Business model Analysis of Eight Biopharmaceutical Companies in Iran

Document Type : Original Article

Authors

1 Ph.D. Candidate in Management of Technology, Department of Management of Technology, Faculty of Management and Economy, Science and Research Branch, Islamic Azad University, Tehran, Iran

2 Associate Professor, Department of Industrial Management, Faculty of Management and Accounting, AllamehTabataba’i University, Tehran, Iran, (Corresponding Author) ghazinoori@atu.ac.ir

3 Professor, Department of Management of Technology, Faculty of Management and Economy, Science and Research Branch, Islamic Azad University, Tehran, Iran

4 Professor, Department of Pharmacoeconomics and Pharmaceutical Management, School of Pharmacy, Tehran University of Medical Sciences, Tehran, Iran

Abstract

Business model is considered as a major factor in the competitive advantage of companies that need to recreate their business model through shifting the business environment due to changes in technology and communications. In this qualitative study, which was performed with the aim of identifying the components of the business model in Iranian biopharmaceutical companies and based on a multi-case strategy, in the period of 1397 to 1398, the research data was collected through interviews with 8 active biopharmaceutical companies located in Tehran, Alborz, Golestan and Mashhad provinces (statistical sample) from biopharmaceutical companies in Iran (statistical population) and experts and analyzed using comparison of patterns. Accordingly, after reviewing the research literature and reviewing the various dimensions and components of the business model in the field of biopharmaceuticals, by conducting a case study, the business model of biopharmaceutical companies was presented. The results of this study showed that successful companies in the field of biopharmaceuticals differ from other companies in all three sections of value creation (in value proposition element including currency reduction and diversified medicine portfolio), value delivery (in key resources and key processes elements including tangible and intangible assets), and value acquisition (in revenue structure element including technology sales).

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  • Receive Date: 27 August 2020
  • Revise Date: 05 February 2021
  • Accept Date: 01 March 2021

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