Launching A Science-Based Enterprise with An Organic Growth Model

Services and grant income offsets the need to raise capital, in cases even allowing an ‘organic growth’ trajectory for a new science-based company. Productive services relationships with major corporate clients can also establish corporate stature and broaden market knowledge. Yet, the immediate requirements of services clients can be hard to anticipate and may polarize the corporate R&D agenda. Pros and cons in launching a fresh science-based company that pursues, in whole or in part, a contract research services business model are illustrated by the experiences of hte AG (launched in 1999 and acquired by BASF in 2008), fqubed, Inc. (launched in 2002 and acquired by Nuvo Research, Inc. in 2005), and Tioga Research, Inc. (launched in 2011 and still private).