scholarly journals How to Develop Collaboration in Drug Development Process: The Role of Professional Service Firms

2021 ◽  
Vol 14 (4) ◽  
pp. 114
Author(s):  
Rosangela Feola ◽  
Valentina Cucino ◽  
Roberto Parente
Keyword(s):  
Development Process ◽  
Business Development ◽  
Professional Service ◽  
Service Firms ◽  
Professional Service Firms ◽  
Development Professionals ◽  
Engagement Process ◽  
Set Up ◽  
Collaboration Process ◽  
Start Ups

The innovation chain of the pharmaceutical industry is more and more complex.  In particular, a new type of players, the start-ups founded by researchers (Academic Start-ups) have proven to be particularly effective in the first steps of exploring new, radically innovative technologies. These small start-ups miss the financial resources and the industrial experience necessary to embark in the later stage of technologies’ development. To overcome these limits, what academic start-ups require the most is a collaborative linkage with large biotech and pharma companies. To such end, Business Development Professionals are offering their services to academic start-ups, to set up a collaborative linkage with potential partners. Our article investigates the process of engagement between Academic Start-ups and Business Development Professionals and in particular, we focus on the factors that influence collaboration between the two actors. In order to investigate the development process of collaboration we conducted an exploratory study trough the submission of a semi-structured questionnaire covering different aspects of the engagement process to a sample of business professionals. The study provide first evidences about the main factors that prevent the development of collaborations and provides some suggestions to overcome the challenges that both parts found in the collaboration process.

The Commercialisation and Adoption of Emerging Technologies

2015 ◽  
pp. 227-255
Author(s):  
Rebecca De Coster ◽  
Colin McEwen
Keyword(s):  
Knowledge Transfer ◽  
Emerging Technologies ◽  
Wearable Technology ◽  
Business Development ◽  
Professional Service ◽  
Service Firms ◽  
Competitive Strategies ◽  
Professional Service Firms ◽  
Technology Firms ◽  
Research Centres

Professional Service Firms (PSFs) are organisations that may support technology firms and play a role in taking new or emerging technologies through the commercialisation process including developing competitive strategies and facilitating the business development activities. The focus of this chapter is how PSFs influence the commercialisation and adoption of new or emerging technologies which is examined through three case studies: Telemedicine; Wearable Technology and Mobile Services. They can either assist vendors through the commercialisation activities directly or indirectly by aiding with networking aspects. Further, PSFs may facilitate knowledge transfer from specialised research centres (either university or commercial centres) or spin-off firms (from established technology companies).

The Commercialisation and Adoption of Emerging Technologies

2017 ◽  
pp. 1688-1716
Author(s):  
Rebecca De Coster ◽  
Colin McEwen
Keyword(s):  
Knowledge Transfer ◽  
Emerging Technologies ◽  
Wearable Technology ◽  
Business Development ◽  
Professional Service ◽  
Service Firms ◽  
Competitive Strategies ◽  
Professional Service Firms ◽  
Technology Firms ◽  
Research Centres

Professional Service Firms (PSFs) are organisations that may support technology firms and play a role in taking new or emerging technologies through the commercialisation process including developing competitive strategies and facilitating the business development activities. The focus of this chapter is how PSFs influence the commercialisation and adoption of new or emerging technologies which is examined through three case studies: Telemedicine; Wearable Technology and Mobile Services. They can either assist vendors through the commercialisation activities directly or indirectly by aiding with networking aspects. Further, PSFs may facilitate knowledge transfer from specialised research centres (either university or commercial centres) or spin-off firms (from established technology companies).

Dhruva Advisors: Culture as North Star of Growth

2019 ◽  
pp. 1-19
Author(s):  
Sunil Sharma ◽  
Parvinder Gupta
Keyword(s):  
Organization Design ◽  
Professional Services ◽  
Professional Service ◽  
Service Firms ◽  
Professional Service Firms ◽  
New Members ◽  
The North ◽  
Big 4 ◽  
Set Up ◽  
Founding Team

The case describes the first four years of Dhruva, a tax advisory firm set up by Dinesh Kanabar, ex-Deputy CEO of KPMG. Dinesh and other founding partners had worked with the Big-4 firms and were familiar with some of the tensions in the overall ecosystem of Professional Services Firms. Dinesh wanted to build a distinctive professional service firm driven by values of cooperation, high quality work, transparency and stewardship. Very early in its journey, Dhruva's founding team decided that they would use organizational culture as the North Star for guiding decisions related to growth, internal organization design and even admission of new members including Partners. The first four years turned out to be highly successful for the firm. Since inception, it was ranked as Tier-1 firm in the tax advisory space. It was apparent that the firm had succeeded in building a model of alternate organizational paradigm for professional service firms. The next challenge was to test the scalability of this model as the firm embarked on an ambitious growth journey.

The Commercialisation and Adoption of Emerging Technologies

2018 ◽  
pp. 760-788
Author(s):  
Rebecca De Coster ◽  
Colin McEwen
Keyword(s):  
Knowledge Transfer ◽  
Emerging Technologies ◽  
Wearable Technology ◽  
Business Development ◽  
Professional Service ◽  
Service Firms ◽  
Competitive Strategies ◽  
Professional Service Firms ◽  
Technology Firms ◽  
Research Centres

Professional Service Firms (PSFs) are organisations that may support technology firms and play a role in taking new or emerging technologies through the commercialisation process including developing competitive strategies and facilitating the business development activities. The focus of this chapter is how PSFs influence the commercialisation and adoption of new or emerging technologies which is examined through three case studies: Telemedicine; Wearable Technology and Mobile Services. They can either assist vendors through the commercialisation activities directly or indirectly by aiding with networking aspects. Further, PSFs may facilitate knowledge transfer from specialised research centres (either university or commercial centres) or spin-off firms (from established technology companies).

scholarly journals Segmentation of quantity surveying professional services for focus strategy and diversification

2019 ◽  
Vol 24 (3) ◽  
pp. 294-308
Author(s):  
Michael Adesi ◽  
De-Graft Owusu-Manu ◽  
Frank Boateng
Keyword(s):  
Oil And Gas ◽  
Sampling Technique ◽  
Simple Random Sampling ◽  
Professional Services ◽  
Professional Service ◽  
Service Firms ◽  
Professional Service Firms ◽  
Content Type ◽  
Quantity Surveying ◽  
Focus Strategy

Purpose Notwithstanding that numerous studies have focused on strategy in quantity surveying (QS) professional service firms, there is a paucity of investigation on the segmentation of QS professional services. The purpose of this study is to investigate the segmentation of QS services for diversification and a focus strategy formation. Design/methodology/approach This study adopts the positivist stance and quantitative approach in which a simple random sampling technique was used to select participants. In total, 110 survey questionnaires were administered to registered professional QS, out of which 79 completed questionnaires were returned for analysis. Findings The paper identifies three main QS service segments characterised by low, moderate and high competition. In addition, this study found that the concentration of traditional QS services in the building construction sector is due to the unwillingness of QS professional service firms to diversify into the non-construction sectors such as oil and gas. The diversification of QS services in the low competitive segment requires the adoption of agile approaches. Research limitations/implications The study was limited to numeric analyses and so would be complemented by qualitative research in the future. Practical implications This paper is useful to QS professional service firms interested in diversifying their services into the non-construction sectors to enhance the pricing of their services. Originality/value Segmentation of QS services is fundamental to the formulation of focus strategy for non-construction sectors such as oil and gas and mining to enhance the pricing of QS professional services.

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