A Case Study on Biotechnology Marketing
Biotechnology marketing has always been particularly challenging for small companies to execute, because of the cost and complexity associated with it. However, this does not mean that such companies should not strive to market their products well. This paper explores biotechnology marketing as defined, performed and organized in small biotechnology companies. Prior research has argued on the one hand that marketing-related deficiencies could explain the lack of commercial success in biotechnology.
Problem Statement
Biotech marketing is one of many sub-disciplines in biotech and management, which remains an ill-defined field. A lot of research is based on descriptions and lists of marketing activities that have been observed in biotech companies. The lack of a common terminology and definition of activities, makes it difficult to compare firms' marketing practices and a clear picture is lacking. This paper explores biotechnology marketing as defined, performed and organized in small biotechnology companies.
Research Methodology
A total of 12 small- to medium-sized biotechnology companies were identified and selected for a case study approach. Six companies were located in Canada, two in France, two in Germany and two in Sweden. All companies had 1 to 3 years of existence at the time of data collection. A broad range of company size (1 to 80 employees) was covered. Within each country, companies that provided contact with individuals directly involved in biotechnology marketing activities were selected as interviewees using snowball sampling techniques within small organizations with less than 10 employees. Purposive sampling techniques were used within larger organizations to cover a broader range of experience levels (e.g., researchers, scientists, senior management). In total 20 participants contributed data including entrepreneurs, research directors and managers from public and private sector organizations.
Results And Discussion
Based on our findings, we argue that there is a clear disconnect between marketing performed and marketing conceived of in small biotechnology companies. While biotechnology marketing should be based on customer-oriented processes and result in a product which is attractive to customers, our data show that company-oriented values prevail over consumer ones, both in regard to communication goals and means. We argue that marketing has low salience as an organizational component: it is seen as a way to close deals rather than shaping strategic opportunities or creating brand identities.
