“CBDO” stands for Contract Business Development Organization.
Background: needs and solutions
During the 20th century, the healthcare business model has dramatically changed from the classic FIPCOs (Fully-Integrated Pharma Companies) to the VIPCOs (Virtually-Integrated Pharma Companies) following a defragmentation process and involving thousands of new stakeholders.
In parallel, and also as a consequence, the outsourcing trend has grown, based on the need to reduce fix costs, financial risk and key resources. Partnering with the best organisations that can provide validated methodologies, accumulative knowledge in processes and expertise is today a real need, being a good example the CROs and the CMOs, growing very fast as services providers since early ’90.
During the second half of the 20th century, the “business development” activity has evolved in parallel to healthcare market trends, from simple distribution partnerships to a more sophisticated business models where most of the key activities are partnered (product development, industrialisation, legal and regulatory support, and even commercialisation). Business development professionals have to lead today with all kind of needs, cultures (as the best partners can be anywhere in a global World), backgrounds, disciplines, and points of view, transforming they daily activity into a challenging routine driven more by common sense rather than validated processes.
Interestingly enough, business development has not been regulated as much as other key activities in healthcare such as product and clinical development, regulatory affairs and manufacturing processes. All of these activities have to follow restricted rules, whilst business development has not. Consequently, there is a lack of a validated methodology to achieve the challenging expected goals.
In 2002, following the healthcare market trends and CRO’s services model, Prof. Dr. Sergi Trilla decided to develop and validate a business development methodology based on real cases. It took about 11 years to develop it, combining processes, project management platforms as well as new tools in business management as the business modelling generation from Strategyzer.
From 2002 to 2007, we started to develop and validate process by assisting Pharma companies with existing assets already on the market to expand their presence within Europe and toward Latin America. In 2007 we expand to Canada and approach biotech and medtech companies with assets at different development stages with complementary business development needs. Additionally, we started to develop and validate the first project management platform. Some years after, some companies asked our support to develop their portfolio, entering into a new area for us. It took about a years (between 2012 and 2013) to pivot from a “learning mode” to a proper contract service provider, as we did the transition to a cloud-based technology migration as well as the incorporation of the latest business management tools from Strategyzer.
In January 2014 we proudly launched the first Contract Business Development Organization, providing for the first time state-of-the-art business development services and making our methodology available to all healthcare stakeholder.
Over the years we learned that most of the business development needs can be segmented in four groups (we use the word “asset” meaning any kind of healthcare solution at any development stage for either prevention, diagnosis or treatment).
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trifermedCBDO methodology combines proprietary know-how together with the latest project management cloud technologies and business modelling trends.
at trifermedCBDO we have the ability to apply our methodology successfully and efficiently.
at trifermedCBDO we have gained expertise in business development over the last 15 years.