Partnering and networks as a strategy to address de alio market entry challenges: the why, how and with whom to collaborate in the biotechnology industry

 |  Login

Show simple item record

dc.contributor Aalto University en
dc.contributor Aalto-yliopisto fi
dc.contributor.advisor Granqvist, Nina Nyyssönen, Eija 2017-02-28T10:08:44Z 2017-02-28T10:08:44Z 2017
dc.description.abstract It is important to study companies finding, creating, and entering new markets, especially when experiencing pressure in their mature home markets. The strategy context of commercializing a new innovative product into an emergent market segment, in an unfamiliar industry (de alio), with completely different business logics is extremely demanding, original, and interesting. The target market (biotechnology) is ranked one of the most high-risk and complex, involving symbiotic partnering, deep science, regulation and learning race competition dynamics. On top of this, the multinational case company faces extra challenges of a newcomer, without enough knowledge, access or networks, with internal coordination of two different business logics, and the accelerating competition of the emergent market. These factors contrast with the company home industry (material manufacturing) which is more calculated and mature, and where the company enjoys the incumbent position. Thus, a target industry partner is important and the partnering issues of de alio companies merit attention. At the same time, globalization is changing industries by intensifying the importance of partnering. This study provides a snapshot update on how the trend is developing in one of the leading industries of this trend. The study contributes by combining and complementing classic and recent theories of partnering and market entry in a partnering framework to provide new insights for de alio market entries, especially on the topics where the academic community solicits contribution. The main research problem focuses on how companies can manage the challenges of de alio market entry by forging partnerships. With whom, why and how to collaborate in the case context? The study uses the qualitative method of single intensive case study, with snowball sampling method, social network analysis and content analysis. The primary empirical data consists of twenty-five semi-structured interviews. The study was conducted in a research project between the case company and the Aalto University School of Business. Big pharmaceutical companies were identified as the most important partnering target (e.g. research collaboration/supplier). To grow the market share, obtain competitive advantage, create and capture value in the biotechnology industry, a heterogeneous portfolio of supporting partnerships is necessary. This includes universities, Key Opinion Leaders in target segments, distribution partners and Contract Research Organizations. The main motivations for partnering are to access (overcome barriers), learn (gain assets), respond to competition, speed up processes and mitigate risks. Adapting the “toolbox” of possible ways how to collaborate in the target industry is important. In biotechnology, a prerequisite for obtaining the partnering benefits is to relax some of the control and compensate it by building long-term win-win relations based on trust, synergy, common goals and aligning business models with the partner. en
dc.format.extent 108
dc.format.mimetype application/pdf en
dc.language.iso en en
dc.title Partnering and networks as a strategy to address de alio market entry challenges: the why, how and with whom to collaborate in the biotechnology industry en
dc.type G2 Pro gradu, diplomityö fi Kauppakorkeakoulu fi School of Business en
dc.contributor.department Johtamisen laitos fi
dc.subject.keyword strategy en
dc.subject.keyword partnership en
dc.subject.keyword market entry en
dc.subject.keyword biotechnology en
dc.subject.keyword competitive advantage en
dc.subject.keyword innovations en
dc.subject.keyword pharmaceutical industry en
dc.subject.keyword manufacturing en
dc.identifier.urn URN:NBN:fi:aalto-201702282715
dc.type.ontasot Master's thesis en
dc.type.ontasot Maisterin opinnäyte fi
dc.programme Management and International Business (MIB) en
dc.subject.helecon johtaminen fi
dc.subject.helecon kansainväliset yhtiöt fi
dc.subject.helecon verkostot fi
dc.subject.helecon yhteistyö fi
dc.subject.helecon strategia fi
dc.subject.helecon market entry en
dc.subject.helecon toimialat fi
dc.subject.helecon bioteknologia fi
dc.subject.helecon lääketeollisuus fi
dc.ethesisid 14917
dc.location P1 I fi

Files in this item

This item appears in the following Collection(s)

Show simple item record

Search archive

Advanced Search

article-iconSubmit a publication


My Account