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Life Sciences Corporate Strategy

Evolution in the customer landscape, combined with pipeline and portfolio pressures, are presenting a range of new strategic and operational challenges for Life Sciences companies. As a result, companies should rethink their more traditional approach to the market and consider a range of new dynamics including offerings that go beyond the physical product, their presence across geographies, and other new and cost-effective growth models.

When rethinking corporate strategy, Life Sciences companies will likely be required to address the following challenges:

  • The new portfolio: Generic drugs, devices from emerging markets-based manufacturers, and other disruptive market entrants challenge traditional product-based portfolio strategies
  • M&A - the growth accelerator: Many Life Sciences companies are moving away from their traditional home grown R&D models and are adopting aggressive M&A and licensing strategies to quickly plug gaps left by patent expiry
  • Geographic mix: Emerging markets present new opportunities for revenue and lower cost talent options
  • Innovation: As cost pressures challenge traditional revenue streams, companies must redefine innovation within and around their core business to deliver differentiated value to their customers and develop new sources of revenue

As part of the Deloitte Life Sciences practice, we are able to offer a range of Corporate Strategy services and solutions to our clients. We actively collaborate with and leverage the insights of our colleagues working across the Life Sciences value chain (to maintain feasibility) and serving our Payer and Provider clients(to capture the customer’s point of view.)

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Challenge Questions addressed
New growth opportunities
  • How can companies identify ways to increase revenue and profit? Should they focus on the core, adjacent strategies, or disruptive approaches?
  • How can a product-centric company move beyond the pill / device to provide services to customers?
  • What should companies do to position themselves for sustainable growth over the next 5-10 years?
Portfolio management
  • What new products and solutions are required to maintain or improve competitive positioning?
  • What can be done to maximize the portfolio and its value while minimizing the necessary investments?
New M&A strategies
  • With increasing competition for promising products in development, how can a Life Sciences company ensure it is paying a fair price?
  • As companies focus on M&A to quickly close portfolio gaps, what steps can they take to make the most of the newly acquired asset (e.g., leveraging capabilities, integrating teams)?
  • How can Life Sciences companies reinvent or develop products, services, and/or offerings to deliver unique value?
  • How should companies evolve their business model to support innovation and capture the value it drives?
Emerging markets / globalization
  • How can Life Sciences companies effectively serve both developed and emerging markets without creating challenges within their own portfolio?
  • What can companies do to take advantage of the opportunities presented by emerging markets while mitigating the associated risk?


Meet our leadership team

Jacques Mulder
Principal, Deloitte Consulting LLP

As used in this document, "Deloitte" means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

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