Your SlideShare is downloading. ×
Prof. Thomas Baaken:Science-to-Business Marketing - A new Model in Knowledge Transfer
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Saving this for later?

Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime - even offline.

Text the download link to your phone

Standard text messaging rates apply

Prof. Thomas Baaken:Science-to-Business Marketing - A new Model in Knowledge Transfer

1,124
views

Published on

This presentation was held by Prof. Thomas Baaken during the FITT conference „ICT Innovations: Research > Business > Society“ on 10 May 2011 in Brussels. …

This presentation was held by Prof. Thomas Baaken during the FITT conference „ICT Innovations: Research > Business > Society“ on 10 May 2011 in Brussels.

www.fitt-for-innovation.eu

Published in: Technology

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
1,124
On Slideshare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Science-to-Business Marketing - A new Model in Knowledge Transfer FITT Conference 2011 ICT INNOVATIONS: Research / Business / Society 10 May 2011, Brussels© 1
  • 2. It is just simple If you expect money for an accomplishment, like research … … you are on a market! If you are on a market, you have to use marketing models and instruments to be successful.©Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 4
  • 3. What is meant by successful research? Universities are Research Institutions !!! Many publications? Many first tier publications?   High amounts of external funding? High industrial financial contributions (Third Stream Money)? Many projects with companies? Long lasting collaborations and strategic alliances? ? Many patents? Many Spin offs?©Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 7
  • 4. Sorry for the reminder to Marketing The principle of Marketing is very very simple: • First have a look at your potential customers and ask them, what they are after • Produce and offer exactly that • Offer it at a price level, that both of you could achieve • Let your customers know, what you have done and are able to deliver • Provide them with high quality and in a convenient way That’s all!©Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 8
  • 5. Agenda External Marketing Internal Marketing Processes and Structures©Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 9
  • 6. External Marketing Internal Marketing Processes and Structures©Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 10
  • 7. An example of market analysis outcomes high Position of the University Position RESEARCH Market view Self view Future Companies with experience Companies without any experience low Simplified©Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 11
  • 8. Marketing-Funnel©Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 12
  • 9. Marketing-Trichter Awareness- Surveys Image- & Competitive Surveys Potential Analysis Customer Satisfaction Analysis©Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 13
  • 10. I am going to read off a list of criteria to you now ... non clients clients Total Agreement 9 8,36 8,35 8,06 7,77 7,78 7,71 8 7,52 7,38 7,28 7,24 7,06 6,98 6,82 7 7,33 6,66 7,37 7,10 6,70 6,83 6,71 7,01 6,78 6,84 6,84 6,70 6,60 6,23 6 6,29 5,81 5,90 6,03 5,90 5 5,37 4,53 4 No Agreement 3 R iar gr ed ro r o ted s ro cc air l in le or l e es Fr le or ed e ua no e Fa ly or ve Fl d m tic ea na N Tra ME bl In siv e ab nd ed xib b t ni ti il ss n t F nt ra o P i en m ien ia em si m va es pa ke S O t b diti ce rie ie ie g uc el e es Li mean co ro us ity ur A e st l clients: n = 125 bl to bi re o Q te y non clients: n = 300 P P nl In C©Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 14
  • 11. Customer satisfaction is a balance of©Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 15
  • 12. Requests and assessments for Research Providers 1 very important 1,24 Success factors 1,55 1,35 1,78 1,92 1,93 1,98 2,02 2 2,22 2,58 2,75 2,70 3 2,86 3,04 3,01 3,11 3,17 D Relevance D Performance 3,44 less important 4 . lic tio tio e re e k e es tim or om nc tu b ra ra lr w pu te di tc a of ce fit of pe en ci ou e ne an re an th m re xp itu e rm co itu fin g /b le in nd st rfo nd al of m co pe er pe e or re /p ov ex f ex itu in st co nd pe ex Means©Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 16
  • 13. External Marketing Internal Marketing Processes and Structures©Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 22
  • 14. Offering incentives (Pull Approach) 10% in addition to successful acquired and done projects in the technical departments and non technical departments like Social Sciences x% of the project budget for cash out for researchers or for their discipline to choose 23m² for each 35.000,-- euro acquired Third Party Money under the condition of a space negotiating model Less teaching obligations Make Transfer as a key issue in advertising academic and staff positions and change the promoting system Help desk for legal and management support, seminars for academics to get more familiar with the market and to face clients©Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 23
  • 15. Education of academics e.g. seminars to face and to deal with markets: (Here a visitors group) Create experiences or light bulb moments, Use give aways, offer and take Business Cards, offer coffee out of a chemical jar, use helmets, little events, surprising actions, take and send follow up contacts, some photos, make it touchable, address Emotions, … Direct the situation to the target group Listen, ask for the customers needs and interests, intelligible discussion, short term follow up-mail, individualised gift e.g. with name, meet the customers language, prepare the visit by learning names, let people talk – don‟t talk too much by yourself, listen …©Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 24
  • 16. Potential Analysis©Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 25
  • 17. Potential Analysis©Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 26
  • 18. External Marketing Internal Marketing Processes and Structures©Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 28
  • 19. Professionalise the research and transfer management Blue Prints for every single Process©Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 29
  • 20. Partnership Development Model Coordination and Strategic Commitment Partnership Partner Common Activities Some complex projects Several Projects Project©Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 30
  • 21. CRM / PRM / KAM in Partnership Development Model CRM PRM KAM Customer Relationship Management Partner Relationship Management Key Account Management©Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 31
  • 22. A new Business Model of TechTransfer old ? Science Knowledge/Technology Industry Market Entrance new©Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 32
  • 23. Select examples of instruments Select examples Processes Internal Marketing External Marketing •Vice President •Survey on customer •Research Offensive •„Partnering” •Incentives needs Strategic •Vice President with for academics •Market segmentation Marketing Background •Customer satisfac- •New Reputation System •Privatise the TTO •SWOT Analysis tion surveys •CRM/PRM/KA •USP - Profile - Brand •Company targeted •Making delegates •“Speed dating” •Science-Business of companies members •Teaching and Meetings Opera- of committees Training of academics •Professionalised •Early stage partnerships •Key Account tive Fairs & Exhibitions •IP Portfolio Management •Creating Value •Small projects first Networks – then bigger ones •Follow the Value Chains Concept©Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 33
  • 24. The Toolbox©Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 34
  • 25. xxx©Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 35
  • 26. xxx©Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 36
  • 27. xxx©Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 37
  • 28. xxx©Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 38
  • 29. Lessons learned There need to be a real willingness and commitment of the board and management of the University Analysis. Analysis. Analysis. Lacking a strong data base and without market information you cannot build any strategy Produce and use Success Stories and Role Models, don„t be afraid of high swell, use untrodden paths, its easier to get forgiveness than permission Science-to-Business Marketing and successful research commercialisation need a decent strategy and operations built on this Science & Technology is not for itself, we need to take it somewhere, out of the University; but academics need to have the framework provided©Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 41
  • 30. Thank you for your attention I am looking forward to your comments and questions!©Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 42