Sample case studies

We’ve been privileged to work with and be challenged by the best:

Our clients range from the largest to the most entrepreneurial in the industry. From projects to the most comprehensive corporate strategies for the medical, pharmaceutical, biotech and diagnostic industries.

We’ve worked with a gamut of companies:

• Pharmaceutical Firms
• Medical Device Firms
• Diagnostic Firms
• Fortune 500 companies and small start-ups

And in all the key market areas:

A few examples are below:

For full details just give us a call at 973.726.4858

Accurate acquisition valuation

Situation: A medical device company was looking to diversify in the anesthesia market and had received an offering memorandum from a merchant bank, along with the admonition that the “auction” was already in progress. Since the acquisition represented a viable entry strategy, R&S was engaged to formulate a perspective as to whether this acquisition would be accretive in an acceptable time frame.

Results: R&S identified key underlying assumptions that were incorrect and that the memorandum therefore presented an over-valuation. Additionally, after analyzing a complex corporate structure, R&S surfaced inherent conflicts that would undermine the autonomy of the acquisition. The client accepted the recommendation and passed on the offering. The R&S conclusion was corroborated as all other “bidders” vanished and the company failed to be acquired by anyone.

Maximizing pipeline development

Situation: A major medical device company was ready to introduce 2nd generation technology, but the 1st generation had not achieved the market penetration hoped for.

Results: A new use was found for the product that would more than triple the potential installations of the base unit and subsequently drive almost 5 times the use of associated disposables per year, a huge success opportunity for the client.

When to pull the plug

Situation: A very large medical device company had scoured the surgical space looking for the greatest potential opportunities. One area had been receiving a lot of interest by many of their major competitors and there were several smaller, newly public companies that appeared to be the potential growth engines in the category. How aggressively should the company enter the market?

Results: R&S examined the market from the customers’ point of view. Their projected growth curve and analysis suggested a “wait policy” which competitors now wish they had followed as most of the participants have written off their investments.

Commercialization or out license technology

Situation: A technology licensing company needed to determine whether it made commercial sense to out-license a technology or take a rare step for them: create a business unit to commercialize the technology themselves.

Results: A team approach developed a study that unveiled a $1 billion cosmetic procedure market. This gave a technology licensing company the confidence to form a new commercialized subsidiary.

Ultimate market entry strategy

Situation: A Fortune 100 Medical company was considering entry into a new surgical specialty market. While the market overall looked quite attractive, it was composed of many different segments, with varying growth potential. Where should they look for the best opportunity?

Results: R&S designed and conducted a segmentation study based on the key criteria of market potential, competitive assessment and critical mass. The resulting business models showed the potential value of entering the market to the client and the supported valuation of each L&A initiative. This model is now being used as the guide for their overall market entry strategy.

Maximize payer reimbursement

Situation: A major pharmaceutical company was embarking on an initiative to offer a service element to physicians that would provide a potentially significant benefit both to clinical outcomes of their patients and practice profitability. They were concerned that if priced too expensively, there would be slow adoption and it would be difficult to enlist payers to cover the cost; if priced too inexpensively, there would be an expectation to provide it free.

Results: Thought leader interviews and payer interviews defined a clinical study whose results were expected to excite physicians and support price recommendations. Thus, point the way to payer acceptance of fees.

Evaluating financial viability

Situation: Academics had proven the anti-inflammatory aspects of a certain compound and there were several areas of potential excitement where the efficacy had been shown in animal models. Which markets had the best potential?

Results: An R&S study, development plan and analysis revealed new indications that had the potential to provide revenues of over $200 million with a relatively conservative penetration estimate in a market that has total potential of $1 billion.

Identifying realistic acquisition targets

Situation: A Fortune 100 medical device company had already captured the lion’s share of their business market and had established an enviable position with specialists that formed their customer base. Acquiring or in-licensing new products could provide desired growth trajectory but what products fit and how to best access them?

Results: Based on our analysis, 6 potential acquisition targets were identified, all with key synergistic advantages. The company then considered which to pursue.

Turn “data” into insightful information

Situation: A specialty device unit of a major medical device company was considering entry into a segment of their business that had heretofore been outside their scope. They had been watching their major competitors acquiring and investing into several different technologies that all addressed the clinical problem. Their initial investigation provided a gamut of data, but no real support to make the right decision.

Results: R&S insights cut through perceptually conflicting information to identify current technology that not only pre-empted proposed applications of industry “thought leaders,” but prevented their client from following the market’s multi-million dollar miscalculation due to inaccurate conclusions.