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M&A strategy has failed miserably - Burrill

World News | April 13, 2011
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Kevin Grogan

M&A strategy has failed miserably - Burrill

Big pharma has pursued an aggressive strategy of mergers and acquisitions in an effort to grow their businesses, but this approach has failed and resulted in the loss of $1 trillion in value over the last 10 years.

That is one of the key findings in the latest report from Burrill & Co on the biotechnology industry titled Biotech 2011-Life Sciences: Looking Back to See Ahead. The study claims that on December 31, 2000 the combined market capitalisation of 17 of the industry's most active acquirers was $1.57 trillion, excluding Johnson & Johnson. By the end of last year, that figure had shrunk to $1.04 trillion, a loss of more than $500 billion in market value.

When the combined value of the acquisitions these companies completed during this time, $425 billion, is added, close to $1 trillion in value has been lost during the last decade, even without taking into account transactions of less than $10 million. The report also notes that while big pharma continues to produce roughly the same number of new drugs each year despite a steady increase in R&D investment, smaller companies have come up with a growing share of new treatments "and done so more cost effectively".

The study goes on to say that while the major players are pursuing acquisitions of innovative biotech products and companies, they are now taking steps "to leave in place the culture of these companies to protect the innovation they covet". In other instances, big pharma is seeking to emulate biotechs through "new R&D models that create small, focused, independent research units.

Steven Burrill, chief executive of the merchant bank which specialises in life sciences, noted that the loss of revenue drugmakers are looking at "over the next several years does not just reflect the impact of competition from generic drugs, but also the failure of big pharma's R&D to generate innovative products to replace those going off-patent.

He added that "if the industry is to return to the type of growth it once enjoyed, it must innovate its way out of its current predicament".

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Comments 3

  1. jon 13 Apr

    What Burill has forgotten to factor in is that the industry is valued today in light of the billions of dollars of revenue threatened by the patent cliffs. The valuation of the industry 10 years ago did not require this adjustment. This not a failure of M and A; it's a reflection of the state of maturity of industry's portfolio. Also, the market value largely reflects the current downturn in the gloabl economy and the depressed sentiment that that brings. Five years into the decade, when the global economy was more buoyant and consequently the market sentiment was also high, would they have considered the resultant higher valuations a M and A success?

    Having said that I do think M and A has failed, but not as measured by the spurious considerations above.

    j
  2. Paulo Machado 13 Apr

    Innovation will be the key to getting out of this situation.  The focus will have to go beyond 'Clinical' innovation.  The BIG areas of  opportunity will be in Business Model Innovation & new services/lines of business beyond medicines.
    Need to get senior mgmt to take these risks before it is too late...
  3. Mike Wokasch 13 Apr

    Finally somebody has put numbers to what has been ignored for years and is no surprise here to anybody who has read the book Pharmaplasia™ which concludes:

    "... that most mega-mergers are short term financial fixes for mediocre performance of one or both organizations being merged. As a result, mega-companies are unlikely to accomplish the organizational and operational goals touted by the proponents of the merger. These deals are often encouraged by financial institutions and investment banking attorneys who specialize in mergers and acquisitions and who stand to reap huge financial rewards when the deal is completed. In addition, corporate officers, especially C-level executives, will likely walk away with millions of dollars in merger bonuses (on both sides), retention packages, and "golden handshakes" directly related to the successful completion of these mergers."

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