How life science companies define growth
When marketers talk about “growth,” many think of lead generation. In life sciences, the picture is different. The State of Life Sciences Marketing Report 2026 shows that only 31 % of respondents define growth as “more leads”. The majority see growth in terms of revenue increase, market expansion and building relationships with existing customers. This underscores that marketing is not judged solely on the number of prospects, it is evaluated on its contribution to business outcomes.
Ask any life science marketing team how their campaigns are performing, and you’ll usually get a confident answer. Ask how those efforts translate into business impact, and the conversation becomes more complicated.
This is not due to lack of effort or tools. It is a structural challenge. Life science marketing operates in an environment defined by long sales cycles, complex decision-making units, highly specialized audiences, and a strong emphasis on education and trust. These characteristics fundamentally change how return on investment (ROI) should be measured.
Yet many organizations still apply short-term, campaign-level ROI logic borrowed from faster-moving industries. The result is frustration: marketing appears expensive, impact seems vague, and alignment with leadership becomes difficult. This blog provides a realistic, life-science-specific approach to measuring marketing ROI, one that reflects how value is actually created over time.
Table of contents
Definition of growth according to the report
The report surveyed 52 professionals from biotech, medtech and pharma about their growth objectives. 63 % see growth primarily as revenue increase. In addition, 48 % associate growth with market expansion or portfolio growth (37 %). Only 31 % mention lead generation as a measure of growth. These figures indicate that respondents measure growth in commercial terms, emphasising revenue and market expansion alongside lead generation.
Importance of customer retention and portfolio expansion
In addition to acquiring new customers, customer retention is high on the agenda. 42 % of respondents consider retention important in terms of growth. Long R&D cycles (58 % cite R&D delays as a major obstacle to growth) and limited budgets (52 %) may make retention particularly valuable, as a loyal customer base can provide continuity while new therapies are developed.
Why leads alone are not enough
The report also shows which channels actually generate revenue. Direct sales (35 % ROI) and B2B events (33 % ROI) top the list. Websites achieve 31 % ROI, but SEO/content is considered a ROI channel by only 10 %. The data confirm that human-centralized activities have the greatest impact on revenue. With long R&D cycles and limited budgets, it’s understandable that many respondents emphasise revenue and retention over pure lead counts.
Implied marketing approach
Marketers in life sciences must therefore do more than create brand awareness. They must demonstrate how campaigns contribute to revenue, market growth and retention. That means working closely with sales, using commercial data and showing value via the website. A striking paradox is that 71 % of companies maintain a website, but only 31 % see it as a ROI channel, and only 10 % believe that SEO and content marketing deliver a return. To achieve growth, organisations need to optimise their website with targeted content, clear conversion paths and scientifically sound information.
Conclusion
The report shows that growth in life sciences is primarily measured by revenue increase, market expansion and customer retention, with only 31 % of respondents associating it with lead generation. Considering the long R&D cycles and limited resources that hinder growth, many organisations prioritise late‑funnel tactics that directly impact revenue. For sustainable growth, however, it is also necessary to professionalise digital channels (website, SEO and content) so that commercial ambitions are supported.
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Frequently asked questions about growth in life sciences
What does “growth” mean in life sciences?
In the sector, growth is usually defined as revenue increase, market expansion and customer retention. Only a third of respondents associate growth with the number of leads.
Why is customer retention so important for biotech companies?
Product development takes a long time and R&D delays are the largest obstacle to growth. Retaining existing customers ensures stable revenue while new therapies are developed.
Does lead generation still matter?
Leads remain relevant, but they carry less weight than revenue and retention. The report shows that direct sales and events deliver the highest ROI, so organisations evaluate leads primarily on their potential contribution to revenue.
How can companies both expand and improve retention?
By strategically investing in international market development (for example via digital channels) while simultaneously serving existing customers with educational content and reliable after‑sales support.
