2026-09-18T19:10:04Zhttps://dspace.mit.edu/server/oai/requestoai:dspace.mit.edu:1721.1/577632022-01-13T07:54:52Zcom_1721.1_7582com_1721.1_7581col_1721.1_131023
Scott Stern.
Saghir, Mouris
Sloan School of Management.
Sloan School of Management
2010-08-31T14:28:03Z
2010-08-31T14:28:03Z
1999
1999
http://hdl.handle.net/1721.1/57763
48193186
Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management, 1999.
Includes bibliographical references (leaves 49-50).
In the biotechnology industry today, there are many business models for project commercialization. These models range from independent vertical integration to certain forms of collaboration with pharmaceutical companies to complete acquisitions of projects by the big pharmaceutical companies. In this thesis, we wanted to study commercialization strategies of several biotechnology companies. We wanted to investigate the rational for commercialization decisions and the consequence of these decisions on biotechnology firms'. Thus, we conducted interviews with either founders or senior managers of business development of nine biotechnology firms to address these issues. Our results demonstrate that biotechnology firms reluctantly enter partnership agreements with pharmaceutical companies. In addition, there are delays in the negotiation process before agreements are reached, which can have negative impact on biotechnology firms. Furthermore, concentration on core competencies and the presence of champions at the pharmaceutical partners are two essential elements of successful commercialization for biotechnology firms.
by Mouris Saghir.
S.M.
67 leaves
eng
Massachusetts Institute of Technology
M.I.T. theses are protected by
copyright. They may be viewed from this source for any purpose, but
reproduction or distribution in any format is prohibited without written
permission. See provided URL for inquiries about permission.
http://dspace.mit.edu/handle/1721.1/7582
Sloan School of Management.
Commercialization strategies of biotechnology companies
Commercialization strategies in the biotechnology industry
Thesis
application/pdf
Publication
unknown
unknown
<Publication xmlns="https://www.openaire.eu/cerif-profile/1.1/" id="8032bfc2-132f-43c5-a98d-064192db5a6a">
<Type xmlns="https://www.openaire.eu/cerif-profile/vocab/COAR_Publication_Types">http://purl.org/coar/resource_type/c_1843</Type>
<Language>eng</Language>
<Title>Commercialization strategies of biotechnology companies</Title>
<Subtitle>Commercialization strategies in the biotechnology industry</Subtitle>
<PublishedIn>
<Publication>
</Publication>
</PublishedIn>
<PublicationDate>1999</PublicationDate>
<Authors>
<Author>
<DisplayName>Saghir, Mouris</DisplayName>
<Affiliation>
<OrgUnit>
</OrgUnit>
</Affiliation>
</Author>
</Authors>
<Editors>
</Editors>
<Publishers>
<Publisher>
<DisplayName>Massachusetts Institute of Technology</DisplayName>
<OrgUnit />
</Publisher>
</Publishers>
<License>http://dspace.mit.edu/handle/1721.1/7582</License>
<Keyword>Sloan School of Management.</Keyword>
<Abstract>In the biotechnology industry today, there are many business models for project commercialization. These models range from independent vertical integration to certain forms of collaboration with pharmaceutical companies to complete acquisitions of projects by the big pharmaceutical companies. In this thesis, we wanted to study commercialization strategies of several biotechnology companies. We wanted to investigate the rational for commercialization decisions and the consequence of these decisions on biotechnology firms'. Thus, we conducted interviews with either founders or senior managers of business development of nine biotechnology firms to address these issues. Our results demonstrate that biotechnology firms reluctantly enter partnership agreements with pharmaceutical companies. In addition, there are delays in the negotiation process before agreements are reached, which can have negative impact on biotechnology firms. Furthermore, concentration on core competencies and the presence of champions at the pharmaceutical partners are two essential elements of successful commercialization for biotechnology firms.</Abstract>
<Access xmlns="http://purl.org/coar/access_right"
>
</Access>
</Publication>