{"id":8721,"date":"2022-07-27T11:47:29","date_gmt":"2022-07-27T15:47:29","guid":{"rendered":"https:\/\/themedtechconference.com\/?p=8721"},"modified":"2023-08-31T09:48:29","modified_gmt":"2023-08-31T13:48:29","slug":"how-to-maintain-a-competitive-edge","status":"publish","type":"post","link":"https:\/\/themedtechconference.com\/how-to-maintain-a-competitive-edge\/","title":{"rendered":"How to Maintain a Competitive Edge in an Era of Increased M&#038;A"},"content":{"rendered":"\n<p><\/p>\n\n\n\n<p>by Emily Vernon, Innovation Analyst, RTI International<\/p>\n\n\n\n<figure class=\"wp-block-image size-large is-resized\"><img fetchpriority=\"high\" decoding=\"async\" src=\"https:\/\/themedtechconference.com\/wp-content\/uploads\/RTI-author_Emily-Vernon-1024x683.jpg\" alt=\"\" class=\"wp-image-8722\" style=\"width:536px;height:357px\" width=\"536\" height=\"357\" srcset=\"https:\/\/themedtechconference.com\/wp-content\/uploads\/RTI-author_Emily-Vernon-1024x683.jpg 1024w, https:\/\/themedtechconference.com\/wp-content\/uploads\/RTI-author_Emily-Vernon-400x267.jpg 400w, https:\/\/themedtechconference.com\/wp-content\/uploads\/RTI-author_Emily-Vernon-200x133.jpg 200w, https:\/\/themedtechconference.com\/wp-content\/uploads\/RTI-author_Emily-Vernon-768x512.jpg 768w, https:\/\/themedtechconference.com\/wp-content\/uploads\/RTI-author_Emily-Vernon-1536x1024.jpg 1536w, https:\/\/themedtechconference.com\/wp-content\/uploads\/RTI-author_Emily-Vernon.jpg 1792w\" sizes=\"(max-width: 536px) 100vw, 536px\" \/><\/figure>\n\n\n\n<p>Because of the imperative to innovate following the COVID-19 public health emergency (PHE), medical technology (medtech) mergers and acquisitions (M&amp;A) are on the rise. Today, medtech players must collaborate to respond rapidly, develop and manufacture diagnostics and therapeutics globally, and create solutions that respond to new patient and clinician behaviors and preferences.<\/p>\n\n\n\n<p>However, choosing a partner is challenging. There\u2019s pressure to move quickly and achieve development goals and milestones, but if you choose the wrong partner, your business and reputation may suffer.<\/p>\n\n\n\n<p>How do you know you\u2019re choosing the right partner or acquisition target? From our experience helping clients navigate the dynamic and complex partner landscape, <a href=\"https:\/\/rtiinnovationadvisors.org\/\" target=\"_blank\" rel=\"noreferrer noopener\">RTI Innovation Advisors<\/a> have collected the following recommendations to help you find the right partner(s) to proactively innovate and adapt to the changing times.<\/p>\n\n\n\n<ul class=\"wp-block-list\" type=\"1\">\n<li><strong><em>Don\u2019t choose a partner based on one referral.<\/em><\/strong><\/li>\n<\/ul>\n\n\n\n<p>A referral\u2014whether from an internal champion, customer, or a trusted collaborator\u2014is a great catalyst for sourcing a partner. However, this quick win could distract you from a better suited partner you may not have yet discovered. When identifying potential partners, don\u2019t stop at one referral and one interested partner. Perform your due diligence and explore whether other, similar partners could be interested. The result could be a more compatible partner and increased bargaining power in negotiations.<\/p>\n\n\n\n<p>Ask yourself: <em>What similar companies or organizations may be interested in partnering? How do we measure compatibility? Which company or organization rises to the top? Am I biased in my preference?<\/em><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong><em>Avoid partnering tunnel vision and shortsightedness.<\/em><\/strong><\/li>\n<\/ul>\n\n\n\n<p>When you start your search for a partner who fulfills your strategic needs, you may have a preconceived idea of who that ideal partner is and where they sit along the value chain. Although the partner you\u2019ve envisioned may be the kind of partner you eventually pursue, don\u2019t limit yourself to one type of partner early in the identification process. Rather, consider what synergies exist with other stakeholders along the value chain. Especially in the wake of a global PHE, it\u2019s crucial to take the long view when seeking and choosing partners\u2014who is good for your business today and years from now.<\/p>\n\n\n\n<p>Recently, our team supported a medical device manufacturer who needed support developing their partnering strategy. This manufacturer had an idea of which types of partners they could pursue but wanted a fuller view of their partnership ecosystem to ensure they didn\u2019t miss an important potential collaborator. Through a structured approach, we explored their value chain stakeholders and helped expand their view and definition of a suitable partner, providing them with a larger view of potential collaborators to help them with their new product vision.&nbsp;<\/p>\n\n\n\n<p>Ask yourself: <em>Who in my value chain might I be overlooking and why? What needs might this stakeholder type respond to? Can this partner grow with me? Does this decision fit in with our 5-year strategic goals? our 10-year strategic goals? beyond?<\/em><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong><em>Don\u2019t rely on one form of due diligence<\/em><\/strong><\/li>\n<\/ul>\n\n\n\n<p>Selecting the right partner involves assessing compatibility in technical, strategic, and value fit. When management asks why this partner is the right one, you must answer with clarity and fact. In addition to vetting during meetings with the potential partner, perform your research. Review the company history, customer satisfaction, news, intellectual property, employee reviews, and other resources to discover why you should or should not move forward with this partner. Vetting takes time, but it\u2019s better to take a longer time in the vetting process than to face large delays in reaching key milestones because the wrong partner was chosen.<\/p>\n\n\n\n<p>Ask yourself: <em>What, if any, red flags do I see with this partner? What questions do I need answered before I feel comfortable moving forward? Why is this the right partner?<\/em><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong><em>Avoid treating partner searching as a one-time activity.<\/em><\/strong><\/li>\n<\/ul>\n\n\n\n<p>Partner searching should never be a one-and-done type of activity. Sometimes the timing isn\u2019t right for the business to pursue a new partnership, or a potential partner\u2019s interesting technology or capability may be too early-stage for your business\u2019s needs. Monitoring the status of known potential partners and identifying emerging partners is crucial for an intentional and comprehensive M&amp;A strategy and partner identification.<\/p>\n\n\n\n<p>We previously helped a large medtech manufacturer identify technologies and partners in a new clinical space. At that time, that manufacturer decided not to pursue that clinical space because the timing wasn\u2019t right. Three years later, they came back to us to refresh their target search, and what did we find? The market signals and customer discovery research exhibited that the market was much more ready for the product solution they had envisioned years ago.&nbsp;<\/p>\n\n\n\n<p>Ask yourself: <em>Does this partnership make sense with our current business and other activities in our business? Is the market ready for what we have envisioned? Is this partner at the right stage of development for our needs?<\/em><\/p>\n\n\n\n<p>Companies no longer innovate in secret\u2014open innovation models and strategic M&amp;As have replaced closed-door developments. This transition, combined with other key trends in the medtech industry (e.g., <em>in silico<\/em> drug design and development, adaptive clinical trial designs, digital technologies that complement and enhance your existing product line), is compressing innovation cycles and the time to market. To ensure you are not left behind in the wake of the innovation boom, it\u2019s critical now more than ever to choose the right partner through an intentional, structured, and unbiased evaluation process.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>by Emily Vernon, Innovation Analyst, RTI International Because of the imperative to innovate following the COVID-19 public health emergency (PHE), medical technology (medtech) mergers and acquisitions (M&amp;A) are on the rise. Today, medtech players must collaborate to respond rapidly, develop &#8230; <\/p>\n<p class=\"read-more-container\"><a title=\"How to Maintain a Competitive Edge in an Era of Increased M&#038;A\" class=\"read-more button\" href=\"https:\/\/themedtechconference.com\/how-to-maintain-a-competitive-edge\/#more-8721\">Keep Reading<span class=\"screen-reader-text\">How to Maintain a Competitive Edge in an Era of Increased M&#038;A<\/span><\/a><\/p>\n","protected":false},"author":23,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","footnotes":""},"categories":[1],"tags":[],"class_list":["post-8721","post","type-post","status-publish","format-standard","hentry","category-uncategorized"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v26.4 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>How to Maintain a Competitive Edge in an Era of Increased M&amp;A - The MedTech Conference<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/themedtechconference.com\/how-to-maintain-a-competitive-edge\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"How to Maintain a Competitive Edge in an Era of Increased M&amp;A - The MedTech Conference\" \/>\n<meta property=\"og:description\" content=\"by Emily Vernon, Innovation Analyst, RTI International Because of the imperative to innovate following the COVID-19 public health emergency (PHE), medical technology (medtech) mergers and acquisitions (M&amp;A) are on the rise. 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