Opportunities Map for LPBI Group’s three Intellectual Property Asset Classes of Digital Published Products in the Acquisition Arena
The intellectual property of LPBI is of three types: a corpus of curated articles, a corpus of e-books, and a corpus of e-proceedings. This IP is highly relevant to five industries across twelve economic sectors. LPBI has pioneered production of scientific content with unique curation methodology by a highly knowledgeable group of experts. The content and the potential consumers and valuers of this content are represented graphically below. The three types of corpus, together with the very large audience that follows the content on various media, represent intangible assets of LPBI and can be represented as such to potential investors. Together with the tangible assets described below, the combination represents a unique opportunity for acquisition.
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Value Drivers
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Business Functions
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Twelve Economic Segments for LPBI Group’s IP – Prospects for Transfer of Ownership
- Holding Companies, Investment Bankers and Private Equity
- Information Technology Companies – Health Care
- Scientific Publishers
- Big Pharma
- Internet Health Care Media & Digital Health
- Online Education
- Health Insurance Companies & HMOs
- Medical and Pharma Associations
- Medical Education
- Information Syndicators
- Global Biotech & Pharmaceutical Conference Organizer
- CRO & CRA
Potential Acquirers in Five Economic Sectors and Industries: Financial Sector, Information Technology (IT) Companies, Manufacturing, Education: Private & Public Institutions and Media by Business Function Type & Value Drivers of Three Asset Classes available for Potential Use by Acquirers
List of IP Assets – DIGITAL PUBLISHED PRODUCTS for Technology Transfer of Ownership:
- IP Asset Class I: The Journal +5,500 Scientific articles
- IP Asset Class II: 16 Volumes in BioMed e-Series
- IP Asset Class III: +60 eProceedings of BioTech & Medical Conferences
https://pharmaceuticalintelligence.com/press-coverage/
UPDATED on 2/15/2020
| Business Function:
Product Marketing |
Business Function:
Product Development |
Business Function:
Increasing production capacity by a Horizontal Merger |
| Value Driver
Life science markets need ways to reach influencers – lab managers, PIs, R&D managers. The Markets are extremely competitive, awareness driven, FAD-based, result perception driven, publication oriented.
VCs
Goldmans and other investment banks M&A players Project Banks e.g. Elara Capital |
Value Driver
(a) Software Application development (b) product repurposing (c) Beta Testing or Clinical Trials (d) innovation orientation (e) open innovation (f) trends in value creation |
Value Driver
(a) Change in Organizational Structure by acquiring economies of scale and increasing capacities for doing same functions in bigger scale (b) changing trends in value creation and exposures. (c) trends in new fields of value creation (d) drafting concepts in corporate values and company perception |
| Financial Sector
Holding Companies & Investment Bankers
Internet Brands of KKR, Temasek, NMC, Generex |
Information Technology Sector:
Cloud-based –
Amazon Web Services (AWS), Alphabet – Verily, Apple-Health, IBM Watson
Information Technology Sector:
Cloud & Server-based –
Microsoft-Health, Boomi is a business unit acquired by Dell in 2010 that specializes in integration platform as a service (iPaaS), Oracle-Health, SAP Intel-Health
|
Media
Content-driven:
(d) Internet Health Care Media (MedScape, UptoDate)
|
| Manufacturing
Big Pharma Drug Production J&J, Roche, Novartis, Pfizer, Bayer, Merck, GSK, Sanofi, Abbvie, Abbott, Eli Lilly, Amgen, BMS, Gilead, AstraZeneca, TEVA, BI, NovoNordisk, Allergen, Takeda, Shire, Celgene, Biogen |
Scientific Publishing Journals & Book Production
Wolters Kluwer, Elsevier, John Wiley, CHI |
|
| Media
Content-driven:
Information Syndicators (Reuters Clarivate & Springer) |
Health IT players
business trend driven, keyword driven, AI- and productivity driven |
| Business Function:
Achieving efficiencies of integration of production processes by a Vertical Merger |
Business Function:
Application of proprietary Intellectual Property & Knowledge dissemination to Members or event Attendees |
Business Function:
Analytics & Discovery: Text Mining Corpus of Article, Books, e-Proceeding |
| Value Driver
Change in Organization Structure by integration of additional functionality to existing workflows & production processes, capability augmentation by new expertise (R&D, Production, Marketing) via acquisitions |
Value Driver
(a) Use and creation of creative scientific CONTENT (b) changing and influencing the buzz in life sciences, (c) running and developing campaigns (d) finding new and innovative ground for connecting people |
Value Driver
(a) Cost containment by new efficiencies (b) finding new trends and new growth drivers (c) predicting new trends and Fads and pinpointing future disruptors |
| Manufacturing
Big Pharma Drug Production J&J, Roche, Novartis, Pfizer, Bayer, Merck, GSK, Sanofi, Abbvie, Abbott, Eli Lilly, Amgen, BMS, Gilead, AstraZeneca, TEVA, BI, NovoNordisk, Allergen, Takeda, Shire, Celgene, Biogen |
Education Private & Public Institutions
Medical Education
250 Medical Schools in the US & Medical Schools in the European Community
Research and innovation institution, nursing and public health schools |
Financial Sector
Health Care Insurers
United Health, Kaiser Permanente & BlueCross/BlueShield, SelectHealth/Intermountain HC |
| Digital Health industry
hubs, communities, giants
e.g. https://www.healthcareglobal.com/technology/top-5-digital-health-giants-you-should-be-watching |
Education Private & Public Institutions
Online Certifications and Degrees
Coursera & MOOC |
Media
Health Care Services (Contract-based Outsourcing)
Top 10 on List of Global and US-based CRO & CRA |
| Government and policy makers
topic driven and analytics drived, Deep insights, analytics, trends and predictive, futuristic, data driven analytics, expert oriented and higher context observation driven. Opinion oriented |
Media
Content-driven:
(a) Medical and Pharma Associations (b) Global Biotech & Pharmaceutical Conference Organizers |
Health authorities and professional, public health professional |
UPDATED on 2/12/2020
Three IP Asset Classes: Their Economic Value Potential for
Prospective acquirers
Holding Company and Investment BankerPotential Use by Acquirer: Invest in product marketing of three Lines of Business Class I,II,III
https://www.temasek.com.sg/en/index.html
http://www.newmountaincapital.com/
|
Information Technology Companies – Health CarePotential Use by Acquirer: Use contents in application development Class I,II,III
|
Scientific PublishersPotential Use by Acquirer: Horizontal merger Class I,II,III
|
Big PharmaPotential Use by Acquirer: Vertical Integration with a production factor Class I,II,III 1. Drug Discovery Process 2. Clinical Trial 3. Drug Repurposing
|
Internet Health Care MediaPotential Use by Acquirer: Horizontal merger Class I,II,III
– 676,000 active US Physicians – 2,000,000 active US HCP’s (non-Physicians)
|
EducationPotential Use by Acquirer: Content is King Class I,II
|
Health Insurance Companies & HMOsPotential Use by Acquirer: Optimization of Treatment: Efficacy vs cost of treatment Class I,II,III
|
Medical and Pharma AssociationsPotential Use by Acquirer: Information for Members Class I,II,III
|
Medical EducationPotential Use by Acquirer: Content is King Class I,II,III
In 2019, Class II, e-Books are in Use in Medical Schools in the State of Pennsylvania for curriculum development: Series A: Volume 3 – Epigenetics, Genetics and Genomics [Jefferson Medical School, Philadelphia] Series B: Volume 1 – Genomics & Personalized Medicine [Temple University, Philadelphia] Series C: Volume 1,2 – Cancer [Temple University, Philadelphia] Series E: Volume 1 – Voices of Patients [Jefferson Medical School, Philadelphia]
|
Information SyndicatorsPotential Use by Acquirer: Text Mining Class I,II,III
They are operating in the same arena. They can use our system to other domains. They can develop it as part of their comprehensive offer. New connections and ideas they will bring on board.
|
Global Biotech & Pharmaceutical Conference OrganizersPotential Use by Acquirer: Information for Attendees Class I,II,III |
CRO & CRAPotential Use by Acquirer: Text Mining for Indication and off label in Clinical Trial Design and After Market Efficacy Monitoring Class I,II,III
|
LPBI Group’s Intellectual Property Potential use by Business Function and by Value Drivers
| Business Function:
Product Marketing |
Business Function:
Product Development |
Business Function:
Increasing production capacity by a Horizontal Merger |
| Value Driver
Revenue generation by penetration of multiple markets simultaneously, exploit economic benefits from internal vertical integration, product differentiation and diversification across product lines and markets
|
Value Driver
(a) Software Application development (b) product repurposing (c) Beta Testing or Clinical Trials
|
Value Driver
Change in Organizational Structure by acquiring economies of scale and increasing capacities for doing same functions in bigger scale
|
| Financial Sector
Holding Companies & Investment Bankers Internet Brands of KKR, Temasek, NMC, Generex |
Information Technology Sector: Cloud-based –
Amazon Web Services (AWS), Alphabet – Verily, Apple-Health, IBM Watson
Information Technology Sector: Cloud & Server-based –
Microsoft, Oracle-Health, SAAP
|
Media
Content-driven: (d) Internet Health Care Media (MedScape, UptoDate)
Scientific Publishing Journals & Book Production
Wolters Kluwer, Elsevier, John Wiley, CHI |
| Manufacturing
Big Pharma Drug Production J&J, Roche, Novartis, Pfizer, Bayer, Merck, GSK, Sanofi, Abbvie, Abbott, Eli Lilly, Amgen, BMS, Gilead, AstraZeneca, TEVA, BI, NovoNordisk, Allergen, Takeda, Shire, Celgene, Biogen
|
||
| Media
Content-driven:
(b) Information Syndicators (Reuters Clarivate & Springer)
|
| Business Function:
Achieving efficiencies of integration of production processes by a Vertical Merger |
Business Function:
Application of proprietary Intellectual Property & Knowledge dissemination to Members or event Attendees
|
Business Function:
Analytics & Discovery: Text Mining Corpus of Article, Books, e-Proceeding
|
| Value Driver
Change in Organization Structure by integration of additional functionality to existing workflows & production processes, capability augmentation by new expertise (R&D, Production, Marketing) via acquisitions
|
Value Driver
Use and creation of creative scientific CONTENT
|
Value Driver
Cost containment by new efficiencies
|
| Manufacturing
Big Pharma Drug Production J&J, Roche, Novartis, Pfizer, Bayer, Merck, GSK, Sanofi, Abbvie, Abbott, Eli Lilly, Amgen, BMS, Gilead, AstraZeneca, TEVA, BI, NovoNordisk, Allergen, Takeda, Shire, Celgene, Biogen
|
Education Private & Public Institutions
Medical Education
250 Medical Schools in the US & Medical Schools in the European Community |
Financial Sector
Health Care Insurers
United Health, Kaiser Permanente & BlueCross/BlueShield, SelectHealth/Intermountain HC |
| Education Private & Public Institutions
Online Certifications and Degrees
Coursera & MOOC
|
Media
Health Care Services (Contract-based Outsourcing)
Top 10 on List of Global and US-based CRO & CRA
|
|
| Media
Content-driven:
(c) Medical and Pharma Associations (a) Global Biotech & Pharmaceutical Conference Organizers
|
@@@@@ older version
| Business Function | Value Drivers | FINANCIAL SECTOR | INFORMATION TECHNOLOGY | ||
| Holding Companies & Investment Bankers | Health Care Insurers | Cloud-based | Cloud & Server-based | ||
| Product Marketing | Revenue
generation by pene- tration of multiple markets simulta- neously, exploit economic benefits from internal vertical integration, product differentiation and diversification across product lines and markets |
Internet Brands of KKR, Temasek,
New Mountain Capital (NMC), Generex,
|
|||
| Product Development | (a) Software
Application development (b) product repurposing (c) Beta Testing or Clinical Trials |
Amazon Web Services (AWS), Alphabet – Verily, Apple-Health, IBM Watson
|
Microsoft, Oracle-Health, SAAP | ||
| Horizontal Merger |
Change in Organizational Structure by acquiring economies of scale and increasing capacities for doing same functions in bigger scale |
||||
| Vertical Merger |
Change in Organization Structure by integration of additional functionality to existing workflows & production processes, capability augmentation by new expertise (R&D, Production, Marketing) via acquisitions |
||||
|
Application of proprietary Intellectual Property & Knowledge dissemination to Members or event Attendees |
Creative
scientific CONTENT creation |
||||
|
Analytics & Discovery: Text Mining Corpus of Article, Books, e-Proceeding |
Cost
containment by new efficiencies |
United Health,
Kaiser Perma-nente & BlueCross/ BlueShield |
|||
| Business Function | Value Drivers | MANUFACTURING | |
| Big Pharma Drug Production | Scientific Publishing Journals & Book Production | ||
| Product Marketing | Revenue generation by penetration of multiple markets simultaneously, exploit economic benefits from internal vertical integration, product differentiation and diversification across product lines and markets | ||
| Product Development | (a) Software Application development
(b) product repurposing (c) Beta Testing or Clinical Trials |
J&J, Roche, Novartis, Pfizer, Bayer, Merck, GSK, Sanofi, Abbvie, Abbott, Eli Lilly, Amgen, BMS, Gilead, AstraZeneca, TEVA, BI, NovoNordisk, Allergen, Takeda, Shire, Celgene, Biogen
|
|
| Horizontal Merger | Change in Organizational Structure by acquiring economies of scale and increasing capacities for doing same functions in bigger scale | Wolters Kluwer, Elsevier, John Wiley, CHI | |
| Vertical Merger | Change in Organization Structure by integration of additional functionality to existing workflows & production processes, capability augmentation by new expertise (R&D, Production, Marketing) via acquisitions | J&J, Roche, Novartis, Pfizer, Bayer, Merck, GSK, Sanofi, Abbvie, Abbott, Eli Lilly, Amgen, BMS, Gilead, AstraZeneca, TEVA, BI, NovoNordisk, Allergen, Takeda, Shire, Celgene, Biogen | |
| Application of proprietary Intellectual Property & Knowledge dissemination to Members or event Attendees | Creative scientific CONTENT creation | ||
|
Analytics & Discovery: Text Mining Corpus of Article, Books, e-Proceeding |
Cost containment by new efficiencies | ||
| Business Function | Value Drivers | EDUCATION
Private & Public Institutions |
MEDIA | ||
| Medical Education | Online Certifi-cations and Degrees | Health
Care Services (Contract-based Out-sourcing) |
Content
-driven |
||
| Product Marketing | Revenue generation
by penetration of multiple markets simulta-neously, exploit economic benefits from internal vertical integration, product differentiation and diversifi-cation across product lines and markets |
||||
| Product Development | (a) Software
Application development (b) product repurposing (c) Beta Testing or Clinical Trials |
(b) Infor-
mation Syndica tors (Reuters Clarivate & Springer) |
|||
| Horizontal Merger |
Change in Organizational Structure by acquiring economies of scale and increasing capacities for doing same functions in bigger scale |
(d) Internet Health Care Media (MedScape, UptoDate) | |||
| Vertical Merger |
Change in Organization Structure by integration of additional functionality to existing workflows & production processes, capability augmentation by new expertise (R&D, Production, Marketing) via acquisitions |
||||
|
Application of proprietary Intellectual Property & Knowledge dissemi-nation to Members or event Attendees |
Creative
scientific CONTENT creation |
250 Medical Schools in the US & Medical Schools in the European Community | Coursera
& MOOC |
(c) Medical and Pharma Associations (a) Global Biotech & Pharma-ceutical Conference Organizers | |
|
Analytics & Discovery: Text Mining Corpus of Article, Books, e-Proceeding |
Cost
containment by new efficiencies |
Top 10 on List of Global and US-based CRO & CRA | |||
Three IP Asset Classes: Their Economic Value Potential for
Prospective acquirers
Holding Company and Investment BankerPotential Use by Acquirer: Invest in product marketing of three Lines of Business Class I,II,III
https://www.temasek.com.sg/en/index.html
http://www.newmountaincapital.com/
|
Information Technology Companies – Health CarePotential Use by Acquirer: Use contents in application development Class I,II,III
|
Scientific PublishersPotential Use by Acquirer: Horizontal merger Class I,II,III
|
Big PharmaPotential Use by Acquirer: Vertical Integration with a production factor Class I,II,III 1. Drug Discovery Process 2. Clinical Trial 3. Drug Repurposing
|
Internet Health Care MediaPotential Use by Acquirer: Horizontal merger Class I,II,III
– 676,000 active US Physicians – 2,000,000 active US HCP’s (non-Physicians)
|
EducationPotential Use by Acquirer: Content is King Class I,II
|
Health Insurance Companies & HMOsPotential Use by Acquirer: Optimization of Treatment: Efficacy vs cost of treatment Class I,II,III
|
Medical and Pharma AssociationsPotential Use by Acquirer: Information for Members Class I,II,III
|
Medical EducationPotential Use by Acquirer: Content is King Class I,II,III
In 2019, Class II, e-Books are in Use in Medical Schools in the State of Pennsylvania for curriculum development: Series A: Volume 3 – Epigenetics, Genetics and Genomics [Jefferson Medical School, Philadelphia] Series B: Volume 1 – Genomics & Personalized Medicine [Temple University, Philadelphia] Series C: Volume 1,2 – Cancer [Temple University, Philadelphia] Series E: Volume 1 – Voices of Patients [Jefferson Medical School, Philadelphia]
|
Information SyndicatorsPotential Use by Acquirer: Text Mining Class I,II,III
They are operating in the same arena. They can use our system to other domains. They can develop it as part of their comprehensive offer. New connections and ideas they will bring on board.
|
Global Biotech & Pharmaceutical Conference OrganizersPotential Use by Acquirer: Information for Attendees Class I,II,III |
CRO & CRAPotential Use by Acquirer: Text Mining for Indication and off label in Clinical Trial Design and After Market Efficacy Monitoring Class I,II,III
|
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