Author： Hine Damian Millen Damien W.
Publisher： Inderscience Publishers
ISSN： 1470-6075
Source： International Journal of Technology Transfer and Commercialisation, Vol.5, Iss.1-2, 2006-01, pp. : 140-156
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Abstract
The biotechnology industry is shifting its value creation emphasis from R&D to manufacturing and market. Business models need to keep pace with this evolution. This paper reports on a single-case study of a new biotechnology firm, EpiTan Limited, and the life cycle stages it has progressed through in parallel with the Australian biotechnology industry. EpiTan offers an alternative business model to that typical of New Biotechnology Firms (NBFs), which sets the agenda for fast-tracking the development of biotechnology companies through effective product selection and market targeting. It has managed to overcome the initial obstacles that typically hinder the growth and competitiveness of an NBF, by being founded around a robust IP portfolio and a board and management team with high level international expertise. EpiTan has built strong international networks and strategic alliances to gain efficiencies and maximise its global competitiveness.
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