У Вас отличные технологии. А мы знаем как Вы их можете превратить в деньги.

1. Spinver se
Как [не] испортить
международную
коммерциализацию
14.3.2012
Mikko Kaarela
Senior Consultant
M.Sc. Eng. (ЛЭТИ), MBA (IMD)

2. Spinver se commer cializes Nano- and
Materials
Technolog y Innovations Inter nationally
Finnish national Technology
Nano- and materials tech
Programme Coordination: Nanotech Northern Europe Business Consulting
Nanotechnology, Functional 2005, 2006, 2007 - Technology transfer
Materials, Fuel Cells, Green Helsinki, FInland -Markets
Mining, Green Growth etc.
-- Business development
TOTAL VALUE Over 700 M€
- Strategy
-Capital raising
Industrial Technologies
19-21.6.2012
Nanotechnology co-
Aarhus, Denmark operation agreement
between Finland and
China
Nanotech Northern Europe
2008
Copenhagen, Denmark
Nanotechnology co-
operation agreement
between Finland and
Nanotech Europe 2009 Russia
Berlin, Germany
ObservatoryNano –project Estonian national materials
under European technology programme
Commission feasibility study
EuroNanoForum 2011
Nanotech Europe 2011
Budapest, Hungary

3. Obser vations from Finnish-Russian
Innovation Alliance on
Nanotechnology
• Russia has a very strong scientific base
• Lots of underutilized commercialization opportunities
• Lack of tradition and resources necessary for international
business development
• Patenting is a serious bottleneck
• Russian operating environment not very supportive for
entrepreneurship
Finland and Russia can complement each others to
accelerate the commercialization process, find
experienced business staff and create presence in the
European Union

4. Few Basic Assumptions…
• Your technology works
• You can manufacture your product at reasonable price
• You can protect and defend your innovation
• You find financing to support your development and
product launch to the market
This is necessary, but not sufficient to succeed in a
competitive market place where customers have a lot of
choice and very limited appetite for risk

5. T hree Types of Challenges

6. Customer s Don’t Need
“Technologies”, But Solutions To
T heir Problems
• “What” first, “How” then - Describe the customer benefits,
not the product features
 We sell productivity, quality, profitability, market share…
 We must tie our offering to the customer’s problems
• Only after the customers understand the benefits, they get
interested about the product features and underlying
technology
Уникальная
технология без
мировых
аналогов…»

7. Mar ket Validation – Find Fit Between
T he Customer’s Needs and your
Proposition
• What is the customer’s problem or opportunity you help
to address?
 Can you quantify it?
 What does it mean to different people in customers
organization?
 Have you talked to the right people – and all of them?
• Do you understand the customer’s decision process
 From a “innovation scout’s” interest to real implementation
of your technology?
This is not about databases and desk study, but meeting real
people in real companies and asking the right questions

8. “T here is no second chance to
create the fir st impr ession”
• Credibility is an impression, only partly based on hard
facts – Avoid surprises you need to justify
 Would you buy snowmobiles from an African or Canadian
company?
 Consider establishing local presence in your main markets
 Obtain patents, trade marks, product reviews, CE-Mark and
other certifications
• Make sure everything you show, tell and do is in line with
the impression you want to make
 Look at Website, brochures etc. of your customers’ other
business partners
 Make sure your people speak customer’s language

9. Eliminate Show-stopper s And
Ir ritating Factor s
Poor follow-up of initial
Unknown company
customer contacts from a non-
Lack of relevant traditional high-
references, technology country
customer
testimonials and
other independent Lack of people with
opinions proper language skills
Poorly designed
“technical”
Website
Insufficient information No quality
management
in wrong language system in place
Poor understanding
Lack of of customer’s
technology
international adoption process
patents Lack of
publications, white
papers etc. in
English

10. Quality of Industrial Design Can
Attract Or Put Of f Customer s In
Seconds

11. A Star t-Up Can’t Select the Clients,
but Good Aiming Improves the
Chance to Hit
• Understand the customer’s Needs and Wants
• Find out decision-making participants, process and timing
• Try to become a credible player in a small niche first
- “A big fish in a small pond”
• In your customer relationship process, do your O.T.S.U.
Analysis - identify Opportunities To Screw Up - and
eliminate them
If you don’t have resources to do right things right, find
partners or outside experts identify and solve the
problems before taking the risk with real clients

12. Strate gic Business Development Is
A Mixture of Science and Ar t…
Sales Volume
Potential
Speed ?
from Initial Reference
Interest Value to Win
to Volume Other Clients
Sales

13. Well Executed Innovations W ill
Attract Investments
• If you can demonstrate to investors that
 Your address a substantial business opportunity
 You understand and meet the customer needs
 You can justify the customer’s investment offering better
value than direct competition or any alternative solution
 You can position your proposition in an understandable way
 You deliver on your promise
• Then you have already shown the most important thing
 You have an excellent management team that can get
things done

14. У Вас отличные технологии
А мы знаем как Вы их можете
превратить в деньги

15. T hank
you! Spinverse Ltd.
Tekniikantie 14
FI-02150, ESPOO, FINLAND
www.spinverse.com
Your Emerging Technology Partner