Introduction
During the September 19 JPLA meeting, one recurring question emerged: Why do so many requests on the BioJapan partnering system go unanswered? On the surface, the platform is well designed—connecting Japanese and overseas companies in licensing, BD, and collaboration. Yet in practice, replies often feel elusive. A major Japanese company even mentioned “We put any BioJapan incoming queries on hold, no matter what”.
As someone working in the CDMO / licensing / lifecycle-management space, the experience was quite striking, and I want to record my thoughts here—not just as commentary, but as a starting point for potential action.
What I Observed
- Different expectations
- Many overseas teams send meeting requests expecting straightforward BD discussions. Japanese counterparts, however, may interpret the request as premature if there hasn’t yet been context‑building or an introduction from someone mutual.
- Role mismatch
- On the Japanese side, the people registered on the platform are often from licensing or corporate planning. These functions may not have the authority—or the bandwidth—to evaluate technical or CDMO proposals. As a result, they may hesitate to respond.
- Risk of mis‑positioning
- Japanese teams tend to avoid saying “no” directly. If the offer does not match their current priorities, silence is sometimes safer than refusal.
Why It Matters
- For companies / CDMOs:
Being siloed into licensing only means you lose chances to offer more value, gain bigger contracts, or lead on innovation. You risk being seen only as “supplier” rather than “partner”. - For patients / healthcare system:
Lifecycle innovations (drug delivery improvements, patching, information systems for safety/adherence etc.) can improve quality of life, reduce side effects, increase compliance. If the platform doesn’t enable these, patients lose in the long run. - For Japan’s competitiveness:
In the global bio-/pharma landscape, being able to do integrated CDMO + innovative delivery + lifecycle management is a differentiator. If BioJapan (as a flagship platform) is not pushing that dimension forward, Japan risks lagging in certain innovative edges.
Reflections
Rather than seeing the silence as rejection, it may help to view it as a signal: additional trust‑building or context is needed first. Simple steps—such as a brief introduction before sending a formal request, or connecting through a local partner—can significantly increase the response rate.
Conclusion
BioJapan’s partnering system works as an entry point, but it cannot replace the cultural nuances of Japanese business. Replies are often a matter of timing, role alignment, and relationship. Understanding this dynamic makes the silence less discouraging—and opens the door to more effective approaches.