Biotech firms head
towards new direction
Realizing the fact that
traditional approach will not yield optimal results in the market,
Indian drug makers are heading towards a new direction to strengthen
their business. With this series on business models, BioSpectrum will
highlight those Indian biotech companies that have embarked on novel
strategies to augment their growth.
India, the world’s largest democracy with intense domestic
competition is steadily shifting its focus from the primary sector to
the secondary and tertiary sectors. Unperturbed by the international
competition, the economy of the country is becoming a knowledge-based
one. And giving a fillip to the life sciences sector, India is emerging
as one of the five biotech leaders in the Asia Pacific region besdies
Singapore, Taiwan, Japan and Korea,
During the inauguration of the golden jubilee celebrations of the
National Institute of Technology Karnataka (NITK), Mangalore,
Karnataka, held in August 2009, the Union minister for Law and Justice,
M Veerappa Moily had said that the Union government is planning to set
up nearly 50 centers of training and research in the areas of
biotechnology, bioinformatics and nanotechnology. This itself is a
testimony to the booming biotech industry, which is emerging as a big
employer. And to achieve success in the market, Indian drug makers are
enroute to a new direction.
The Mumbai-based biotech company, Yashraj Biotechnology, uses human
biological fluids for extracting antigens and antibodies rather than
applying recombinant technologies. This method cuts down the cost of
diagnostic kits. Another advantage of using this method is that the
antigens derived are of the same nature as they exist in the human
body. It also has its environmental benefits as the biological fluids
are treated before being disposed off, which would otherwise become an
environmental hazard.
Similarly, NovaLead Pharma, apart from focusing on new chemical
entities (NCEs) in oncology, has also adopted drug repositioning model.
Under this model, it screens the existing drugs for new therapeutic
uses. Although, drug repositioning model is not a new concept, it has
gained momentum in the last few years, mainly due to the shrinking size
of drug manufacturing in the industry, and the lack of strong
R&D team.
As an interesting idea, after completing the phase II trials, some
biotech companies are signing licensing deals with other companies who
will take the task of marketing the product. Besides minimizing the
cost of production, adhering to such a concept will also give the
companies, an opportunity to explore other marketing avenues.
Yet another biotech company that has come up with an indigenous plan is
Actis Biologics Private Limited (ABPL). It has designed a
unique business model of in-licensing promising targets. After this,
values to the targets are added through the biopharma vertical product
life cycle, which significantly reduces cost. But discovery of new
molecules through internal research is also one of its targets. The
important aspect of this model is that for each product or technology
platform that the company acquires, it forms a collaboration or joint
venture, and after a certain stage it spins them off as a separate
entity (with ABPL holding a majority stake) even though the research is
done under one umbrella company.
Considering the fact that the manufacturing costs, human resources and
research expenses (both preclinical and clinical) in India are cheaper
as compared to other developed countries, the country has certainly
made its presence felt in the biotech industry. Its prominent rise in
the biotechnology sector, is attracting many global players for
bilateral technical cooperation in biotechnology.
Yashraj goes from
strength to strength
Rather than applying
recombinant technologies, Yashraj Biotechnology extracts antigens and
antibodies from human biological fluids with the idea to cut down costs
of diagnostic kits.
Established in 1999, Yashraj Biotechnology Limited (YBL) was the
brainchild of Arvind K Bhanushali, the founder director of the company
and his brother Paresh B Bhanushali, the present director of
R&D and production of the company. YBL deals with the business
of manufacturing and supply of diagnostic antigens, mainly monoclonal
to kit manufacturers and distributors.
Ideally, extraction of antigens and antibodies can be done either
through purification of proteins from human biological fluids or
through recombinant technologies. However, YBL chose the former one not
only due to its cost-effectiveness, but also because antigens
extracted through this methodology is of the same nature,
which exists in the human body. These human biological fluids are of no
commercial value.
Dr Chander P Puri, CEO, YBL, says, “We extract these antigens
and antibodies from the human biomedical waste. Usually, these
biomedical fluids are disposed off by hospitals and are left unused.
YBL negotiates with these hospitals to have a storage center for these
biomedical waste, which is subsequently transported to our
laboratories. This ultimately comes under affordable diagnostics. It is
affordable because the ingredients which further go into the diagnostic
kits are indigenously produced. We were always looking at methods,
which could be affordable to the people.”
Interestingly, this methodology also has its environmental benefits.
Biological fluids when disposed as unused waste plays a major role in
causing pollution. Moreover, with this methodology, the cost of protein
purification comes down drastically. The only cost factor is in
transporting the fluids to YBL’s manufacturing facility.
YBL needs to place a proposal to the concerned hospital which is
reviewed by the Clinical Ethics Committee (CEC). It is only
after the CEC approval, fluids can be collected. YBL also has to take
the approval from the Central Pollution Board Control (CPBC) that
reviews whether the methodology of collection is environmentally viable
and in tune with the World Health Organization (WHO) guidelines. The
board reviews the mode of transportation, containers and the manner in
which YBL disposes off the unused matter of these fluids.
Before getting involved in the collection process, the team undergoes a
training program, wherein they are trained on aspects like collection
methods, transport and tackling emergency situations and regulatory
methods. At present, the company is focusing on diseases like
tuberculosis (TB), malaria and sexually transmitted diseases like
HIV/AIDS. YBL is also in the process of launching a cell-driven antigen
for TB diagnosis. Monoclonal antibody is under evaluation. For
HIV/AIDS, the company is coming out with an antigen extracted from
human saliva. It has brought out 13 products into the market, and nine
are in the R&D phase.
The company is also in the business of contract manufacturing using
its own or customer supplied raw material. In this case,
projects of antigens is taken up either through joint R&D
venture or exclusive technology transfer for buy-back. The research
team also conducts a viral safety testing for all products to be
released.
New business opportunities for YBL are in the areas like supply of
cell-derived antigens and antibodies, monoclonal antibodies using
hybridoma technology and polyclonal antibodies; cell culture facility
for expression of patented clones (diagnostic and/or therapeutic), and
the use of experimental animal facility for drug development.
Having achieved milestones and success in the indigenous production of
antigens and antibodies, YBL is now looking at diagnostic kits
manufacturing space. The company has already identified
technologies and land for the facility, and is in talks with the
funding agencies. The new venture is expected to be up and running by
mid-2010.
Manufacturing its own diagnostic kits would in turn reduce
YBL’s cost by 50 percent. YBL also intends to build a
facility that spread across 150,000 sq. m., for contract manufacturing
or as a JV set-up.
NovaLead
looks beyond the obvious
Apart from focusing on
new chemical entities (NCEs) in oncology, NovaLead Pharma follows the
drug repositioning model, wherein it screens existing drugs for new
therapeutic uses.
The genesis of NovaLead Pharma can be traced back to the inception of
its parent company, VLife Sciences Technologies in 2002. VLife Sciences
Technologies focused on developing screening technologies, which in
turn would accelerate the whole drug discovery process. During this
course, the company developed a computer-aided drug development
technology that allowed them to focus on a couple of in-house research
projects, some of which included new chemical entities (NCEs) in
disease areas like cancer.
In 2007, the drug discovery team was demerged from VLife
Sciences Technologies to form NovaLead Pharma, now based in Pune. The
business model of NovaLead is to develop its discoveries up to the
proof of concept in animals and then out-license or partner with
either pharmaceutical or biotechnology companies to generate
revenues, which are milestone and royalty driven. Supreet Deshpande,
CEO, VLife Sciences Technologies and the brainchild behind Novalead
Pharma, says, “We decided to demerge our drug
discovery process to finally develop the discoveries in human trials
using the screening technologies developed from the parent company,
VLife Sciences Technologies. What is different in this case is the
manner in which we handle the discovery process.”
Initial investment of Rs 1.5 crore, came from personal funding
of founders and angel investors. A venture capital investment
was raised in April 2006, through Kotak Mahindra-Private Equity Group.
![](/IMG/288/47288/supreet.gif)
The company at present pursues two in-house research programs
– NCE program in oncology and new indications program in
unmet needs area. Along with Deshpande, co-founder and COO, Atul
Aslekar who is also a part of the VLife Sciences Group, has the
responsibility to lead technology development and sourcing to
continuously improve on NovaLead drug discovery process. In the avenue
of technology, NovaLead has come up with virtual screening technologies
like VLife Amadeus screening platform and VLife Biblica knowledge
compendium (developed along with VLife
Sciences).
This business model, which Despande terms as the drug
repositioning model, was followed by some pharma and biotech companies
in the past. Drug repositioning has been gaining importance in the last
few years as an increasing number of drug development and
pharmaceutical companies see their drug pipelines drying up. They have
realized that several promising technologies in the past have failed to
deliver as assumed. Using drug repositioning, pharmaceutical companies
have achieved a number of successes. For example; Pfizers’s
Viagra in erectile dysfunction and Celgene’s Thalidomide in
severe erythema nodosum leprosum.
NovaLead’s lead compounds in oncology, VLI27 and
Galnobax, the new indication diabetic foot ulcers, have both been filed
for Patent Cooperation Treaty (PCT) and are exclusive output from
VLife’s technologies. The candidate pipeline of
NovaLead Pharma has an interesting mix of new chemical entities and new
indications for FDA approved drugs, majority of them qualifying for
fast-track approval from the FDA.
Currently, there are six promising candidates in the
pipeline, one in its human trial phase, two in their animal phase and
three in the in-vitro phase. After the completion of phase I trials,
NovaLead usually announces the discovery processes on the basis of the
data available to attract prospective licensing partners. “We
do not take the drugs to the market. Instead, after phase II, we sign
licensing deals with companies who will in turn take it to the market
for commercialization,” says Deshpande.
A drug for diabetic foot ulcer, Galnobax, will be the first to hit the
market in another two-three years as estimated by Despande. But this
depends on who will ultimately take the product to the market. In the
preclinical trials, Galnobax has demonstrated 42 percent improvement in
curing wounds in diabetic patients. At present, clinical trials for
Galnobax is partly happening in India and the US, where 40 patients
have been recruited.
With India positioning to become world’s diabetic capital,
Despande is hopeful that the drug should hit the jackpot. “By
2011, it should be out-licensed, with the deal touching around $400-700
million (Rs 1,924-3,368 crore) mark,” he maintains. NovaLead
is also looking at other therapeutic areas like age-related wrinkles,
asthma and CNS-related diseases. The other two promising
targets in the pipeline include colon and pancreatic cancers.
Actis Biologics thinks
out of the box
Licensing promises drug
candidates with more research and development, spinning out a company
for each product makes Actis Biologics a cut above the rest.
In 2005, Mumbai-based Actis Biologics Private Limited (APBL)
chalked out a unique business model which is yet to be emulated by its
Indian counterparts. The company, an offshoot of California-based Actis
Biologics, in-licenses promising targets, then adds value to the
targets by accelerating the progression through the biopharmaceutical
product life cycle, while reducing costs by a significant margin. At
the same time, it targets discovery of new molecules through
internal research. The company acquires technologies with demonstrated
applications and well-protected intellectual property. The
distinguishing factor is that for each product or technology platform
that it licenses or acquires, ABPL forms a joint venture or inks a
collaboration, and after a certain phase spins them off as a separate
company (with ABPL holding a majority stake) rather than bringing them
under one umbrella.
Sanjeev Saxena, chairman and MD, Actis Biologics, says,
“Actis Biologics was formed by a group of scientists, who
over the years made a lot of achievements.” However, he
maintains that they did not get any return of investments for their
work apart from awards and acclaims. “This is the reason why
we decided to form Actis Biologics. Henceforth, each of these
scientists, some of them at present are on the scientific advisory
board of the company (and who are equity holders as well) contribute
their own technologies and research work, they are working
upon. And at the same time get their share of returns too,”
adds Saxena.
“We looked at India when biotech was in its nascent
stage, and we also analysed the manner in which we would pump funds. We
started talking to Indian biotech companies, evaluated the cost and
decided to form ABPL in 2005,” says Saxena. Over the years,
the company has established academic and industry collaborations with
the US. Today, the team has identified 20 disease segments. The main
focus so far has been oncology and has filed 65 patents till date. Six
companies which have already been registered will start the operations
soon.
According to PN Venugopalan, president, Actis Biologics, the
six registered companies include Kohinoor Biotech, Aum Life Sciences,
Mercury Biotech, and Deep Biotech. The Ribozyme platform division of
the company would undertake development of Angiozyme, a novel platform
based on nucleic acid technology. The recombinant protein platform
division will develop a proprietary technology, a novel technology
based on the expression level of certain cells for any protein. The
gene therapy platform division is developing next generation therapies
using a novel vector technology (tame virus) for delivery of a
predetermined genetic sequence. The molecules will be developed and
tested in human trials and partnered with larger biotechnology and
pharmaceutical companies in the US, Europe and India.
Once these divisions get spun out, ABPL will partner with a pharma or
biotech company for marketing the product or the technology. The
company has also got the Department of Biotechnology (DBT) approval for
the project titled ‘Delivery of MSP36 with Lenti Viral
Vector’ in 2006. The company was also in the news recently
for the acquisition of its technology platform for effective treatment
of hepatic cancer from CellPoint Diagnostics, US.
As far as funding is concerned, ABPL intends to raise funds of
approximately $25-30 million (about Rs 120-144 crore) through private
placement of equity with reputed investors. Under the name of Actis
Biologics Malaysia Sdn Bhd, the company has its foothold in Malaysia.
Under this, it has Telesto Diagnostics to develop coronary artery
disease-based diagnostics for various abnormalities and Cogenesis to
develop novel respiratory products. To tap the market, it has tied up
with the Malaysian government to come up with a
biocity.
“Malaysia offered a lot of opportunities, first being the
direct inflow of funds from the US and Europe. The Europeans are
familiar and keen to invest in Malaysia,” says Venugopalan.
ABPL plans to set up a manufacturing facility targeting South Asian
market. ABPL’s much-awaited product, Angiozyme, is expected
to hit the market in another two years. Angizoyme, will target mainly
the lung and breast cancer market.
Anjana Pradhan and
Nayantara Som