This paper describes the need for a technology transfer planning template (TTPT), and offers details of the user-centered development and testing processes, TTPT content, and technology transfer resources.
Technology Transfer Planning Template- posterJennifer Flagg
This poster describes a Technology Transfer Planning Template (TTPT) designed to help improve the quantity and quality of innovations moving from lab to market. It provides investigators with information that helps them plan for and implement new product development best practices.
An excellent idea is the basis of a good proposal but is not sufficient….
The expected impacts and implementation aspects are as important ! The proposal should excel in each single criterion !
Be specific in your objectives and expected impacts and clearly demonstrate how you aim to implement and sustain them.
Technology Transfer Planning Template- posterJennifer Flagg
This poster describes a Technology Transfer Planning Template (TTPT) designed to help improve the quantity and quality of innovations moving from lab to market. It provides investigators with information that helps them plan for and implement new product development best practices.
An excellent idea is the basis of a good proposal but is not sufficient….
The expected impacts and implementation aspects are as important ! The proposal should excel in each single criterion !
Be specific in your objectives and expected impacts and clearly demonstrate how you aim to implement and sustain them.
This presentation was presented at HR 2007 in Los Vegas. It shows the top 10 reasons behind Intervoice\'s success with its global SAP HCM implementation.
5 Project Risk Identification Tools I Use & How You Can Use Them TooSHAZEBALIKHAN1
Risk is an inherent property of a project. Risk identification is the first step in risk management. The article details the 5 risk identification tools that have helped me in my projects. The explanation shall enable you to use the risk identification techniques for your projects.
Project Management equips the business professional with leading methodologies and practices in the health project management field. Public health professional need to manage different health related programme intervention, development and evaluation. Professionals need to accompany the knowledge about the project management and this chapter describes all the matters of project management. Project management is a requirement for professionals in many fields, with many employers now identifying project management skills as vital for corporate success.
Project management tools and techniques- tutorsindia.comTutors India
In this topic, we have discussed the project management tools and techniques. The present article helps the USA, the UK, Europe and the Australian students pursuing their master’s degree to identify the best project management tools and techniques, which are usually considered to be challenging. Tutors India offers UK dissertation in various Domains.
When you Order any reflective report at Tutors India, we promise you the following
Plagiarism free
Always on Time
Outstanding customer support
Written to Standard
Unlimited Revisions support
High-quality Subject Matter Experts.
Contact:
Website: www.tutorsindia.com
Email: info@tutorsindia.com
United Kingdom: +44-1143520021
India: +91-4448137070
Whatsapp Number: +91-8754446690
Reference: http://bit.ly/2v6tBB6
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
Exploring the frontiers of Agile Development in the Digital EraClaudia Melo
www.claudiamelo.org
Exploring implications on agile software development research and science on the Digital Era. Socio-technical systems and transdisciplinarity as possible new ways to conduct valuable research.
305C h a p t e r19 Technology Roadmap Benefits, Eleme.docxdomenicacullison
305
C h a p t e r
19 Technology Roadmap: Benefits, Elements, and Practical Steps1
If you don’t know where you are going, any road will get you there.
Lewis Carroll (1865)
The preceding quote applies rather well to technology roadmaps. In the past, companies have followed a number of different technology paths that have not always led to the “promised land” despite conscientious effort. There are
many reasons for this. First, the target evolves, which means that development of a
technology roadmap should be an ongoing process. To continue the analogy, we are
forever “traveling” but never “arriving.” Second, technology has many different
masters. Vendors, trade associations, standards-setting boards, alliance and/or trade
partners, mergers and acquisitions, growth and expansion, strategic directional change,
new technological development, and economic shifts (e.g., price performance, adoption
patterns, and obsolescence) are all continuously influencing where companies want
to go with technology. Third, unexpected roadblocks occur (e.g., the company that
produces the application platform that runs your business declares bankruptcy). If
building and evolving a technology roadmap were easy, it would always be done well.
Why do we need a technology roadmap? IT managers believe that without the
guidance of a roadmap, their companies run the risk of making suboptimal decisions—
technology choices that make sense today but position the company poorly for the
future. There is also a strong sense that the exercise of developing a technology roadmap
is valuable even if the actual roadmap that is developed is subject to change. Another
adage that applies is, “Plans are nothing; planning is everything.” It is through the artic-
ulation of a technology roadmap that you learn what you did well, where you failed,
and how to improve the process. Finally, a technology roadmap limits the range of
technology options and reduces the decision-making effort compared to facing one-off
1 This chapter is based on the authors’ previously published article, McKeen, J. D., and H. A. Smith, “Creating
and Evolving a Technology Roadmap.” Communication of the Association for Information Systems 20, no. 21
(September 2006): 451–63. Reproduced by permission of the Association for Information Systems.
M19_MCKE0260_03_GE_C19.indd 305 12/3/14 8:54 PM
306 Section IV • IT Portfolio Development and Management
decisions repeatedly over time. Because a roadmap has cast the evolution of technology
on a defined path, it means that an organization can simply accept this decision and not
revisit it continuously. Thus, a technology roadmap reduces the organization’s cogni-
tive workload.
This chapter begins with a general discussion of technology roadmaps and
presents a model to explain various input factors. It then describes each of the compo-
nents of a technology roadmap and offers advice derived from the shared experiences
of the fo.
305C h a p t e r19 Technology Roadmap Benefits, Eleme.docxlorainedeserre
305
C h a p t e r
19 Technology Roadmap: Benefits, Elements, and Practical Steps1
If you don’t know where you are going, any road will get you there.
Lewis Carroll (1865)
The preceding quote applies rather well to technology roadmaps. In the past, companies have followed a number of different technology paths that have not always led to the “promised land” despite conscientious effort. There are
many reasons for this. First, the target evolves, which means that development of a
technology roadmap should be an ongoing process. To continue the analogy, we are
forever “traveling” but never “arriving.” Second, technology has many different
masters. Vendors, trade associations, standards-setting boards, alliance and/or trade
partners, mergers and acquisitions, growth and expansion, strategic directional change,
new technological development, and economic shifts (e.g., price performance, adoption
patterns, and obsolescence) are all continuously influencing where companies want
to go with technology. Third, unexpected roadblocks occur (e.g., the company that
produces the application platform that runs your business declares bankruptcy). If
building and evolving a technology roadmap were easy, it would always be done well.
Why do we need a technology roadmap? IT managers believe that without the
guidance of a roadmap, their companies run the risk of making suboptimal decisions—
technology choices that make sense today but position the company poorly for the
future. There is also a strong sense that the exercise of developing a technology roadmap
is valuable even if the actual roadmap that is developed is subject to change. Another
adage that applies is, “Plans are nothing; planning is everything.” It is through the artic-
ulation of a technology roadmap that you learn what you did well, where you failed,
and how to improve the process. Finally, a technology roadmap limits the range of
technology options and reduces the decision-making effort compared to facing one-off
1 This chapter is based on the authors’ previously published article, McKeen, J. D., and H. A. Smith, “Creating
and Evolving a Technology Roadmap.” Communication of the Association for Information Systems 20, no. 21
(September 2006): 451–63. Reproduced by permission of the Association for Information Systems.
M19_MCKE0260_03_GE_C19.indd 305 12/3/14 8:54 PM
306 Section IV • IT Portfolio Development and Management
decisions repeatedly over time. Because a roadmap has cast the evolution of technology
on a defined path, it means that an organization can simply accept this decision and not
revisit it continuously. Thus, a technology roadmap reduces the organization’s cogni-
tive workload.
This chapter begins with a general discussion of technology roadmaps and
presents a model to explain various input factors. It then describes each of the compo-
nents of a technology roadmap and offers advice derived from the shared experiences
of the fo ...
This presentation was presented at HR 2007 in Los Vegas. It shows the top 10 reasons behind Intervoice\'s success with its global SAP HCM implementation.
5 Project Risk Identification Tools I Use & How You Can Use Them TooSHAZEBALIKHAN1
Risk is an inherent property of a project. Risk identification is the first step in risk management. The article details the 5 risk identification tools that have helped me in my projects. The explanation shall enable you to use the risk identification techniques for your projects.
Project Management equips the business professional with leading methodologies and practices in the health project management field. Public health professional need to manage different health related programme intervention, development and evaluation. Professionals need to accompany the knowledge about the project management and this chapter describes all the matters of project management. Project management is a requirement for professionals in many fields, with many employers now identifying project management skills as vital for corporate success.
Project management tools and techniques- tutorsindia.comTutors India
In this topic, we have discussed the project management tools and techniques. The present article helps the USA, the UK, Europe and the Australian students pursuing their master’s degree to identify the best project management tools and techniques, which are usually considered to be challenging. Tutors India offers UK dissertation in various Domains.
When you Order any reflective report at Tutors India, we promise you the following
Plagiarism free
Always on Time
Outstanding customer support
Written to Standard
Unlimited Revisions support
High-quality Subject Matter Experts.
Contact:
Website: www.tutorsindia.com
Email: info@tutorsindia.com
United Kingdom: +44-1143520021
India: +91-4448137070
Whatsapp Number: +91-8754446690
Reference: http://bit.ly/2v6tBB6
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
Exploring the frontiers of Agile Development in the Digital EraClaudia Melo
www.claudiamelo.org
Exploring implications on agile software development research and science on the Digital Era. Socio-technical systems and transdisciplinarity as possible new ways to conduct valuable research.
305C h a p t e r19 Technology Roadmap Benefits, Eleme.docxdomenicacullison
305
C h a p t e r
19 Technology Roadmap: Benefits, Elements, and Practical Steps1
If you don’t know where you are going, any road will get you there.
Lewis Carroll (1865)
The preceding quote applies rather well to technology roadmaps. In the past, companies have followed a number of different technology paths that have not always led to the “promised land” despite conscientious effort. There are
many reasons for this. First, the target evolves, which means that development of a
technology roadmap should be an ongoing process. To continue the analogy, we are
forever “traveling” but never “arriving.” Second, technology has many different
masters. Vendors, trade associations, standards-setting boards, alliance and/or trade
partners, mergers and acquisitions, growth and expansion, strategic directional change,
new technological development, and economic shifts (e.g., price performance, adoption
patterns, and obsolescence) are all continuously influencing where companies want
to go with technology. Third, unexpected roadblocks occur (e.g., the company that
produces the application platform that runs your business declares bankruptcy). If
building and evolving a technology roadmap were easy, it would always be done well.
Why do we need a technology roadmap? IT managers believe that without the
guidance of a roadmap, their companies run the risk of making suboptimal decisions—
technology choices that make sense today but position the company poorly for the
future. There is also a strong sense that the exercise of developing a technology roadmap
is valuable even if the actual roadmap that is developed is subject to change. Another
adage that applies is, “Plans are nothing; planning is everything.” It is through the artic-
ulation of a technology roadmap that you learn what you did well, where you failed,
and how to improve the process. Finally, a technology roadmap limits the range of
technology options and reduces the decision-making effort compared to facing one-off
1 This chapter is based on the authors’ previously published article, McKeen, J. D., and H. A. Smith, “Creating
and Evolving a Technology Roadmap.” Communication of the Association for Information Systems 20, no. 21
(September 2006): 451–63. Reproduced by permission of the Association for Information Systems.
M19_MCKE0260_03_GE_C19.indd 305 12/3/14 8:54 PM
306 Section IV • IT Portfolio Development and Management
decisions repeatedly over time. Because a roadmap has cast the evolution of technology
on a defined path, it means that an organization can simply accept this decision and not
revisit it continuously. Thus, a technology roadmap reduces the organization’s cogni-
tive workload.
This chapter begins with a general discussion of technology roadmaps and
presents a model to explain various input factors. It then describes each of the compo-
nents of a technology roadmap and offers advice derived from the shared experiences
of the fo.
305C h a p t e r19 Technology Roadmap Benefits, Eleme.docxlorainedeserre
305
C h a p t e r
19 Technology Roadmap: Benefits, Elements, and Practical Steps1
If you don’t know where you are going, any road will get you there.
Lewis Carroll (1865)
The preceding quote applies rather well to technology roadmaps. In the past, companies have followed a number of different technology paths that have not always led to the “promised land” despite conscientious effort. There are
many reasons for this. First, the target evolves, which means that development of a
technology roadmap should be an ongoing process. To continue the analogy, we are
forever “traveling” but never “arriving.” Second, technology has many different
masters. Vendors, trade associations, standards-setting boards, alliance and/or trade
partners, mergers and acquisitions, growth and expansion, strategic directional change,
new technological development, and economic shifts (e.g., price performance, adoption
patterns, and obsolescence) are all continuously influencing where companies want
to go with technology. Third, unexpected roadblocks occur (e.g., the company that
produces the application platform that runs your business declares bankruptcy). If
building and evolving a technology roadmap were easy, it would always be done well.
Why do we need a technology roadmap? IT managers believe that without the
guidance of a roadmap, their companies run the risk of making suboptimal decisions—
technology choices that make sense today but position the company poorly for the
future. There is also a strong sense that the exercise of developing a technology roadmap
is valuable even if the actual roadmap that is developed is subject to change. Another
adage that applies is, “Plans are nothing; planning is everything.” It is through the artic-
ulation of a technology roadmap that you learn what you did well, where you failed,
and how to improve the process. Finally, a technology roadmap limits the range of
technology options and reduces the decision-making effort compared to facing one-off
1 This chapter is based on the authors’ previously published article, McKeen, J. D., and H. A. Smith, “Creating
and Evolving a Technology Roadmap.” Communication of the Association for Information Systems 20, no. 21
(September 2006): 451–63. Reproduced by permission of the Association for Information Systems.
M19_MCKE0260_03_GE_C19.indd 305 12/3/14 8:54 PM
306 Section IV • IT Portfolio Development and Management
decisions repeatedly over time. Because a roadmap has cast the evolution of technology
on a defined path, it means that an organization can simply accept this decision and not
revisit it continuously. Thus, a technology roadmap reduces the organization’s cogni-
tive workload.
This chapter begins with a general discussion of technology roadmaps and
presents a model to explain various input factors. It then describes each of the compo-
nents of a technology roadmap and offers advice derived from the shared experiences
of the fo ...
Management model for exploratory investment in IT WGroup
The ability to evaluate these new technologies in a practical environment where their technological value and impact on business and IT operations can be assessed is extremely important. Exploratory efforts should be structured and controlled similarly to other major projects and in addition should be evaluated for use in the production environment. In addition to evaluating the technical capabilities and practical application of the new technology, IT must evaluate the “fit” of the new technology in the existing service portfolio or catalog. In this article, WGroup has developed a new class of IT investment, referred to as “Exploratory,” along with a supporting management model to guide the effort through the evaluation phases and ensure a tight fit within the service catalog.
Impact assessment of factors affecting information technology projects in riv...eSAT Publishing House
IJRET : International Journal of Research in Engineering and Technology is an international peer reviewed, online journal published by eSAT Publishing House for the enhancement of research in various disciplines of Engineering and Technology. The aim and scope of the journal is to provide an academic medium and an important reference for the advancement and dissemination of research results that support high-level learning, teaching and research in the fields of Engineering and Technology. We bring together Scientists, Academician, Field Engineers, Scholars and Students of related fields of Engineering and Technology
Profiling the Assistive Technology IndustryJennifer Flagg
R&D efforts are most likely to result in successful new products when marketplace needs and business viability considerations are addressed early and often throughout a project. Profiling an industry segment is one way to explore the market potential of proposed products and services. This poster introduces methods for creating industry profiles, and offers examples related to educational technologies, vision technology, and wheeled mobility.
An Assessment of Project Portfolio Management Techniques on Product and Servi...iosrjce
The crises of product and service innovation in most organisations due to global competition and
the need for scientific research in the project portfolio management discipline were factors that motivated this
research. The purpose of this study is to investigate how project portfolio management(ppm) contributes to
product and service innovation. A questionnaire was developed to gather data to compare the PPM methods
used, PPM performance and resulting new product success measures in sixty Nigeria organisations in a diverse
range of service and manufacturing industries. The study findings indicated that PPM practices have a greater
impact in the new product and services success rate. Also, business strategy method result in better alignment
of the projects in the portfolio. This conclusion is supported by the 0.630 Pearson correlations at 0.000
significance between percentage of successful products and PPM performance level. The results reveal that for
better innovation outcomes, management should place a priority on developing and improving PPM.
In this webinar we will talk about some of outcomes of recent projects along with the implications of those outcomes and how you can adopt some of the ideas into your own projects.
Monthly Social Media News Update May 2024Andy Lambert
TL;DR. These are the three themes that stood out to us over the course of last month.
1️⃣ Social media is becoming increasingly significant for brand discovery. Marketers are now understanding the impact of social and budgets are shifting accordingly.
2️⃣ Instagram’s new algorithm and latest guidance will help us maintain organic growth. Instagram continues to evolve, but Reels remains the most crucial tool for growth.
3️⃣ Collaboration will help us unlock growth. Who we work with will define how fast we grow. Meta continues to evolve their Creator Marketplace and now TikTok are beginning to push ‘collabs’ more too.
For too many years marketing and sales have operated in silos...while in some forward thinking companies, the two organizations work together to drive new opportunity development and revenue. This session will explore the lessons learned in that beautiful dance that can occur when marketing and sales work together...to drive new opportunity development, account expansion and customer satisfaction.
No, this is not a conversation about MQLs and SQLs. Instead we will focus on a framework that allows the two organizations to drive company success together.
Search Engine Marketing - Competitor and Keyword researchETMARK ACADEMY
Over 2 Trillion searches are made per day in Google search, which means there are more than 2 Trillion visits happening across the websites of the world wide web.
People search various questions, phrases or words. But some words and phrases are searched
more often than others.
For example, the words, ‘running shoes’ are searched more often than ‘best road running
shoes for men’
These words or phrases which people use to search on Google are called Keywords.
Some keywords are searched more often than others. Number of times a keyword is searched
for in a month is called keyword volume.
Some keywords have more relevant results than others. For the phrase “running shoes” we
get more than 80M relevant results, whereas for “best road running shoes for men” we get
only 8.
The former keyword ‘running shoes’ has way more competition from popular websites to
new and small blogs, whereas the latter keyword doesn’t have that much competition. This
search competition for a keyword is called search difficulty of a keyword or keyword
difficulty.
In other words, if the keyword difficulty is ‘low’ or ‘easy’, there won’t be any competition
and if you target such keywords on your site, you can easily rank on the front page of Google.
Some keywords are searched for, just to know or to learn some information about something,
that’s their search intention. For example, “What shoe size should I choose?” or “How to pick
the right shoe size?”
These keywords which are searched just to know about stuff are called informational
keywords. Typically people who are searching this type of keywords are top of a Conversion
funnel.
Conversion funnel is the journey that search visitors go through on their way to an email
subscription or a premium subscription to the services you offer or a purchase of products
you sell or recommend using your referral link.
For some buyers, research is the most important part when they have to buy a product.
Depending on that, their journey either widens or narrows down. These types of buyers are
Researchers and they spend more time with informational keywords.
Conversion is the action you want from your search visitors. Number of conversions that you
get for every 100 search visitors is called Conversion rate.
People who are at different stages of a conversion funnel use different types of keywords.
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
The What, Why & How of 3D and AR in Digital CommercePushON Ltd
Vladimir Mulhem has over 20 years of experience in commercialising cutting edge creative technology across construction, marketing and retail.
Previously the founder and Tech and Innovation Director of Creative Content Works working with the likes of Next, John Lewis and JD Sport, he now helps retailers, brands and agencies solve challenges of applying the emerging technologies 3D, AR, VR and Gen AI to real-world problems.
In this webinar, Vladimir will be covering the following topics:
Applications of 3D and AR in Digital Commerce,
Benefits of 3D and AR,
Tools to create, manage and publish 3D and AR in Digital Commerce.
SMM Cheap - No. 1 SMM panel in the worldsmmpanel567
Boost your social media marketing with our SMM Panel services offering SMM Cheap services! Get cost-effective services for your business and increase followers, likes, and engagement across all social media platforms. Get affordable services perfect for businesses and influencers looking to increase their social proof. See how cheap SMM strategies can help improve your social media presence and be a pro at the social media game.
Most small businesses struggle to see marketing results. In this session, we will eliminate any confusion about what to do next, solving your marketing problems so your business can thrive. You’ll learn how to create a foundational marketing OS (operating system) based on neuroscience and backed by real-world results. You’ll be taught how to develop deep customer connections, and how to have your CRM dynamically segment and sell at any stage in the customer’s journey. By the end of the session, you’ll remove confusion and chaos and replace it with clarity and confidence for long-term marketing success.
Key Takeaways:
• Uncover the power of a foundational marketing system that dynamically communicates with prospects and customers on autopilot.
• Harness neuroscience and Tribal Alignment to transform your communication strategies, turning potential clients into fans and those fans into loyal customers.
• Discover the art of automated segmentation, pinpointing your most lucrative customers and identifying the optimal moments for successful conversions.
• Streamline your business with a content production plan that eliminates guesswork, wasted time, and money.
Core Web Vitals SEO Workshop - improve your performance [pdf]Peter Mead
Core Web Vitals to improve your website performance for better SEO results with CWV.
CWV Topics include:
- Understanding the latest Core Web Vitals including the significance of LCP, INP and CLS + their impact on SEO
- Optimisation techniques from our experts on how to improve your CWV on platforms like WordPress and WP Engine
- The impact of user experience and SEO
In this presentation, Danny Leibrandt explains the impact of AI on SEO and what Google has been doing about it. Learn how to take your SEO game to the next level and win over Google with his new strategy anyone can use. Get actionable steps to rank your name, your business, and your clients on Google - the right way.
Key Takeaways:
1. Real content is king
2. Find ways to show EEAT
3. Repurpose across all platforms
A.I. (artificial intelligence) platforms are popping up all the time, and many of them can and should be used to help grow your brand, increase your sales and decrease your marketing costs.In this presentation:We will review some of the best AI platforms that are available for you to use.We will interact with some of the platforms in real-time, so attendees can see how they work.We will also look at some current brands that are using AI to help them create marketing messages, saving them time and money in the process. Lastly, we will discuss the pros and cons of using AI in marketing & branding and have a lively conversation that includes comments from the audience.
Key Takeaways:
Attendees will learn about LLM platforms, like ChatGPT, and how they work, with preset examples and real time interactions with the platform. Attendees will learn about other AI platforms that are creating graphic design elements at the push of a button...pre-set examples and real-time interactions.Attendees will discuss the pros & cons of AI in marketing + branding and share their perspectives with one another. Attendees will learn about the cost savings and the time savings associated with using AI, should they choose to.
Top 3 Ways to Align Sales and Marketing Teams for Rapid GrowthDemandbase
In this session, Demandbase’s Stephanie Quinn, Sr. Director of Integrated and Digital Marketing, Devin Rosenberg, Director of Sales, and Kevin Rooney, Senior Director of Sales Development will share how sales and marketing shapes their day-to-day and what key areas are needed for true alignment.
It's another new era of digital and marketers are faced with making big bets on their digital strategy. If you are looking at modernizing your tech stack to support your digital evolution, there are a few can't miss (often overlooked) areas that should be part of every conversation. We'll cover setting your vision, avoiding siloes, adding a democratized approach to data strategy, localization, creating critical governance requirements and more. Attendees will walk away with actions they can take into initiatives they are running today and consider for the future.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
Mastering Local SEO for Service Businesses in the AI Era is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
Key Takeaways:
Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
AI-Powered Personalization: Principles, Use Cases, and Its Impact on CROVWO
In today’s era of AI, personalization is more than just a trend—it’s a fundamental strategy that unlocks numerous opportunities.
When done effectively, personalization builds trust, loyalty, and satisfaction among your users—key factors for business success. However, relying solely on AI capabilities isn’t enough. You need to anchor your approach in solid principles, understand your users’ context, and master the art of persuasion.
Join us as Sarjak Patel and Naitry Saggu from 3rd Eye Consulting unveil a transformative framework. This approach seamlessly integrates your unique context, consumer insights, and conversion goals, paving the way for unparalleled success in personalization.
1. TECHNOLOGY TRANSFER: PLAN FOR SUCCESS
Jennifer L Flagg & Michelle M Lockett
Center on Knowledge Translation for Technology Transfer
University at Buffalo (SUNY)
ABSTRACT
Technology transfer offers the promise of
transforming research discoveries and development
inventions into product innovations in the marketplace.
However, successfully conducting technology transfer
requires planning, resources, and know-how. A
Technology Transfer Planning Template (TTPT) is
currently under development to help improve the
quantity and quality of innovations moving from lab to
market, by providing investigators with information that
helps them plan for and implement new product
development best practices. This paper describes the
need for the TTPT, and offers details of the user-
centered development and testing processes,
preliminary TTPT content, and technology transfer
resources.
BACKGROUND
The transfer of assistive technology from the lab to
the marketplace offers great potential to improve the
quality of life for people with disabilities. However,
technology transfer (TT) is typically a very challenging
process, which is often fraught with barriers. Project
failures are associated with the absence of market and
cost considerations (Galia & Legros, 2004; Miotti, &
Sachwald, 2003), as well as inadequate project
planning and insufficient resource allocation (Lane,
2008).
Fortunately, the likelihood of achieving positive
outcomes can be improved with adequate project
planning and the application of new product
development (NPD) best practices (Lane, 2008). For
example, Ozer (1999) notes the importance of
continuously conducting market and business scoping
activities to evaluate the viability of a proposed
product, while it is being developed. Similarly, Neale
(1994) found that NPD success requires sound
evaluation methods for project screening and market
research activities. Moenaert & Souder (1990) echoed
this same sentiment by calling for market research and
business analysis to reduce uncertainty and improve
the chances of NPD success.
The National Institute on Disability, Independent
Living and Rehabilitation Research (NIDILRR) has
recognized the importance of project planning by
requiring its Rehabilitation Engineering Research
Centers (RERCs) to prepare a technology transfer
plan that details their development project activities.
Similarly, all agencies funding Small Business
Innovation Research (SBIR) grants require Phase II
applicants to submit commercialization plans along
with their proposals. Both of these requirements
highlight the federal government’s appreciation of the
need for extensive planning to deliver proposed
product-related outcomes.
Planning can be aided by process models. In
particular, research by Golish, Besterfield-Sacre &
Schuman (2008) has demonstrated that academic
investigators are in need of operational models and
tools that simplify the business and market analyses
that can have a profound impact on the viability of their
R&D outputs. A NPD and TT framework, named the
Need to Knowledge (NtK) model, is aimed at doing just
that. That is, helping investigators understand and
apply tactics that are likely to lead to marketplace
success and improved social outcomes (Flagg, Lane &
Lockett, 2013).
While the NtK model has been well-received by
grantees and program management alike, project
investigators have called for assistance applying the
model to their work. These investigators have
specifically asked for a template to help them better
understand what information is most critical in their
plans, and where to focus their efforts. In response, a
project was initiated to produce a technology transfer
planning template, which can provide guidance for
implementing NPD best practices.
2. PURPOSE
The purpose of the TTPT is twofold:
1. To provide NIDILRR grantees with an
easy way to create and implement technology
transfer and commercialization plans.
2. To enhance the usability of the NtK model
and related resources, such as examples and
tools.
The TTPT will fulfill its purpose through use by
NIDILRR-funded grantees who are generating
technology transfer plans; SBIR proposal authors who
are drafting commercialization plans; and project
investigators who intend to generate new devices that
have commercial potential. These stakeholders may
use the TTPT to flesh out a project idea, to craft
portions of grant proposals or technology transfer
plans, to create reports and promotional materials that
can be shared with potential partners, to log and report
project milestones, and to seek ideas for overcoming
project barriers.
METHOD
The TTPT project was initiated in 2013 as a
utilization project under the Center on KT4TT. The
project began with a needs analysis, which was
conducted with a sample of seven NIDILRR
technology grantees, including recipients of awards for
SBIRs (4) and RERCs (3). Needs analysis
questionnaires were completed by participants prior to
a phone interview. Questions asked about planning
experience, current use of planning guides, use of the
NtK model, the participants’ ideal planning product,
and plan implementation. Hour-long interviews were
used to clarify participant responses to the
questionnaires and gather additional information.
Desired Functions and Features
The data resulting from the needs analysis was
grouped into several categories, and used to shape
the TTPT design specifications. Features and
functions were given top priority when they were
requested from at least one participant in both the
RERC and SBIR stakeholder groups, and include the
following:
Format and Structure- Participants were seeking a
web-based application that could be accessed from
any computer or tablet, and shared with colleagues in
remote locations. Participants requested that the TTPT
show the NtK model structure to prompt users to
complete necessary activities, and to show gaps in
proposed plans.
Inputs- The TTPT should ask a series of
questions, like a wizard or interview process. It should
use the responses to determine which additional
questions are applicable. The template should also
ask users questions related to when to move forward
with a project, and when to consider redirecting
resources to other efforts.
Resources and User Guides- The template should
suggest resources to use while creating and
implementing plans. A wide range of examples should
be provided so that users can locate information that
relates to their own situation. Self-help options should
be the first level of support, and should include written
guidance and a Frequently Asked Questions guide.
Live support should also be available via phone or
chat.
Implementation Considerations- As with standard
project planning software, timelines should
dynamically adjust to changes, so that as delays are
added, other deadlines are automatically pushed back.
Guidance should be provided to aid with
implementation of TT plans. Making updates to a TT
plan should be simple and avoid duplication of effort.
RERC and SBIR Respondent Differences- Some
participant requests for TTPT functionality were
specific to the type of grantee responding. For
example, the SBIR grantees requested that the TTPT
provide them with market information and guidance on
estimating market size. They also asked that the TTPT
provide suggestions related to product launch and
funding production activities. RERC grantee
participants asked that the TTPT provide them with
advice on how best to work with technology transfer
offices, and that the TTPT outputs can be used to
complete their required annual performance reporting.
3. These functions and features, which were
requested by participants from one stakeholder group
or the other are included in a “wish list” that will be
integrated into the final design as resources allow.
With proposed specifications in hand, the project team
began developing the questions that would be asked
by the TTPT.
TTPT Questions
As a starting point, the project team reviewed the
SBIR commercialization plan evaluation criteria for
grant proposals that are used by four different federal
agencies (National Institutes of Health, National
Science Foundation, Department of Education, and
Department of Agriculture). Those criteria were then
matched up to the NtK model steps to paint a
complete picture of new product development and
transfer. Simple questions were formed and paired
with the NtK model’s tools and case examples. The
questions were separated into two groups- those
questions that elicit a high-level overview of a project,
and those that provide a detailed report of specifics,
such as the proposed device’s market; research,
development, and production plans; and the device’s
path to market.
High-level Overview- Questions in this section of
the planning template include the basics, such as
“What are you creating/developing?” “As described by
end users, what problem does your proposed device
solve? Or, what unmet need does it fulfill?” Questions
cover the identification of stakeholders, competing
products, and potential barriers.
Once users have responded to these questions,
they are presented two types of output reports- a
narrative executive summary as well as a listing of all
responses in a table format. The executive summary
can then be edited and used in a proposal, technology
transfer plan, or in correspondence with project team
members or external partners. The table would be
useful for editing the initial responses and quickly
accessing the resources and examples that are
associated with each question.
Detailed Descriptions and Timelines- The next set
of questions delves deeper into project specifics, such
who will carry out the proposed research,
development, and/or production activities, and when
will those activities take place. This set of questions
also probes deeper into the proposed target market by
asking for more specific information, such as where
the target buyers are located geographically, in what
type of settings the product will be used, etc. This set
of questions also gathers details regarding
collaborations with manufacturing partners and
technology transfer offices.
Output Reports- Both sets of questions offer TTPT
users an opportunity to create output reports in the
form of executive summaries and tables of responses.
The detailed question set also enables users to create
more tailored reports such as value propositions and
timelines of planned activities.
TTPT Testing
The front-end interface of the TTPT is being
developed as a semi-functioning mock-up to allow for
user testing and the incorporation of user feedback.
Once complete, participants who took part in the
needs analysis will be asked to interact with the mock-
up TTPT, and offer their input regarding its form and
function. An online testing tool, Loop 11 (2016) will be
used to ask participants to complete objectives and
tasks, and respond to questions. The Loop 11 tool will
then provide the project team with responses, as well
as clickstream analysis and heatmaps to demonstrate
where users may be encountering problems or where
they have found interesting information on which to
dwell. All suggestions resulting from analysis of the
Loop 11 data will be considered for inclusion in the
refined TTPT specifications.
Testing activities will be completed in the spring of
2016, leading to an anticipated release date for the
fully functioning TTPT in late 2016. Interested parties
are encouraged to contact the project team if they
would like to engage in user testing of the TTPT.
DISCUSSION
Prior research and the needs analysis described in
this paper have demonstrated that TT planning tools
are needed by grantees. Employing a user-centered
design process will help to ensure that the final TTPT
product is usable by, and desirable to the target
audience of funded grantees, as well as those
4. individuals who are engaged in developing grant
proposals. While the TTPT is under development,
many resources are available for use on the Center on
KT4TT’s website, including the following:
The Need to Knowledge Model:
https://sphhp.buffalo.edu/cat/kt4tt/best-
practices/need-to-knowledge-ntk-
model.html
Personalized technical assistance:
https://sphhp.buffalo.edu/cat/kt4tt/technic
al-assistance-and-resources.html
Resource materials grouped by topic
area:
https://sphhp.buffalo.edu/cat/kt4tt/technic
al-assistance-and-resources/resources-
for-non-nidilrr-grantees.html
ACKNOWLEDGEMENT
The contents of this paper were developed under
a grant from the National Institute on Disability,
Independent Living, and Rehabilitation Research
(NIDILRR) grant number 90DP0054-01-00.
NIDILRR is a Center within the Administration for
Community Living (ACL), Department of Health and
Human Services (HHS). The contents of this paper do
not necessarily represent the policy of NIDILRR, ACL,
HHS, and you should not assume endorsement by the
Federal Government.
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