| General models | Characterstics |
| Product development | High risk, high reward. Requires
supporting financing environment. |
| No research, development only (NRDO) |
Reduced risk, high reward. Dependent upon ability to acquire drug
leads; lack of internal R&D challenges decision making and long-term
growth. |
| Reagents and tools |
Low risk, low reward. Subject to commoditization and obsolescence;
success is predicated on dominating markets and niches.
|
| Special cases |
Characteristics |
| Hybrid product / platform |
Reduces risk of product development, allows a company to prove
technologies and generate revenues. Potentially distracting to
management and R&D efforts. May be used to distract investors to
failing core activities. |
| Virtual company |
Effective for bootstrapping start-ups, difficult and expensive to
manage at later stages. |
| Non-profit |
Requires charitable donations and ability to license viable abandoned
leads from incumbents. |
| Repositioning |
Similar to NRDO. Requires ability to license and patent existing
drugs for new uses. |
