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Cor Therapeutics Inc.

Division of Capricor Therapeutics Inc./Nile Therapeutics Inc.

Latest From Cor Therapeutics Inc.

The Alnylam Turnaround: What Changed Investors’ Minds?

Alnylam’s release of early-stage clinical data for its lead amyloidosis project in July caused a surge in its market value and rare cheers from investors. Years removed from its most recent high-profile technology deal, Alnylam is a company on the verge of completing the trickiest metamorphosis in biotech: from technology platform to product focus without the benefit of transformational M&A.

BioPharmaceutical Strategy

Third Rock Pumps $41 Million Into Global Blood Therapeutics

In the firm’s largest solo investment ever, Third Rock backed a new platform company that will seek to identify and develop a pipeline of drugs for rare blood disorders.

BioPharmaceutical United States

Biogen Defends its Specialist Market

Biogen quickly became the leader in the multiple sclerosis market, growing Avonex into a billion-dollar drug. Now Biogen's dominance is being challenged by Serono and its new partner Pfizer, co-promoting another interferon, Rebif, which came to market with head-to-head data showing it's better. Biogen maintains that Avonex is the best treatment, and is working to support its contention. The biotech is confident that the relationships it has built over time, and strengthened through services, will be hard for newcomers to push aside. The potential for leverage is what attracts Pfizer to this specialist market: it aims to sell Rebif broadly. Its 300 neurology sales reps will carry other products for the co-morbidities MS patients suffer--so the ROI could be good, even if Rebif itself isn't a huge seller. An industry whose pipeline is far richer in niche than GP products will be watching this marketing battle: will Biogen's focus carry the day--or can Pfizer turn a late-entry specialist product into a market leader and in the process, make significant money for itself?
BioPharmaceutical Strategy

Vertex: Sticking To Its Story

Unlike many biotechs, Vertex has consistently cast itself as a product-focused company. To get there, Vertex built a remarkably productive discovery engine that has generated an impressive development pipeline. But to date, the company has produced only one commercial product, an HIV therapy marketed by GSK. That relatively slow path to commercialization is in large part attributable to the company's reliance on its internal R&D to produce drugs. By eschewing the in-licensing path that other biotechs have taken to jumpstart their commercial development, and partnering away commercial rights to a number of its later-stage compounds, the company has left some doubting its commitment to marketing its own drugs. But Vertex is now laying the foundation for creating a full-fledged commercial capability. And if the company can stay on track as it tackles the challenges of integrating a commercial operation into its organization, it may prove the skeptics wrong and accomplish something that perhaps no other biotech has: create a fully integrated pharmaceutical firm on the back of its own R&D.
BioPharmaceutical Strategy
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