1. For a Biotech company, what drives its business strategy? Is it the Business Development team's understanding of what the market needs, or is it the long-term view of the R&D team? How does the CEO balance the two view points? The business strategy is driven by a combination of the vision of the Founder, dictates of the business plan and

investor pressures. The strategy is also dictated by the scientific competencies built in the company.

Science and business have to be kept apart, although they are interdependent. The CEO has to play the role of making the two communicate and this you do with weekly meetings.

2. In terms of priority, which factors (infrastructure, human resources, accumulated skills and others) are important in selling a Biotech product/service to prospective customers?

It is ideas that sell. Of course, the capability and capacity to sell and the success of the deal closure is dictated by the idea-led capability and the confidence to execute the project.

3. What are the general marketing issues that Biotech companies face? What is Avestha Gengraine's method of overcoming these? Is big size a solution to such issues?

I don't think size matters. I believe it is really ideas and capacity to execute and the science that is important. We of course are persistent and persevering when we decide on an idea, and identify the right type of partner that fits with our vision and go about convincing them.

4. Typically, how long is the sales cycle in convincing the prospect to buy your product/service?

9 months to two years.

5. Does conscious promotion through professional public relations outfits help in better customer perception?

Yes, to some extent. But you have to have the real stuff in you.