Bio3 Research: An Entrepreneurial Process in the Market for Patents

This case concerns Bio3 Research, a small biotechnology company established in Italy in 2001 that focuses on cardiovascular disorders, connective tissue regeneration, and renal disorders. The case reports on Dr. Pilato, founder and chief executive officer of Bio3 Research, while reflecting with his chief operating officer on the investments required to finance his patents and products pipeline. The case offers a discussion around the entrepreneurial process of Bio3 Research, from opportunity identification to opportunity development and exploitation. The case then reveals Bio3 Research's business model and examines its activities and management practices in the patent market. In a recessive world economy, Bio3 Research has an exciting portfolio of patents and products in high–growth markets but must decide between financial options, as the company cannot exploit all of these opportunities on its own.

[1]  J. E. Forrest,et al.  Strategic Alliances between Large and Small Research Intensive Organizations: Experiences in the Biotechnology Industry , 1992 .

[2]  Richard Florida,et al.  The globalization of R&D: Results of a survey of foreign-affiliated R&D laboratories in the USA , 1997 .

[3]  Andrew B. Hargadon Firms as Knowledge Brokers: Lessons in Pursuing Continuous Innovation , 1998 .

[4]  S. Spinelli,et al.  New Venture Creation: Entrepreneurship for the 21st Century , 1999 .

[5]  S. Shane Prior Knowledge and the Discovery of Entrepreneurial Opportunities , 2000 .

[6]  J. DiMasi,et al.  Risks in new drug development: Approval success rates for investigational drugs , 2001, Clinical pharmacology and therapeutics.

[7]  J. Magretta Why business models matter. , 2002, Harvard business review.

[8]  Anne-Katrin Bock,et al.  Human tissue-engineered products-Today ’ s markets and future prospects , 2003 .

[9]  Richard N. Cardozo,et al.  A theory of entrepreneurial opportunity identification and development , 2003 .

[10]  A. Arora,et al.  Markets for Technology: The Economics of Innovation and Corporate Strategy , 2004 .

[11]  Anna Nosella,et al.  Characteristics of the Italian biotechnology industry and new business models: the initial results of an empirical study , 2005 .

[12]  Oliver Gassmann,et al.  Organizing Pharmaceutical Innovation: From Science‐based Knowledge Creators to Drug‐oriented Knowledge Brokers , 2005 .

[13]  Anna Nosella,et al.  Business models in Italian biotechnology industry: a quantitative analysis , 2005 .

[14]  D. Beevers,et al.  The atlas of heart disease and stroke , 2005, Journal of Human Hypertension.

[15]  George A. Mensah,et al.  The atlas of heart disease and stroke , 2005 .

[16]  G. Pisano Can science be a business? Lessons from biotech. , 2006, Harvard business review.

[17]  Xiaomeng Zhang,et al.  Combining Patent Law Expertise with R&D for Patenting Performance , 2007, Organ. Sci..

[18]  R. Baron,et al.  Social sources of information in opportunity recognition: Effects of mentors, industry networks, and professional forums , 2007 .

[19]  上村 治 知っておきたい用語の解説 Chronic Kidney Disease(CKD) , 2007 .

[20]  D. Teece Business Models, Business Strategy and Innovation , 2010 .

[21]  A. Bock,et al.  The Business Model in Practice and its Implications for Entrepreneurship Research , 2011 .

[22]  Deepak Somaya Patent Strategy and Management , 2012 .

[23]  Robert Kohl,et al.  New Venture Creation , 2018, Encyclopedia of Creativity, Invention, Innovation and Entrepreneurship.