The purpose of this study was to investigate if small to medium sized biotechnology companies in Sweden are market oriented, or if they are research and technology orientated. Market oriented meaning being customer focused, having a strong competitor orientation and building customer solutions using a team approach; and the higher the marketing knowledge – the stronger the market orientation. The results are based on in-depth interviews with members of management groups in 10 companies…
Contents
CHAPTER 1: PURPOSE
1.1 INTRODUCTION
1.2 BACKGROUND
1.3 RESEARCH PROBLEM
1.4 PURPOSE OF THE STUDY
1.5 DEFINITION OF TERMS
1.6 LIMITATION OF STUDY
1.7 OUTLINE OF THE STUDY
CHAPTER 2: METHOD
2.1 RESEARCH DESIGN AND METHODOLOGY
2.2 POPULATION AND DATA COLLECTION
2.3 SHORT BACKGROUND INFORMATION ON THE COMPANIES
2.3.1 Mercodia AB
2.3.2 Prostalund AB
2.3.3 Doxa AB
2.3.4 Radi Medical Systems
2.3.5 Orexo AB
2.3.6 Svanova Biotech AB
2.3.7 Aerocrine AB
2.3.8 IDL Biotech AB
2.3.9 Gyros AB
2.3.10 Athera Biotechnologies AB
CHAPTER 3: THEORY
CHAPTER 4: EMPIRICAL
4.1 INTERVIEWS
4.1.1 Mercodia AB
4.1.2 Prostalund AB
4.1.3 Doxa AB
4.1.4 Radi Medical Systems
4.1.5 Orexo AB
4.1.6 Svanova AB
4.1.7 AeroCrine AB
4.1.8 IDL Biotech AB
4.1.9 Gyros AB
4.1.10 Athera AB
4.2 SUMMERY
4.2.1 Customer definition
4.2.2 Perceived uniqueness
4.2.3 Perceived strengths
4.2.4 Collection and diffusion of competitor information
4.2.4 Collection and diffusion of market information
4.2.5 Price strategy
4.2.6 Customer satisfaction
4.2.7 Employee satisfaction
4.2.8 Management experience
4.2.9 Customer relations
4.2.10 Key account manager positions
4.2.11 After sales contacts
4.2.12 Resources Marketing
4.2.13 Marketing training
4.2.14 Most important factors to be market oriented
4.2.15 Unique for Biotechnology companies
4.2.16 Networks
4.2.17 Investors and long-term growth for the company
CHAPTER 5: ANALYSIS
5.1 INTRODUCTION
5.2 IMPORTANT FINDINGS
5.2.1 Management experience and marketing knowledge
5.2.2 Product as uniqueness
5.2.3 Marketing and strategy work
5.2.4 Top-competence as uniqueness and strength
5.2.5 ISO certification demands and market orientation
5.2.6 Collection of customer information and competitor information
5.2.7 Three different phases
5.2.8 Resources for Marketing and sales
5.2.9 Different business types, different situations
5.2.10 Comparison with sales
5.3 COMPARISON WITH THEORY
CHAPTER 6: CONCLUSION
6.1 INTRODUCTION
6.2 CONCLUSIONS AND DISCUSSION
6.3 RECOMMENDATION FOR FURTHER STUDIES
REFERENCES
APPENDICES
Author: Ondina Åsberg
Source: Blekinge Institute of Technology
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