Social, economic and technological factors will create new business opportunities for biotechnology, requiring new types of business models. The main business models to date have been the small, dedicated biotechnology firm (DBF) that specialises in research and sells knowledge to large firms, and the large integrated firm that performs R&D and manufactures and distributes products. This structure characterises the health sector. In primary production, gene modification technology has created economies of scope and scale that have driven rapid corporate concentration. Only a few DBFs have been active in industrial biotechnology, as profitability depends on the ability to scale up production. This requires specialised engineering knowledge and large capital investment. This chapter identifies two business models that could emerge in the future: collaborative models for sharing knowledge and reducing research costs, and integrator models to create and maintain markets. Collaborative models are relevant to all application areas. Their adoption, combined with new business opportunities for non-food biomass crops, could revitalise DBFs in primary production and in industry. Integrator models could develop in health biotechnology to manage the complexity of predictive and preventive medicine, based on biomarkers, pharmacogenetics, shrinking markets for individual drugs, and the analysis of complex health databases.