Technology transfer by new ventures within the chemical and pharmaceutical industry

The role of new ventures for technology transfer from universities and research institutions to companies and between companies focused on the chemical and pharmaceutical industry are discussed in this article. Different aspects of this technology transfer approach like the maturity of the technology, the acquisition of additional resources and the technology transfer results have been analysed based on case studies from the chemical and pharmaceutical industry in Germany and Switzerland. Especially established industries like the chemical and pharmaceutical industry rely on effective and efficient technology transfer to maintain their global competitiveness. Academic spin-offs can help to transfer technologies to the industry if further research and development work is out of scope of the academic institutions. Corporate spin-outs are an alternative to closing operations should these no longer fit into the parent organization. For technology transfer, both spinoffs and spin-outs can be integrated into a new parent company or work as service provider. Internal start-ups were identified as a new approach for company internal technology transfer from research departments to business units focused on commercial operations to overcome innovation barriers within companies

The founding angels investment model:case studies from the field of nanotechnology

The gap between academic research and the commerzcialization of research result can be overcome with the founding angels investment model where very early stage investors found start-up companies together with appropriate research partners to conduct research and later, alone or together with industrial partners, commercialize the results. The engagement of founding angels is compensated not monetarily but through an equity share of the new company. This business model is already being implemented in the United States with some interesting examples in the area of nanotechnology. This article analyses approach and investment strategy as well as defines a best practice process of founding angels as early stage technology investment model applying an exploratory multiple case analysis. The empirical data are based on literature research with a focus on document analysis and interviews with 35 nanotechnology experts.<br

Challenges and strategies for chemical/industrial parks in Europe

The author discusses the techniques and challenges for chemical/industrial parks in Europe. The author states that since 1950s, chemical/industrial districts have been used to support industry structure modification and promote economic development. The author says that the districts' major challenge is the correct positioning based on the strengths and success factors of an industrial park. The author adds that the districts are successful in terms of performance improvement and restructuring

R&D Spin-outs in the pharmaceutical industry

The high number of research and development (R&D) spin-outs in the pharmaceutical industry during the last 10 years focusing on drug development or offering specialised services demonstrates that pharmaceutical companies believe, through doing this, they can improve R&D performance. In a study, 43 European drug development as well as service oriented R&D spin-outs were analysed with regard to background, impact, realisation and the underlying strategy of the pharmaceutical parent companies. Spin-out creation can help to refocus the company strategy. Following a merger or simply complementing a strategic realignment on core areas, spin-outs provide a valuable option to leverage assets of low strategic importance, or under-exploited assets in their parent companies. Key aspects are strengthening the entrepreneurial spirit, a clear focus on core activities, performance-oriented controlling through cash-driven key indicators, high identification with the company, and appropriate financial incentives for management and staff.<br

Performance improvement in pharmaceutical R&D through new outsourcing models

The stimulation of innovation in the pharmaceutical industry through outsourcing of research and development (R&D) activities within the drug discovery and development process is analysed. The empirical data were collected through interviews with experts of pharmaceutical companies and service providers between 2002 and 2005. Additionally, in 2008, the outsourcing behaviour of the already interviewed and additional companies was analysed through desk research. The results show that the outsourcing behaviour of traditional and emerging pharmaceutical companies is completely different. Whereas the make-or-buy decisions of traditional companies are mainly competency or know-how driven, that of emerging companies are primarily capacity or cost driven. Nevertheless, for both types of companies the cooperation model of “strategic partnership” offers access to high-level expertise while reducing fixed costs and complexity. Within this model, external providers are temporarily integrated into internal R&D teams and thus able to support R&D projects flexibly and more timely