Title: Novel strategies to overcome barriers to commercialisation of new technologies: a case study from the Australian biotechnology industry
Authors: Damian Hine, Damien W. Millen
Addresses: UQ Business School, University of Queensland, Room 455 Colin Clark Bldg., Sta. Lucia, Queensland 4072, Australia. ' Faculty of Law, Bond University, Queensland 4229, Australia
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.
Keywords: new biotechnology firms; commercialisation; life cycle; case study; barriers; technology transfer; Australia; intellectual property; international networks; strategic alliances; global competitiveness; business model; R&D; research and development; product variety; innovation speed.
International Journal of Technology Transfer and Commercialisation, 2006 Vol.5 No.1/2, pp.140 - 156
Available online: 13 Jan 2006 *Full-text access for editors Access for subscribers Purchase this article Comment on this article