Science to business


28.12.2020 07:40
What is Science-to-Business (S2B) Marketing, and Why
not. Its especially noteworthy that Genentech, after pioneering the system for monetizing intellectual property, then took a different path: along with Amgen, Genzyme, and a few others, it vertically integrated by investing heavily in manufacturing and marketing even as it continued to build internal scientific capabilities. A shift in the mentality and policies of universities is needed. The advance of biotechnology would have been slowed considerably had recombinant DNA, monoclonal antibodies, and other basic genetic-engineering techniques been exclusively licensed to a single firm. Arriving at a solution requires that different kinds of scientists repeatedly exchange huge amounts of information. S2B aims to spread scientific innovation and knowhow, while also protecting intellectual property.

While all this sounds pretty gloomy, it does not mean that the industry is doomed. 16 Despite their importance and frequent failures, however, research on universityindustry relationships (UIR) and the factors influencing their fate, especially from a marketing perspective, remains sparse. This is partly because each academic discipline has its own focal problems, language, intellectual goals, theories, accepted methods, publication outlets, and criteria for evaluating research. There is deep knowledge within, say, chemistry and genomics, but much less knowledge about the connections between them. It notes: All successful companies are working with marketing strategies. Join the S2BN Kingston Team in discussing the Canadian Medtech industry! Historically, the problem with translational research has been that the National Institutes of Health and other government agencies that fund basic research view it as applied science, and private venture capitalists view it as too risky and too long-term. (See the exhibit Biotech Has Produced No Breakthrough in R D Productivity.) Nor has industrialized R D dramatically increased the number of compounds that make it to human clinical testing, let alone into the market. As the name implies, this kind of research translates basic scientific findings and concepts into specific product opportunities. As the graph below indicates, the average R D cost per new drug launched by biotech firms is not significantly different from the average cost per new drug launched by major pharmaceutical companies.

Facing a shortage of potential blockbuster drugs in their pipelines, these companies had dramatically increased their R D spending, but to no avail. A basic principle of their success is that these companies know exactly the demand of their customers and that they adjust their research, developing and production to their customers needs. The profound and persistent uncertainty enveloping biotech in particular and drug R D in general means that what is known pales in comparison to what remains to be discovered. What is the pathway? Unencumbered by the traditional technologies and organizations of the established pharmaceutical giants, these nimble, focused, science-based businesses would break down the wall between basic and applied science and produce a trove of new drugs; the drugs would generate vast.

Monday, November 25, 2019 #S2BN #learning #networking #bridgethegap. It starts with good communication and mutual understanding. For instance, it would probably make sense to incubate a highly novel technique such as tissue engineering inside a new firm that could build the essential capabilities from scratch. It needs a distinctive anatomyone that will serve the demands of both science and business. 4 5 6 7, these relationships and commercialisation projects provide a great potential to foster innovation, leading to a need to pay particular attention to the management of technology commercialisation processes. Pharmaceutical companies often make alliances in precisely those areas where they lack expertise. In the case of S2B, it benefits from brilliant minds and brilliant new research. Conducting research to expand basic scientific knowledge was the province of universities, government laboratories, and nonprofit institutes. Despite extraordinary progress in genetics and molecular biology over the past few decades, scientists still find it extremely difficult to predict how a particular new molecule will work in humans.

Furthermore, society benefits from the cooperation between research and industry in a number of ways: promote economic growth without technological change, advancement in productivity and therefore GDP would be limited to increasing labour and material productivity, finite sources of improvement strengthen. In return for the manufacturing and marketing rights to recombinant insulin, Lilly would fund development of the product and pay Genentech royalties on its sales. Businesses need to constantly watch their budgets and timelines, and consider competition and market entry. A case in point is identifying a target for drug discovery. They patent their discoveries; their technology-transfer offices actively seek commercial partners to license the patents; and they partner with venture capitalists in spawning firms to commercialize the science emanating from academic laboratories. The aim is to supports Canadas researchers to build a more innovative economy. For projects that are scientifically or technologically novel, forging fewer, deeper relationships makes sense. Industry engages research institutions for a number of reasons: the successful innovation of new products and services into the marketplace provide significant profits and growth opportunities for new firms ever fiercer competition inevitably requires considerable efforts of both companies and universities. Some scientific businesses, such as those in biotech and pharma, are achieving superstar status and are attempting bold and disruptive activities. The largest pharmaceutical companies could increase their support for the translational research they conduct on their own or in collaboration with universities.

The average R D cost per new drug launched by a biotech firm is not significantly different from the average cost per new drug launched by a major pharmaceutical company. This model consists of three interrelated elements: technology transfer from universities to the private sector through creating new firms rather than selling to existing companies; venture capital and public equity markets that provide funding at critical stages and reward the foundersinvestors. However, they also benefit from huge private investment. With such organizational forms and institutional arrangements, science can be a business. A More Suitable Anatomy To deal with profound uncertainty and high risks, allow closely interdependent problem solving, and harness the collective experience of disciplines throughout the sector, biotech needs a new anatomyone that involves a variety of business models, organizational forms, and institutional arrangements.

It is difficult, if not downright impossible, to successfully develop a drug by solving problems individually in isolation, because each technical choice (the target you pursue, the molecule you develop, the formulation, the design of the clinical trial, the. By and large, businesses did not engage in basic science, and scientific institutions did not try to do business. Improvement of living standards requires improved technology Process of Science-to-Business Marketing edit Following Sabisch 11 and Walter 12 Challenges in the Science-to-Business Interaction edit Extracting value in the form of research-based technologies and innovations from the University and research organisations. S2B is working in this direction. Research scientists have a tendency to work in isolation, focused on their work. Research with marketing in mind more-effectively and rapidly benefits society.

Despite the clear benefits of S2B for businesses and researchers, the S2B model still is not widely used. Venture capitalists have a time horizon of about three years for a particular investmentnowhere near the ten or 12 years most companies take to get their first drug on the market. In this way, complete solutions can be delivered to the market. Their discoveries may be impressive, but many other companies struggle to innovate, even when they have great ideas. Finally, the market for know-how hinders companies from forming long-term learning relationships.

Lets look at S2B and how its at work for scientists and industry. Today it includes molecular biology, cell biology, genetics, bioinformatics, computational chemistry, protein chemistry, combinatorial chemistry, genetic engineering, high-throughput screening, and many others. By science-based, I mean that it attempts not only to use existing science but also to advance scientific knowledge and capture the value of the knowledge it creates. The allure of equity ownership has encouraged scientific entrepreneurs to take the risks inherent in starting new firms. All this may explain why biotech start-ups appear to be retreating from the riskiest projects. There are two basic ways of achieving integration. Governments want the research they fund to be shared. As a result, most alliances are at arms length and fairly brief. A piece of software code, for instance, is a fairly distinct entity that can be protected by legal mechanisms, and its theft can be detected quite easily. With their years of experience and armies of scientists, the big pharmaceutical companies that have struck deals with biotech firms surely have the knowledge to assess projects technical and commercial prospects.

The other challenge for investors is interpreting the publicly announced results of clinical trials. Belkhodja, Omar; Landry, Rjean (2005 "The triple-helix collaboration : Why do researchers collaborate with industry and the government? It would also allow the firm to operate with a significant degree of independence and to offer stock options and other incentives to attract and retain entrepreneurs. All in all, the obstacles to integration and learning in the industry are enormous. Indeed, Genentech and Lilly, whose recombinant-insulin deal became a template for the industry in many ways, wound up in a legal contest over rights to use genetic-engineering technology to produce human growth hormone. Genomics, proteomics, systems biology, and other advances will make it possible to identify promising drug candidates with a high degree of precision at extremely early stages of the R D process, which should lead to a dramatic reduction in failure rates, cycle times, and costs. Researchers from all fields can gain from S2B.

Whether its full innovation or an improvement on an existing product or technology, industry benefits from innovation. (See the exhibit Industrialized R D Has Yet to Deliver for Biotech.) There is no conclusive proof that the unexceptional productivity of biotech firms is due to the complexity and risk of the projects they undertake. Some universities have set up centers that look to for ways to improve S2B marketing;.g., the Science to Business Hochschule (University of Applied Science) in Germany. Its shares are publicly traded, but a large company with a long-term strategic interest in the biotech firms success owns a majority stake. Through the 1980s and into the 1990s, the sector seemed to offer a solution to the looming crisis in R D productivity that threatened established pharmaceutical companies. The same kind of integration must also occur further downstream in development but with still other disciplines, such as toxicology, process development, formulation design, clinical research, biostatistics, regulatory affairs, and marketing. In commercial drug R D, the fragmentation of the knowledge base into highly specialized niches is a major barrier to integration.

Working to understand how stem cells divide and specialize is an example of basic scientific research. Thus it is doubtful that biotechs output per dollar invested in R D will improve significantly. Organisations involved in science-to-business marketing edit, essentially there are two main actors in the commercialisation process: research institutions and industry or government departments interested in purchasing research outcomes or capabilities. These decisions must occur in the fog of limited knowledge and experience. Without adequate information, even the most sophisticated valuation techniques, such as real options and Monte Carlo simulation, are of limited use. So why do research institutions not use marketing strategies? One size does not fit all.

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