A SIGNIFICANT FOCUS OF THINKEEN
GLOBAL IS DEDICATED TO VCS AND STARTUPS AT DIFFERENT LEVELS OF DEVELOPMENT.
THE MAJOR AREAS OF WORK ARE:
PRODUCT IDEA & DEAL SCREENING
REALITY-BASED BUSINESS PLANNING &
SUPPORT IN FUND RAISING
COMMERCIAL CAPABILITY ASSESSMENT &
PRODUCT IDEA AND DEAL SCREENING
In healthcare, the value of new ideas, new products, and new services needs to be carefully qualiﬁed
and quantiﬁed looking at different aspects of their future life:
The value for patients: Does the new product have a direct impact on a patient’s life? And what is it?
The value for healthcare providers: Are there processes, cost advantages, outcomes improvement,
or other upsides for the organizations delivering healthcare services? If yes which ones? Are these
values actually quantiﬁable, measurable and to what extent will they actually be valued and appreciated?
The payers: Who will pay for it? Patients? Hospitals? Insurance? Government?
Reimbursement: Does reimbursement exist? In which geographic areas is reimbursement is likely to
be more favorable?
The buyer: Who decides it is needed/useful? Who will make the ﬁnal purchasing decision?
quantification of the
opportunity is the
foundation of a
credible business plan.
The target opportunity:
What segment of therapies and/or patients, best represent the target
market for the new product/service?
How big is the target market globally?
What existing or upcoming direct and indirect competition must be considered in the target market?
What are other potential barriers to acceptance and market entry including implementation costs?
What percentage of the selected market represents a reasonable target
for the new product/service?
What is the maximum acceptable price for the product/service? What is
the price of alternatives?
What is the best estimation of the new product/service cost?
Are price and cost compatible from a proﬁtability standpoint?
from the understanding
of the commercial
efforts required to
maximize the return on
The path to sales & ROI: What are there market development/
preparation requirements? Who and how will sell the new product/
service? What is a realistic and affordable commercial channel? What is
a realistic revenue generating mechanism? Are there capital expenses
involved? Are there reusable and disposable items involved?
When a new product or service is being evaluated, we perform all the
activities that offer compelling, fact-based answers to the above questions:
Identiﬁcation of the value for patients and healthcare providers
Quantiﬁcation of the potential global market
Scanning of existing direct & indirect competition
Field-based veriﬁcation of competitive advantage claims
Prioritization of the geographic areas
Regulatory barriers in key geographic areas
Evaluation and design of future revenue stream mechanisms
BUSINESS PLANNING & SUPPORT FOR
We are all aware of how easy it can be to write market penetration rates, prices, volumes on a PowerPoint presentation. Investors know this too.
This is why often the success of fund raising activities depends excessively on the historical credibility of the fundraising entity, or the pre-existing personal relationships or the success of previous investment experiences. Instead, funding decisions should depend on rational processing of realistic assumptions. We strive to rebalance the fundraising experience from relational to rational.
For new ideas, new products, new services, seeking investment, it is essential to build credibility with
both current and potential investors. Pursuing this objective can be difﬁcult. Indeed, we have observed that there is a frequently an un-bridged knowledge gap between “inventors” and VCs:
VCs usually have a deep ﬁnancial understanding of their investment risk tolerance and sought returns while inventors usually have a deep technical and clinical understanding of the new product
they are trying to bring to life.
When reviewing a
business plan, we
should know what
critical, implicitly and
The experience and expertise required for a successful global commercial
strategy and implementation need to bridge the gap between the two
above competencies. The gap is often underestimated, and can result in a
weak business plan.
A credible, reality-friendly business plan is not simply a document but the
roadmap that deﬁnes the direction and the nature of the organization bringing the new product/service to market life. The business plan is the result
of rational decision-making based on realistic assumptions. Assumptions
must come from thorough ﬁeld based activities based on an unbiased view
of the market and of the healthcare sector for which the new product is intended.
When reviewing a business plan, we should always ask two questions:
What assumptions are critical, implicitly and explicitly, to this plan?
What strategic decisions are reﬂected? How were these decisions
Assumptions must come
from thorough field
based activities based
on an unbiased view of
the market and of the
healthcare sector of
When an initial or a co-investing fundraise is sought, we provide to VCs
Exact Quantiﬁcation of the global market segment
Product-Market matrix with prioritization of segments
Evaluation of existing direct & indirect competition with quantiﬁed
Monetary value of competitive advantages
Suggested commercialization strategy and market entry
sequences including market preparation/development needed
Bottom-up commercial investment and running cost evaluation
Regulatory investments and timeline determination
P&L projection with sensitivity & Monte Carlo analysis
Preparation and presentation of bottom-up business plans with
veriﬁed assumptions and ROI/IRR sensitivity analysis
ASSESSMENT & MANAGEMENT
Once the capital required to operate is totally or partially raised, Start-ups tend to redeploy the existing resources, those who have invented the product and brought it to VC’s attention.
In general, the competencies required for the ﬁrst phases of product research and development are
only partially ﬁt to the future industrialization and commercialization phases.
The typical way to evaluate these gaps consists in building a credible commercial implementation
plan including both details about the commercial organization and facts about the talent required to
ensure successful implementation.
Thus, in order to address any potential competency gaps that can compromise successful market access we provide: Commercial Implementation Plans and New Product Launch Plans, Organizational
Capability Assessment, Design and implementation of new commercial organizations. For those companies interested in a more involved support we also provide: actual commercial & operational interim management, set-up and management of international distribution network.
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