Information Library
Case Studies - Managed Partnerships
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Making the Most of a Smart Move
March 26, 2009
In late 2007, Scotland-based ProStrakan Group plc seemed to have everything going for it: four new European product introductions planned for an 18-month period and near-term product launches with an aggregate peak sales potential of $400 to $500 million, both backed by a 340-person pan-European salesforce. -
Grabbing a Leadership Position
March 26, 2009
Astellas-NovaQuest Alliance Establishes Market Leadership Platform for Vesicare -
Driving Near Term Sales & Savings
March 26, 2009
NovaQuest’s predecessor, PharmaBio Development, funded a dedicated sales force of 150 experienced Innovex cardiovascular representatives for two years, in return for a five-year royalty on the net sales of Advicor and its predecessor product, Niaspan®. PharmaBio also received warrants to purchase shares of Kos Pharmaceuticals stock. -
Harnessing a Speciality Salesforce
March 26, 2009
NovaQuest’s predecessor, PharmaBio Development, committed more than $400 million in milestone payments and sales force services to fund the launch of Cymbalta and support commercialization efforts for five years. A dedicated service company created by PharmaBio Development is providing more than 500 Innovex sales representatives to supplement the extensive Lilly primary care and specialty sales forces. -
Gain Capital & Retain Value
March 24, 2009
Cell Therapeutics was in need of capital to fund ongoing development expenses, but was not interested in further equity dilution. As an alternative, they considered monetizing a royalty interest in Trisenox®, their only marketed oncology product. -
Matching Risks with Rewards
March 24, 2009
A global pharmaceutical company had a new formulation of a core strategic asset half way through its pivotal Phase III studies, but another major product launch at the company was generating such significant expenses that it was squeezing the budget for this and other development programs. -
Jumpstarting a Phase III Candidate
March 24, 2009
A global pharmaceutical company had a promising new formulation of a marketed product in early Phase III trials, but R&D budget pressures were likely to result in delays getting the product to market.
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