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Beyond Borders: Global biotechnology report 2010

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Deals<br />

A new landscape<br />

Given the realities of a restricted fundraising<br />

environment for <strong>biotechnology</strong><br />

companies, coupled with the continued<br />

need for pharmaceuticals companies to<br />

fill their pipeline gaps, it was reasonable<br />

to expect 2009 to be another strong year<br />

on the transactions front. Instead, M&A<br />

activity declined significantly, and the year<br />

saw only three acquisitions larger than<br />

US$1 billion. Mega-mergers (transactions<br />

larger than US$10 billion) involving biotech<br />

companies were essentially absent, other<br />

than the completion of Roche’s tender for<br />

Genentech, which really began in 2008.<br />

The number of strategic alliances remained<br />

relatively flat compared to the last several<br />

years, while their total potential value<br />

(“biobucks”) declined to 2007 levels.<br />

It is important to put what might appear<br />

to be relatively lackluster totals in context<br />

by pointing out what they are relative to.<br />

Both 2007 and 2008 were exceptionally<br />

strong years from a deals perspective,<br />

with the industry reaching all-time highs<br />

on several fronts. As such, holding ground<br />

on strategic alliances is hardly shabby.<br />

And the distribution of M&As has often<br />

been inherently lumpy, since these are<br />

larger, less frequent transactions, and<br />

since buyers often pause to digest their<br />

acquisitions after making large purchases.<br />

As such, it may well be premature to<br />

over-interpret what could prove to be a<br />

one-year hiatus in the action.<br />

Mega distractions<br />

While the fundamentals driving<br />

transactions haven’t changed, some basic<br />

realities did — particularly for big pharma<br />

(the buy side of most biotech deals). Over<br />

the last several years, companies across<br />

the pharmaceutical industry have been<br />

revising and refining their strategies, and<br />

this resulted in several mega-mergers<br />

in 2009. The action started in January,<br />

when Pfizer announced that it would join<br />

forces with Wyeth. This was followed in<br />

March by Merck’s announcement that it<br />

was merging with Schering-Plough and<br />

the completion of Roche’s tender offer for<br />

the minority stake in Genentech. When<br />

one adds Novartis’ two-step acquisition<br />

from Nestlé of a majority interest in Alcon<br />

(the second step of which closed in <strong>2010</strong>),<br />

the total value transferred in just these four<br />

transactions exceeded US$200 billion —<br />

handily surpassing the combined value of all<br />

pharma-biotech acquisitions over the last<br />

decade.<br />

The impact of this consolidation on<br />

deal-making with the biotech industry<br />

extends beyond the use of capital and the<br />

Selected 2009 M&As<br />

Company Country<br />

76 <strong>Beyond</strong> borders <strong>Global</strong> <strong>biotechnology</strong> <strong>report</strong> <strong>2010</strong><br />

additional debt burden carried by some<br />

companies. In the short term, despite claims<br />

by the mega-merger participants that they<br />

remain open for business with biotech,<br />

it is clear such large transactions create<br />

significant integration challenges that are a<br />

major distraction for management. <strong>Beyond</strong><br />

all the inward-focused politics of who will get<br />

what position is the very real need to realize<br />

synergies by rationalizing the product<br />

portfolio and pipeline. Until the dust settles,<br />

it is difficult for business development<br />

functions to move aggressively in pursuit<br />

of new technologies or to credibly argue<br />

that they are the “partner of choice” for<br />

a particular asset. Indeed, none of the<br />

acquirers in these mega-mergers undertook<br />

a significant biotech acquisition in 2009,<br />

although, with the exception of Pfizer, they<br />

did remain active in strategic alliances.<br />

Acquired or<br />

merged company Country<br />

Value<br />

(US$m)<br />

Dainippon Sumitomo Japan Sepracor US 2,600<br />

Bristol-Myers Squibb US Medarex US 2,400<br />

Gilead Sciences US CV Therapeutics US 1,400<br />

Johnson & Johnson US Cougar Biotechnology US 970<br />

H. Lundbeck Denmark Ovation Pharmaceuticals US 900<br />

Onyx Pharmaceuticals US Proteolix US 851<br />

Celgene US Gloucester Pharmaceuticals US 640<br />

Endo Pharmaceuticals US Indevus Pharmaceuticals US 637<br />

Novartis Switzerland CorThera US 620<br />

Alcon Switzerland ESBATech Switzerland 589<br />

sanofi-aventis France Fovea Pharmaceuticals France 514<br />

sanofi-aventis France BiPar Sciences US 500<br />

Source: Ernst & Young, Windhover Information, MedTRACK, BioWorld and company news via NewsAnalyzer

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