In this case study the authors have tried to fill the gap of technology transferliterature focused on the biopharmaceutical industry. The technology transferliterature displays a clear industry-specific gap, mostly focused on heavy- andpharmaceutical industries. The authors have tried to find the key aspects of asuccessful technology transfer from the literature on the subject from alldifferent industries. The authors have then used these aspects to create atheoretical framework of the aspects that are possibly applicable in thebiopharmaceutical industry. A case study has been conducted at The Company which has a long pedigreeas one of the most innovative companies within the biopharmaceuticalindustry. The Company both develops and manufactures diagnostic tests forantibodies in animals, and their products are today widely known within theindustry. The authors have conducted a series of interviews, a non-participantobservation and also reviewed documentation of previous productsdevelopment processes. These qualitative methods have provided bothempirical evidence of similarities between the technology transfer literatureand a biopharmaceutical technology transfer process, as well as evidence ofwhat aspects are of importance in the biopharmaceutical industry. Using thisabductive research strategy, the authors have determined the key aspects thatare conceivably applicable in the biopharmaceutical industry. These are Goalcombability, Communication and documentation, Transfer plan andInterdepartmental collaboration. These aspects have not been implementedand therefore not been tested at The Company.

Lorsque l'idée de reprendre une entreprise en difficulté est évoquée, la technique qui vient systématiquement à l'esprit est celle de reprendre cette entreprise à travers un plan de cession tel que celui-ci a été instauré, en droit français, par la loi 11°85-98 du 25 janvier 1985. Seulement et à côté de cette technique de la cession de l'entreprise décidée par l'arrêté d'un plan de cession, la reprise de l'entreprise en difficulté peut se réaliser par voie interne impliquant le transfert de son capital. L'objectif de ce travail est d'étudier l'opération de la cession d'entreprise en difficulté et son régime juridique tout d'abord à travers le cadre classique du plan de cession et ensuite à travers la technique originale de la cession interne. L'analyse qui sera faite de ces différents modes de cession des entreprises en difficulté sera réalisée à la lumière des principes du droit commun des obligations les plus classiques : vices du consentement, prix, garanties d'éviction, garanties des vices cachés ... C'est en révélant les particularités et les dérogations qui existent lors de l'application de ces règles à la cession de l'entreprise en difficulté que des solutions aboutissant à une plus grande cohérence seront proposées. / When the idea of taking back a company in difficulty arises, the technique that comes systematically in mind is that of taking back that company through a transfer plan similar to the one that has been instituted, in the French Law, by the law 11°85-98 of January 25th 1985. But and beside that technique of a transfer plan, the taking back of the company in difficulty decided by the settlement of a transfer plan, the taking back can be realized by an internal channel that involves the transfer of its capital. The objective of this work is to study the operation of the transfer plan of the company in difficulty and its judicial regime first by the traditional frame of the transfer plan and then through the original technique of the internal transfer. The analysis that will be made of these different modes of transfer plan of companies in difficulty and will be carried out thanks to the principles of the common law of the most traditional obligations: defects of consent, peaceful possessions guarantees, guarantees of hidden defects ... It is by revealing the particularities and the derogations that exist when applying these rules to the transfer plan of the company in difficulty that solutions that will reveal more coherence will be revealed.

La cession est une technique de redressement d’une entreprise, comparable à un "Janus bifrons" (deux profils) à maints égards, et pour ce faire, la ligne directrice du législateur a été de dissocier l’homme de l’entreprise. Elle suit un cheminement chronologique.La phase préparatoire repose sur l'engagement d’un candidat repreneur, pris en toute connaissance des risques. Si l’offrant parvient à s’exonérer de la réalisation d’un contrat préalable – pourtant conseillé – comme un contrat de location ou de gestion, s’ensuit alors une phase judiciaire. Celle-ci ne peut pas être éludée car les offres de reprise sont enserrées dans des conditions temporelles, formelles strictes et les voies de recours dédiées sont plus que limitées. Les risques d’une inapplicabilité du droit commun des contrats ou d’une concurrence par une réinstallation du débiteur sont réels, ce qui impose la mise en place de garde-fous pour anticiper les contentieux.A l’issue de ce processus judiciaire, le regard du repreneur se tourne vers un résultat fructueux ou infructueux. En cas de succès, il y a un transfert variable de propriété et des contrats, selon les engagements pris et l'échéancier du prix de cession. A cet effet, la poursuite des contrats en cours obéit à un régime classique ou dérogatoire de transfert. A contrario, l’insuccès déclenche une décourageante responsabilisation du repreneur pouvant être contrebalancée sous certaines conditions par un désengagement de ce dernier et/ou une modification salutaire des objectifs et des moyens fixés. L’échec produit une regrettable résolution du plan de cession, eu égard à l'impact humain et financier que cela représente. / Transfer is a business recovery technique, comparable to "Janus Bifrons" (two profiles) in many respects, and to do this the legislator’s guideline has been to separate man from company. It follows a time path.The preparation phase rests on the undertaking by a transferee candidate, made in full knowledge of the risks. If the bidder succeeds in being exonerated from signing a prior contract – recommended, however – such as a hire or management contract, there is then a legal phase. This cannot be avoided as takeover bids are subject to strictly formal time conditions and the dedicated appeal procedures are more than limited. The risks from the inapplicability of the common law of contracts or from competition by a fresh start up by the debtor are real, requiring the implementation of safeguards to anticipate the disputes.At the end of this legal process, the transferee’s view turns to a fruitful or unfruitful result. If successful, there is a variable transfer of ownership and contracts, in accordance with the undertakings made and the transfer price payment schedule. To this end, the continuation of current contracts follows a classic or exceptional transfer regime. Conversely, a lack of success triggers a discouraging accountability on the part of the transferee, but that might be counterbalanced under certain conditions by a withdrawal made by the latter and/or by an advantageous modification of the objectives and methods set. Failure results in the regrettable cancellation of the transfer plan, in view of the human and financial impact that this represents.