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This paper is trying to identify and further discover the possible characteristics and reasons for organizational restructuring in a Biotechnology company. The research methodology is firstly to analysis the internal/external environment and the senior management team profile, then to knew what is each factor¡¦s influence made to the organization strategy, and according to the outcomed strategy direction, to understand the case study company various stages organizational structure origin and characteristic. Finally, compared with the theory and the biotechnology company structure characteristic which in the different organization stage, to discover the difference and the reasons. This study result finding that in the biotechnology company early established time, because of the industry has the lengthy lead-time on the research and development, this characteristic generally let the biotechnology company delay the demand of transfer from product development function to departmentalize, thus product development function is very much likely dispersed in separate and different technical units. In the stage as biotechnology company research oriented, the most crucial challenge of company is to set up the research and development ability, the research and development ability strong or weak will directly affect the value of biotechnology company, therefore very early start to establish the research related departments, and these departments finally will early mature than any other departments. In addition, in the research and development related organizational structure, extremely possibly use the "matrix project management structure¡¨ which can simultaneously satisfy both technical department and other sides. But regarding the best organizational structure to the whole biotechnology company, will possibly use the ¡§hybrid matrix structure¡¨ which can simultaneously mixed the organizational structure characteristic advantage of function type (non-R&D part) and the matrix type (research part). In the organizational restructuring stage, because of the effect of domestic investor¡¦s nearsightedness, a Biotech company begins to pursue any method or opportunity to raise the internal effectiveness. The laboratory will be the first one to review for effectiveness improvement possibility for its restructuring purpose. After all these attempts and restructuring process, the non-core business is outsourced to others for a more effectiveness- and mechanical-oriented organization. At last, this empirical research shows 3 managerial meanings as followings: A. The core of the restructuring for a newly start up Biotech company is the mechanism of research and development change. B. The research-oriented Biotech company needs to maintain the innovative development momentum excepts pursue the effectiveness. C. The start-up research-oriented Biotech company¡¦s organizational restructuring breakthrough point lies in the first launch of commercialized product.

The interest in business models has lately increased, which could be traced back to the dot-com burst during the 2000s. There exists no general definition of business models. Howev-er, researchers all agree that business models are used to illustrate the design and architec-ture of the value creation process of companies. Today’s research of business models has mainly been focused on e-commerce. This thesis contributes to the research of business models by extending the research to focus on SMEs in the biotech industry.In order to explore business models for SMEs in the biotech industry, a qualitative study with an abductive approach were conducted and the data was collected through in-depth interviews. The data was analysed and compared with existing research to find themes and patterns.All the participating companies in this study were so-called university spin-off, they were founded by a researcher or researchers still working within a university who created an idea and transformed it into a new venture.The SMEs, who involved the customers at an early stage, also seemed to be the ones most successful. By keeping the customer focus and capturing the demand, the SMEs were able to prioritise between features in the product development to please the consumers. Finally, the SMEs who were founded and still ran by a researcher seemed to lose the customers fo-cus.

In the wake of the Diamond Action Plan for Biotech Takeoff, the government's drafting of the Biotech and New Pharmaceutical Development Statute and signing of the Economic Cooperation Framework Agreement (ECFA) and Cross-strait Cooperation Agreement on Medicine and Public Health Affairs with China will expand collaboration opportunities for the biotech industries in Taiwan and China, bring future market opportunities, and induce domestic and foreign firms to sharply increase their investment in the biotech industry.Furthermore, as demographic aging continues worldwide, healthcare reform in numerous countries and the continued growth of emergency markets will increase demand for pharmaceuticals and medical products,creating more opportunities for the biotech industry. In view of this background, the Diamond Action Plan for Biotech Takeoff will enable industry to take advantage of upstream R&D results and technologies at an early date, promote the establishment and development of R&D-oriented pharmaceutical and medical devices companies, attract investment by international capital, and transform Taiwan into a major biotech hub providing foreign firms with convenient access to the Asian market.

Mergers and acquisitions (M&As) are one of the most important strategies for pharmaceutical and the biotechnology industry to gain access to valuable technological resources in recent years. The M&As activities and outcomes of famous pharmaceutical company ¡V Roche, and biotech leading company ¡V Genentech were investigated in this study. Thus, the innovation, product pipeline and financial performance were examined to elucidate the crucial strategies of M&As. Nowadays, the challenges of pharmaceutical company includes the growth rate of research and development (R&D) cost were higher than sales¡¦, new drugs development were slower than industry demand, licensing from other company and high profit patent drugs turned into generics. By innovative and vigorous development of biotechnology, biotech companies were devoted into niche products includes nucleic acid or protein drugs. However, large R&D expenditure and high risk product development result in capital shortage problems. The abundant working capital and well-experienced manufacture, marketing and sales characteristics of big pharma enable the M&As of pharma and biotech arise. This study case describe the M&A of an over a century pharmaceutical company ¡V Roche with a first IPO biotech company ¡V Genentech. To survey the process of licensing, merger, acquisition and public offerings, the motivation, strategies and outcomes were examined. In 2006, over the half of top ten sales of Roche were derived from Genentech; therefore, the global marketing and brand value of Roche contribute Genentech into the top one market value biotech company. The synergistic effect seems the M&A is a perfect integration. However, the majority equity owned by Roche and the oversea sales licensing to Roche were the further underlying problems for Genentech to expand to the top health care company in the world. The development of pharmaceutical company becoming more concentrated that the top ten pharmaceutics account for half of the global sales. Moreover, with the growing demand from the health care, aging and novel therapeutics and under the threatens of health insurance payment and patent drug expired, the tide of M&As for pharmaceutical and biotech companies will not decline. The weakness of Taiwan pharmaceutics is poor in innovation and generic drugs-oriented manufacture; furthermore, the biotech industry is still beyond maturity. Under the waves of M&As, the Taiwan pharmaceutical and biotech industry may prompt development by M&As. In this case study, the pharmaceutics and biotech background were first introduced and the case history, M&A process and strategies, product portfolio, R&D and financial issues were explored. Therefore, this study may fulfill and provide some suggestions and references for further pharmaceutical and biotech M&A activities in Taiwan.

Abstract The biotechnology industry, include a series of new technologies, is recognized as a star industry in the 21st century by the countries all over the world. The development of these new technologies may drive another wave of industry upgrading and make the whole economic development in the future. In our ten major new industry, three items belong to biotechnology industry: pharmacy, health care and pollution prevention industry. Among them, the pharmacy industry, in large economic scale, Europe and American usually grasp the advantage and leading right all the time. And the native country pharmacy industry of Taiwan, occupies the inferior position, is unable to compete with it. Stem from the difference of the national habits, the health food product in Taiwan are researched and launched in higher speed than the advanced countries. So, if we can develop the health food industry with the biotechnology, we will have advantages. According to internationalized angle, we will have certain advantages not only in cost, resource, relatively free of economic scale, but also in the technological level of the industry, lead other relatively countries of the backward areas. This research finds we have to learn the way of Western medicine marketing skill at present, with ' academic marketing ' and ' evidence marketing ' , to develop the health food industry. Company in Taiwan should be a main operations objective by mould out the corporate image with high professional engineering leveling instead of consuming a large amount of fixed cost and time. Shorten enterprise balanced time to come is the most important thing. Never spend all money before ¡¥ Dream Come True ¡¥! This research proposes the following development tactics for reference: (1) Lock Chinese market, expand and sell in other areas actively. (2) Seeking the foreign capitals for strategic alliance and expanding the department scale of operation with more plural structure. (3) Shorten the time of research and develop the innovative products and maintain the position with leading technology of industry by the cooperation with college. (4) Implement the staff's study and growth, keep enterprise's running and growing up steadily , mould enterprise's high-quality image and create enterprise's brand intangible assets value forever. (5) Pay attention to external environment condition , regulation environment and overall influence of management environment at any time. ( 6) Lower costs in order to improve the competitiveness continuously. And continuously cahnge the products structure to make a profit to improve enterprises.

Research report presented in partial fulfilment of the requirements for the degree of Master of Business Administration at the University of Stellenbosch / Thesis (MBA (Graduate School of Business))--Stellenbosch University, 2011. / ENGLISH ABSTRACT: The purpose of the study is to investigate the feasibility and sustainability of producing biodiesel from Jatropha, which contains oil in its seeds by using the Rainbow Biotech economic intervention or also known as the Distributed Food and Fuel Plantation (DFFP) model. The DFFP model is an effective mechanism for producing food and fuel in conjunction with each other, without the biodiesel production influencing the production of food in an adverse way. This is very important, as food security is a high priority for Africa, in order to address the problem of hunger and poverty. Biodiesel produced from Jatropha is an eco-friendly and sustainable alternative to fossil fuel diesel, as it is a carbon neutral fuel. Jatropha cultivation will also create much needed employment in the rural areas of Africa, which has the highest need for socio-economic development on the continent. Jatropha also has the ability to grow on marginal soils and wastelands. Africa has vast open spaces on which Jatropha, as a biodiesel source, can be cultivated without infringing on food production areas. The energy return of the whole production cycle of Jatropha biodiesel is nevertheless a source of much debate. Most stakeholders felt that the energy return is negative. No agreement has yet been reached about whether the energy content of the by-products from biodiesel must be included in the integrated energy balance equation. In order to make biodiesel from Jatropha a sustainable alternative for small farmers in the Southern African Development Community (SADC), government and regional policies will have to support it by promoting it actively. This will generate interest from global biodiesel investors who will then be willing to invest in projects based on the DFFP model of economic development. The DFFP model offers investors economic returns on investment of between 29 and 33 per cent and payback periods of less than four years. It is a very attractive economic development instrument, as it will ensure equitable and sustainable economic and rural expansion in SADC. Ultimately, this model has the potential to create a better life for all the inhabitants on the African continent. Rainbow Biotech (the DFFP model), as an economic development mechanism, will therefore indeed be the next big thing for the SADC in the future.

The major advances in the identification of the human genome that took place from the early 1990s onwards triggered a significant increase in the number of patent applications concerning newly discovered human gene sequences that nevertheless failed to disclose the function of the isolated material, and thus did not meet the patent law requirement of industrial application. In order to address this issue the 1998 Directive on the legal protection of biotechnological inventions (Biotech Directive) 1 required patent applicants to disclose the industrial applicability of inventions covering human gene sequences and related proteins at the time of the patent application. Furthermore, the Biotech Directive established functionality-related protection for all types of genetic inventions, thus restricting the scope of protection granted to human genetic inventions to their ability to perform the industrial application disclosed by the applicant. This thesis analyses the implications of the Biotech Directive's approach towards the industrial application of human genes and fragments thereof in respect of three issues: the assessment of the industrial applicability of inventions concerning sequences or partial sequences of human genes; the distinction between discoveries and patentable inventions when the claimed subject matter is human genetic material; and the determination of the scope of protection awarded to patents over genetic information. The thesis argues that the requirement of industrial application can act as an efficient checkpoint for preventing the grant of patents over human genetic discoveries of no practical benefit to society, but also for impeding the issuance of overly broad patents in this field. At the same time, a strict interpretation of this requirement does not imply that patent authorities will systematically overlook the interests of private firms, but it is intended to set a realistic standard that serves to avoid the rise of undue barriers in the pursuit of research and innovation in this industry.

With the emergence of biotechnology, the time for drug discovery becomes shorter. In order to obtain the technology they are short of, the pharmaceutical companies choose to forge an alliance with biotech companies. The benefit that the biotech companies get from the alliances is the R&D funds. Therefore the strategic alliaces are formed in the industry very frequently. This thesis uses value activities and equity structures to divide strategic alliance into several types.Through case studies, the thesis sees if there is any difference in the alliances forged by the biotechpharmaceutical firms during different periods and if the financial structure of those firms changes. Millennium Pharmaceuticals and Chiron are two biotech companies being discussed. The pharmaceutical companies chosen are Merck and Eli Lilly. Through the case studies of those above-mentioned firms, the conclusions are as following: 1. The methods for biotech and pharmaceutical firms to cooperate can be divided into two types. One is the pharmaceutical firms offer the greater part of the funds needed during the agreement period; the other is the biotech firms pay the pharmaceutical firms the upfront fees and the milestone fees. 2. Companies gain the most profits from the manufacturing and marketing part of the value chain. Many biotech firms move downstream into this area after gaining adequate sizes. 3. In order to improve the profit abilities, the biotech companies using alliances to get the experience of manufacturing and marketing. 4. The R&D / operating revenues ratio of biotech companies is higher than the one of pharmaceutical companies. So the biotech firms have lower profit margins and ROA. However, the investors anticipate that biotech companies have better profit ability in the future. 5. The revenue growth rate of biotech companies is higher. 6. The pharmaceutical companies are better-organized and have strategies to manage alliances. 7. The pharmaceutical firms decide which stage to forge alliances according to the status of companies¡¦ pipeline. 8. The biotech and pharmaceutical firms have to focus their resources on specific areas to maintain the ability to gain profits 9. It seems that the biotech companies gains more potential benefits from alliances.

Abstract Bio-technology has been viewed as the ¡§star¡¨ industry in the 21st century. To entrepreneurs around the world bio-technology has offered an enormous opportunity for development. Recently partly because of the encouragement of government incentive programme a large number of bio-tech related firms have been established. In Taiwan these firms are associated with several characteristics: small but innovative; high growth; highly active; technology-intensive; high R& D spending; low on manufacturing; lacking attention to intangible asset and so on. By synthesizing the literature review and intensive case studying, this study has concluded that the bio-tech firms in Taiwan have faced a number of key barriers including lacking of capital and capital trapping, lacking confidence and infrastructure, lacking attention to R&D. This study has adopted, in conjunction with those developed by Chen (year) and Tan (year), the Michael Porter¡¦s diamond model to develop its research framework (Porter, year). This study has also utilised the SWOT and the five force model analysis method in its framework. This study has analysed two firms from each of the following industrial sectors: The research framework was proposed in light of intensive literature review. The research framework was examined by the data collected from both primary and secondary research. The main data collection methods employed were personal interviews with experts specialised in bio-technology and some secondary information. The key findings of this study include: (1) Though some traditional bio-tech industrial sectors are already saturated, some bio-technology related sectors are still emerging and developing. (2) It is found that the most important factors influencing CMO is the transaction cost, followed by resource dependence. (3) Transaction cost is negatively related to CMO while resource dependence is positively associated with CMO. The degree of satisfaction of CMO is also positively related to the degree of CMO. (4) Consistent with existing literature.The research concerning CMO needs to be explored from three aspects: economic costing, operational strategy and social costing. (5) Strategic alliance is widely evidenced in the management, for example, in the areas of research and development and marketing. In the future bio-technology firms are suggested to well utilise the capabilities of major research centres in order to overcome the barriers caused by the inadequacy of institutional laws and lacking of research funds. Key word:Biotech, Biotechnolog, Biotechnolog industry, CMO, CRO, SWOT Analysis¡C