabozzi/Modigliani Capital Markets: Institutions...
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...See discussions, stats, and author profiles for this publication at: https://www.researchgate.net/publication/228180753 Arcadian Microarray Technologies, Inc. ARTICLE · OCTOBER 2008 READS 516 2 AUTHORS, INCLUDING: Robert F. Bruner University of Virginia 287 PUBLICATIONS 1,490 CITATIONS SEE PROFILE Available from: Robert F. Bruner Retrieved on: 25 January 2016 Username: TO ACCESS THIS DOCUMENT This is a protected document. The first two pages are available for everyone to see, but only faculty members who have verified faculty status with Darden Business Publishing are able to view this entire inspection copy. Submit VERIFIED FACULTY If you have verified faculty status with Darden Business Publishing, simply enter the same username that you use on the Darden Business Publishing Web site, and then click “Submit.” Please note that this is an inspection copy and is not for classroom use. Faculty Register UNVERIFIED FACULTY If you are teaching faculty and do not yet have verified faculty access with Darden Business Publishing, please click on the “Faculty Register” link and submit your information requesting verified faculty access. Buy Case Now OTHER USERS If you would like to read the full document, click on “Buy Case Now” to be redirected to the Darden Business Publishing Web site where you can purchase this and other Darden cases. If you have any questions or need technical help, please contact Darden Business Publishing...
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...International Series in Quantitative Marketing Min Ding Jehoshua Eliashberg Stefan Stremersch Editors Innovation and Marketing in the Pharmaceutical Industry Emerging Practices, Research, and Policies Chapter 3 Portfolio Management in New Drug Development Min Ding, Songting Dong, Jehoshua Eliashberg, and Arun Gopalakrishnan Abstract The pharmaceutical industry leads all industries in terms of R&D spend. Portfolio management in new drug development is extremely challenging due to long drug development cycles and high probabilities of failure. In 2010, a pharmaceutical company like GlaxoSmithKline (GSK) spent over USD 6 billion in R&D expenditure and managed a total of 147 R&D projects across 13 therapeutic areas in different stages of development. There are a lot of challenges in deciding on how to allocate resources to these projects in order to achieve the maximum returns. For example, how to evaluate the value and risk of each project, how to choose new projects for both short-term cash flow and long-term development, how to decide which projects to prioritize and which projects to remove from the portfolio, how to design drug development unit and incentive schemes to maximize the likelihood of success, and so forth. This chapter reviews both practice and the state-of-the-art research and summarizes the latest insights from both industry and academia. For a manager, it provides a guide to the tools they need in portfolio management in the new drug development...
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...CORPORATE FINANCE T H IRD E DIT ION JONATHAN BERK STANFORD UNIVERSITY PETER D E MARZO STANFORD UNIVERSITY Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo To Rebecca, Natasha, and Hannah, for the love and for being there —J. B. To Kaui, Pono, Koa, and Kai, for all the love and laughter —P. D. Editor in Chief: Donna Battista Acquisitions Editor: Katie Rowland Executive Development Editor: Rebecca Ferris-Caruso Editorial Project Manager: Emily Biberger Managing Editor: Jeff Holcomb Senior Production Project Manager: Nancy Freihofer Senior Manufacturing Buyer: Carol Melville Cover Designer: Jonathan Boylan Cover Photo: Nikreates/Alamy Media Director: Susan Schoenberg Content Lead, MyFinanceLab: Miguel Leonarte Executive Media Producer: Melissa Honig Project Management and Text Design: Gillian Hall, The Aardvark Group Composition and Artwork: Laserwords Printer/Binder: R.R. Donnelley/Jefferson City Cover Printer: Lehigh Phoenix Text Font: Adobe Garamond Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on the appropriate page within text and on this copyright page. Credits: Cover: Sculpture in photo: Detail of Flamingo (1973), Alexander Calder. Installed in Federal Plaza, Chicago. Sheet metal and paint, 1615.4 x 1828.8 x 731...
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...paper. MBA Program http://www.mhhe.com/primis/online/ Copyright ©2003 by The McGraw−Hill Companies, Inc. All rights reserved. Printed in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without prior written permission of the publisher. This McGraw−Hill Primis text may include materials submitted to McGraw−Hill for publication by the instructor of this course. The instructor is solely responsible for the editorial content of such materials. 111 MBAP ISBN: 0−390−42334−3 MBA Program Contents Bruner • Case Studies in Finance: Managing for Corporate Value Creation, 4/e II. Financial Analysis and Forecasting 1 1 6 16 16 39 52 52 60 66 66 84 100 100 6. The Financial Detective, 1996 11. ServerVault: ‘‘Reliable, Secure, and Wicked Fast’’ III. Estimating the Cost of Capital 12. ‘‘Best Practices’’ in Estimating the Cost of Capital: Survey and Synthesis 15. Teletech Corporation, 1996 IV. Capital Budgeting and Resource Allocation 19. Diamond Chemicals PLC (A): The Merseyside Project 20. Diamond Chemicals PLC (B): Merseyside and Rotterdam Projects VI. Management of the Corporate Capital Structure 29. Structuring Corporate Financial Policy 31. Polaroid Corporation, 1996 VIII. Valuing the Enterprise: Acquisitions and Buyouts 41. Palamon Capital Partners/TeamSystem S.P.A. ...
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...CORPORATE FINANCE T H IRD E DIT ION JONATHAN BERK STANFORD UNIVERSITY PETER D E MARZO STANFORD UNIVERSITY Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo To Rebecca, Natasha, and Hannah, for the love and for being there —J. B. To Kaui, Pono, Koa, and Kai, for all the love and laughter —P. D. Editor in Chief: Donna Battista Acquisitions Editor: Katie Rowland Executive Development Editor: Rebecca Ferris-Caruso Editorial Project Manager: Emily Biberger Managing Editor: Jeff Holcomb Senior Production Project Manager: Nancy Freihofer Senior Manufacturing Buyer: Carol Melville Cover Designer: Jonathan Boylan Cover Photo: Nikreates/Alamy Media Director: Susan Schoenberg Content Lead, MyFinanceLab: Miguel Leonarte Executive Media Producer: Melissa Honig Project Management and Text Design: Gillian Hall, The Aardvark Group Composition and Artwork: Laserwords Printer/Binder: R.R. Donnelley/Jefferson City Cover Printer: Lehigh Phoenix Text Font: Adobe Garamond Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on the appropriate page within text and on this copyright page. Credits: Cover: Sculpture in photo: Detail of Flamingo (1973), Alexander Calder. Installed in Federal Plaza, Chicago. Sheet metal and paint, 1615.4 x 1828.8 x 731...
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