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creating marginally different products, such as computer-based drug dis covery aids, that can easily scale. However, because of the limited potential of the tools model to generate signi cant revenue, many of the tool compa nies in biotech have shifted to the pharmaceutical model. Many diagnostic laboratories that offer genomic testing follow a service model, which has the advantage of short development time, but is typically slow to scale. Although it hasn t been demonstrated which business model will ulti mately be the most successful in biotech, it s clear that continued advances in the eld of biotech hinge on a continuous stream of nancing from a va riety of sources. This chapter explores nancing in biotech, including the global realities of the post-2000 market. It reviews the stakeholders in the primary and secondary biotech industries, and examines the signi cance of nancing from public investors, industry, government, academia, and ven ture capitalists.

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Receiving payments Issuing refunds Handling a bounced check Writing off bad debt Making deposits Creating deposit reports Aging accounts receivable Improving your collection ratio Properly handling barter transactions

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One way to appreciate the dynamics of nancing in the biotech arena is to identify the stakeholders with a nancial interest in biotech. The most obvious stakeholders directly related to the nancing of the biotech in dustry are the angels and stockholders of privately held biotech compa nies, and the private and institutional stockholders of publicly traded biotech companies. Picking the appropriate stocks and mutual funds has proven to be challenging ever since the global downturn in the nancial markets after 2000. As described here, foreign and domestic investors in the biotech in dustry are but two of many positive and negative stakeholders in the primary and secondary biotech markets. Identifying these ancillary stakeholders can provide not only insight into the future performance of biotech stocks, but additional investment opportunities that should be either embraced or avoided.

The two most critical events in your customer billing cycle are invoicing and receiving payment from customers. (Invoices are discussed in 14.) The exact amount of time that passes between invoicing and receiving payment depends on your customers reliability and on the payment terms negotiated with them (such as Net 30 or Due on Receipt). When you do receive the payment, you need to record it in QuickBooks to credit the customer s account. The most convenient way to access information about customer transactions is from the Customer Navigator screen shown in Figure 16-1. The icons are logically organized to correspond to the typical phases of a customer sale cycle.

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To receive a payment, follow these steps: 1. Go to Customers Receive Payments, or click the Receive Payments icon (see Figure 16-1). The Receive Payments window shown in Figure 16-2 appears.

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In addition to stockholders and company employees, the key positive stakeholders in the pharmaceutical industry are those who bene t by the pro ts, and the products that the industry generates, and those who supply the equipment it uses. These primary stakeholders include clinicians, pa tients, media outlets, equipment manufacturers, and suppliers, as illus trated in Figure 6.1. Clinicians and patients are obvious bene ciaries of the drugs produced by pharmaceuticals, whether through traditional or ge nomic research and development efforts. Media outlets, from television to

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