EntreMed, Inc.: Survival Strategy in the Turbulent Biotech Industry: Abstract
This case presents the situation facing Neil Campbell, the newly promoted President & COO of EntreMed, Inc., at the beginning of 2003. EntreMed, a U.S. biotech company, was in crisis, with several million dollars of debt that had to be restructured and an unsustainable « burn » rate (annual expenditures). EntreMed’s new management team needed to revise the overall company strategy to survive. In crafting their new strategy, the team had to manoeuvre within a complex industry environment that included a complex new drug approval process, stringent protection of intellectual property rights, and a need to attract and retain top researchers.
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