The document discusses technology transfer from public research organizations in Serbia. It covers the economic and political drivers for universities and research institutes to commercialize their research through technology transfer. Some key benefits mentioned are job creation, tax revenues, and attracting investment. The document outlines the general technology transfer process, including identifying inventions, evaluating commercial potential, obtaining intellectual property protection, and bringing the technology to market through licensing or spinning out new companies. It also discusses two models for managing intellectual property - a deal-based model and an inventory model.
This document discusses several examples of technology transfer between government and academic institutions and private companies in India. It provides cases of technologies developed in areas such as biotechnology, pharmaceuticals, electronics, and information technology that have been successfully transferred and commercialized. Examples include BARC transferring 90 technologies, NCL collaborating with universities and pharmaceutical companies, and DBT transferring forest tree technologies through tissue culture. Private companies like Eli Lilly, Wockhardt, and Cipla have signed licensing deals for drugs. Institutions like CDRI, TIFR, IIT Delhi have also successfully transferred technologies.
Transfer of technology and project planning and managementAjit Jha
A presentation discusses technology transfer and project planning and management. It defines technology transfer as the process of sharing skills, knowledge, technologies, and facilities between institutions. There are different types of technology transfer, including internal transfers within a company and external transfers between organizations. Successful technology transfers require proper planning, documentation, communication between parties, and verification that the quality is maintained.
Keynote presentation at the International Society for Professional Iinnovation Management in Singapore, December 2014. University technology transfer needs a total rethink.. a proposed model to put value creation at the heart of engagement rather than IP control. After all, if universities don't exist to faciltate knowledge diffusion why are we here??
This document provides an overview of technology transfer and popular technology transfer models. It discusses definitions of technology transfer, common technology transfer models, lessons learned from these models, and introduces a "Technology Transfer Life Cycle" model for planning and managing technology transfer projects. The life cycle model involves 6 stages: identifying needed technologies, searching for technology sources, negotiating deals, preparing implementation plans, implementing and assimilating technologies, and assessing impacts. Each stage is followed by a "gate" where critical decisions are made to approve moving forward.
The document outlines an agenda for a presentation on technology transfers, including an introduction, discussions of vertical take-off curves, differences between process and technology transfers, common deliverables, and application techniques using a 9 gate technology transfer approach. The presentation covers key concepts like achieving desired performance from the start of a transfer and examples of specific process and technology transfers.
This document discusses technology transfer. It defines technology transfer as the process of transferring technology from where it originated to wider distribution. It discusses the relationship between invention, innovation, design, and diffusion in technology transfer. Invention is the original concept, innovation is developing and refining an existing idea/product, design is part of the innovation process using modeling, and diffusion involves promotion and sale of the product. The document also outlines various roles like research, development, production, and markets in technology transfer and ways technology can be transferred such as collaborative research, patenting, licensing, spin-off companies, etc. It describes types of technology from emerging to established and constituents of the technology transfer process.
The document discusses technology transfer, defining it as the transfer of research results to develop new products and processes. It states technology transfer is a process that involves different stakeholders at various levels. The document outlines where technology transfer occurs, including universities, research institutes, start-ups, and larger companies. It describes the technology transfer process as moving from research to development to commercialization. The document also discusses different forms and types of technology transfer, as well as necessary conditions for successful technology transfer like direct people-to-people communication and ensuring all parties benefit.
This document discusses factors that contribute to successful transfer and uptake of environmentally sound technologies. It identifies seven key factors ("7 C's"):
1. Context - The performance of a technology depends on various local factors, so it is important for recipients to select options suitable for their specific needs and environment.
2. Challenges - There are many barriers to technology transfer at each stage, from development to use.
3. Choice - Recipients need options and tools to select the most appropriate technology to meet their needs while being environmentally sound.
4. Certainty - Lack of certainty and high risks inhibit technology markets. Increased information and consistent policies can provide more certainty.
5. Communication
This document discusses several examples of technology transfer between government and academic institutions and private companies in India. It provides cases of technologies developed in areas such as biotechnology, pharmaceuticals, electronics, and information technology that have been successfully transferred and commercialized. Examples include BARC transferring 90 technologies, NCL collaborating with universities and pharmaceutical companies, and DBT transferring forest tree technologies through tissue culture. Private companies like Eli Lilly, Wockhardt, and Cipla have signed licensing deals for drugs. Institutions like CDRI, TIFR, IIT Delhi have also successfully transferred technologies.
Transfer of technology and project planning and managementAjit Jha
A presentation discusses technology transfer and project planning and management. It defines technology transfer as the process of sharing skills, knowledge, technologies, and facilities between institutions. There are different types of technology transfer, including internal transfers within a company and external transfers between organizations. Successful technology transfers require proper planning, documentation, communication between parties, and verification that the quality is maintained.
Keynote presentation at the International Society for Professional Iinnovation Management in Singapore, December 2014. University technology transfer needs a total rethink.. a proposed model to put value creation at the heart of engagement rather than IP control. After all, if universities don't exist to faciltate knowledge diffusion why are we here??
This document provides an overview of technology transfer and popular technology transfer models. It discusses definitions of technology transfer, common technology transfer models, lessons learned from these models, and introduces a "Technology Transfer Life Cycle" model for planning and managing technology transfer projects. The life cycle model involves 6 stages: identifying needed technologies, searching for technology sources, negotiating deals, preparing implementation plans, implementing and assimilating technologies, and assessing impacts. Each stage is followed by a "gate" where critical decisions are made to approve moving forward.
The document outlines an agenda for a presentation on technology transfers, including an introduction, discussions of vertical take-off curves, differences between process and technology transfers, common deliverables, and application techniques using a 9 gate technology transfer approach. The presentation covers key concepts like achieving desired performance from the start of a transfer and examples of specific process and technology transfers.
This document discusses technology transfer. It defines technology transfer as the process of transferring technology from where it originated to wider distribution. It discusses the relationship between invention, innovation, design, and diffusion in technology transfer. Invention is the original concept, innovation is developing and refining an existing idea/product, design is part of the innovation process using modeling, and diffusion involves promotion and sale of the product. The document also outlines various roles like research, development, production, and markets in technology transfer and ways technology can be transferred such as collaborative research, patenting, licensing, spin-off companies, etc. It describes types of technology from emerging to established and constituents of the technology transfer process.
The document discusses technology transfer, defining it as the transfer of research results to develop new products and processes. It states technology transfer is a process that involves different stakeholders at various levels. The document outlines where technology transfer occurs, including universities, research institutes, start-ups, and larger companies. It describes the technology transfer process as moving from research to development to commercialization. The document also discusses different forms and types of technology transfer, as well as necessary conditions for successful technology transfer like direct people-to-people communication and ensuring all parties benefit.
This document discusses factors that contribute to successful transfer and uptake of environmentally sound technologies. It identifies seven key factors ("7 C's"):
1. Context - The performance of a technology depends on various local factors, so it is important for recipients to select options suitable for their specific needs and environment.
2. Challenges - There are many barriers to technology transfer at each stage, from development to use.
3. Choice - Recipients need options and tools to select the most appropriate technology to meet their needs while being environmentally sound.
4. Certainty - Lack of certainty and high risks inhibit technology markets. Increased information and consistent policies can provide more certainty.
5. Communication
This document discusses research and development (R&D) in biotechnology in Malaysia. It provides background on biotechnology and phases of Malaysia's biotechnology development plan from 2005-2020. Key areas that support R&D are discussed, including funding, expertise, intellectual property resources, and collaborations. The advantages of R&D in biotechnology are outlined as leading to industrial development, human capital development, strategic positioning and competitive advantages, engaging professional participation, and future economic growth through financial infrastructure development. The conclusion states that with Malaysia's biodiversity and support for R&D, biotechnology is expected to be a key driver of growth and generate significant revenue by 2020, and that investment in R&D is better than foreign technology
This document discusses different modes, pricing, and negotiation of technological transfer. There are three modes of technology transfer: passive, semi-active, and active. The passive mode involves no direct communication from the originator and users self-educate. The semi-active mode uses a technology transfer agent to interpret information for users. The active mode has the technology agent and team fully involved in the transfer. Pricing can be through lump-sum payments, fees/remuneration, or royalties based on a percentage of sales. Price negotiation is a method to reach agreement between parties and depends on factors like projected revenues and bargaining strengths, with the final price usually between 2-10% of revenues over 5 years.
Technology Transfer Legal and Transactional Issues 5.5.2015Faye Orfanou
This document discusses technology transfer transactions, including contracts between researchers and firms, licensing intellectual property rights, and setting up new entities like spin-offs or joint ventures. It addresses the commercialization strategy in moving research to market, important elements of contracts, and financing options. Legal issues that must be considered include intellectual property ownership, balancing interests of parties, and understanding different national legal systems.
Technology Transfer in Pharma Industry, Technology Transfer in Pharmaceutical Industry, Pharmaceutical Technology Transfer, Pharma Tech Transfer, Naseeb basha, Pharmaceutical Tech Transfer, Naseeb basha Technology Transfer in Pharma Industry, Naseeb basha Pharmaceutical Technology Transfer
This document discusses technology transfer in the pharmaceutical industry. It begins by defining technology transfer and describing the different types. It then discusses various methods of technology transfer, including licensing. It also discusses factors that are important for effective technology transfer, such as having a clear plan, involving the right people, and establishing a proper process. The document also outlines several models that have been proposed for technology transfer and discusses steps involved in the technology transfer process. It concludes by emphasizing that technology transfer is complex and requires a holistic approach.
This document discusses technology transfer, including definitions, types, and necessary conditions. Technology transfer is defined as the transfer of research results to develop new products and processes. There are different kinds of technology transfer, such as intramural within organizations, and extramural between public and private sectors. Technology can be transferred vertically from research to development to production, or horizontally between contexts. Successful transfer requires direct people-to-people communication and qualified agents to apply the technology appropriately.
Technology transfer involves the systematic transfer of a technology from research and development to production. It requires a technology transfer team consisting of representatives from R&D, quality assurance, production, engineering and quality control. The technology transfer process involves multiple stages, beginning with development of the technology in R&D. R&D then provides a technology transfer dossier to production with documentation including the master formula, manufacturing instructions, specifications and analytical methods. Successful technology transfer depends on open communication between both the sending and receiving units.
The document discusses the components and mechanisms of technology transfer. It defines different types of technology transfer, including international, intranational, horizontal, and vertical transfers. The key linking mechanisms for technology transfer are the sale of machinery/equipment, licensing agreements, supply of know-how, technical information services, expert consulting services, direct foreign investment, and subcontracting. Effective technology transfer requires selection of appropriate technologies, adaptation to local conditions, training local staff for repairs/improvements, and combining technology imports with development of indigenous technical skills.
Technology transfer involves sharing skills, knowledge, technologies, and facilities between organizations to make scientific and technological developments more widely accessible. In India, technology transfer is an important way for developing countries to gain access to new technologies, primarily through commercial transfers between private companies. As India opened its economy in 1991, more Indian companies have entered into technical and financial collaborations with foreign companies through technology transfer agreements. However, not all such collaborations are successful due to various disputes that can arise in implementing the agreements.
This document summarizes a seminar on technology transfer. It discusses various ways that technology is transferred, such as through consulting, collaborations, and licensing. It also describes different types of technology like emerging, innovative, and established technologies. Additionally, it outlines the constituents of the technology transfer process, including promotion, deployment, development, and commercialization. It provides examples of technology transfer, such as a process for manufacturing L-phenylalanine using enzymes.
This document discusses technology transfer and the utilization of patent information as a technology transfer tool. It begins with an overview of what technology transfer is, including definitions from WIPO. It then discusses the various types of patent documentation and information contained in patent documents, including technological and bibliographic information. The document outlines international classification systems like IPC and databases like INPADOC. It details how patent information can be accessed and utilized, including for technical, planning, and management purposes by governments, enterprises, researchers, and more. It provides examples of using patent documents and information as a technical resource and management tool.
Transforming Technology Transfer and Recipe Management: From Spreadsheets to ...guest070fdd
Presented by Paul Wlodarczyk at Documentation and Training Life Sciences, June 23-26, 2008 in Indianapolis.
The creation and management of formulation and control recipes is a process that is overdue for transformation. Today, most pharmaceutical companies still rely on error-prone, manual recipe-management approaches, in which master recipes are treated as static and disconnected documents. These outdated approaches lead to delays in technology transfer and introduce errors as formulations are entered into execution and quality management systems. Inefficient technology transfer, in turn, leads to delays in commercialization, waste or poor yield, compliance challenges, and risks to product quality.
Recipe standardization and management can improve every aspect of the product lifecycle, from late-stage discovery through clinical and commercial manufacturing. As pharmaceutical companies increasingly implement Quality by Design principles, recipe standardization will ensure that critical process parameters and their ranges are documented in a uniform fashion, from the earliest phases of process development and then managed effectively through all stages of manufacturing.
This slide deck explores new approaches for standardizing recipe management to mitigate risk and accelerate time to market. You will see case studies and be provided with a framework for understanding how to migrate to standards-based recipe-management practices.
Dr. Ravi Dhar Summarizes Technology Transfer India 2016Dr. Ravi Dhar
This document provides an overview of technology management and transfer in Indian academic organizations. It discusses how innovations and intellectual property are generated through research and protected through patents. The technology transfer process involves assessing innovations, obtaining legal protection, licensing technologies, and monitoring commercialization and revenue generation including royalty sharing. It notes that technology transfer offices help support this complex process and various research organizations in India are involved in technology transfer. Effective disposal of technologies through evaluation, upscaling, licensing and monitoring production and sales is also covered.
This document discusses technology transfer models in pharmaceuticals. It begins with an introduction that defines technology transfer as the movement of technology between different stakeholders. It then discusses four qualitative models of technology transfer: the Bar-Zakay model, the Behrman and Wallender model, the Dahlman and Westphal model, and the Chantramonklasri model. It also discusses three quantitative models proposed by Sharif and Haq, Raz et al., and Klein and Lim. The document concludes that technology transfer is a complex process that requires a holistic approach and dedicated organizations to facilitate the transfer of technology from development to commercialization.
The document discusses technology transfer at research institutions. It outlines that the mission of universities is changing to be more entrepreneurial and focus on commercializing research. Technology transfer involves transferring knowledge from research to industry through activities like licensing, spin-offs and partnerships. While technology transfer may not generate significant revenues initially, it plays an important role in fulfilling the research mission and motivating researchers.
Technology transfer is the process of sharing skills, knowledge, technologies, methods of manufacturing, and facilities between governments, institutions, and other organizations so that scientific and technological developments can be accessible to more users. Many companies, universities, and government organizations now have technology transfer offices to identify potentially commercially interesting research and strategies to exploit it. Effective technology transfer requires cross-functional core teams, action-oriented phase reviews, documented structured development processes, and integrated development tools to improve project speed and efficiency. Technology transfer helps research and commercialization, and can be protected under intellectual property laws and documents like assignment agreements and licenses. It plays an important role in economic development by increasing resources, further exploiting resources, and boosting productivity.
The document discusses 10 key barriers to technology transfer from universities to spin-offs and startups. The barriers include: 1) universities' strategies for academic entrepreneurship are often not well aligned, 2) support models for university spin-offs are mismatched, 3) the focus is too narrow on certain types of technology, 4) spin-off teams lack skill and cognitive diversity, 5) insufficient attention is paid to building strong boards, 6) networks are not well developed, 7) networks cannot be transformed for different needs, 8) moving opportunities to market is challenging, 9) the sources of value are not well understood, and 10) limited funding exists to fill finance gaps over the long lifecycle of spin-offs. The
A proper technology transfer (TT) is both essential and important to drug discovery and development for new medicinal products. It is also required to upgrade drug quality planned during research development and to final product during manufacturing as well as to guarantee that stable quality is transferred
Technology transfer, also called transfer of technology (TOT), is the process of transferring (disseminating) technology from the places and ingroups of its origination to wider distribution among more people and places. It occurs along various axes: among universities, from universities to businesses, from large businesses to smaller ones, from governments to businesses, across borders, both formally and informally, and both openly and surreptitiously
Technology Transfer portfolio in Pharmaceutical IndustryAkshay Jirage
In the pharmaceutical industry, “Technology Transfer” refers to the processes that are needed for successful progress from drug discovery to product development to clinical trials to full-scale commercialization.
This document discusses agglomeration economies and spatial impacts of infrastructure. It summarizes research that shows:
1) Humans naturally agglomerate in cities and clusters, which provide economic benefits like higher productivity and wages. However, agglomerations also have costs like congestion.
2) Measuring the precise causes and effects of agglomeration economies is challenging. A researcher proposes examining violations of standard spatial economic assumptions to better understand agglomeration impacts.
3) A historical example of railroads in the US shows that infrastructure can have "embodied" effects beyond travel time savings by reshaping access to markets and enabling new organizations. These effects are difficult to capture but may be as important as typical
By Carl Pray, David Gisselquist, and Latha Nagarajan.
Presented at the ASTI-FARA conference Agricultural R&D: Investing in Africa's Future: Analyzing Trends, Challenges, and Opportunities - Accra, Ghana on December 5-7, 2011. http://www.asti.cgiar.org/2011conf
This document discusses research and development (R&D) in biotechnology in Malaysia. It provides background on biotechnology and phases of Malaysia's biotechnology development plan from 2005-2020. Key areas that support R&D are discussed, including funding, expertise, intellectual property resources, and collaborations. The advantages of R&D in biotechnology are outlined as leading to industrial development, human capital development, strategic positioning and competitive advantages, engaging professional participation, and future economic growth through financial infrastructure development. The conclusion states that with Malaysia's biodiversity and support for R&D, biotechnology is expected to be a key driver of growth and generate significant revenue by 2020, and that investment in R&D is better than foreign technology
This document discusses different modes, pricing, and negotiation of technological transfer. There are three modes of technology transfer: passive, semi-active, and active. The passive mode involves no direct communication from the originator and users self-educate. The semi-active mode uses a technology transfer agent to interpret information for users. The active mode has the technology agent and team fully involved in the transfer. Pricing can be through lump-sum payments, fees/remuneration, or royalties based on a percentage of sales. Price negotiation is a method to reach agreement between parties and depends on factors like projected revenues and bargaining strengths, with the final price usually between 2-10% of revenues over 5 years.
Technology Transfer Legal and Transactional Issues 5.5.2015Faye Orfanou
This document discusses technology transfer transactions, including contracts between researchers and firms, licensing intellectual property rights, and setting up new entities like spin-offs or joint ventures. It addresses the commercialization strategy in moving research to market, important elements of contracts, and financing options. Legal issues that must be considered include intellectual property ownership, balancing interests of parties, and understanding different national legal systems.
Technology Transfer in Pharma Industry, Technology Transfer in Pharmaceutical Industry, Pharmaceutical Technology Transfer, Pharma Tech Transfer, Naseeb basha, Pharmaceutical Tech Transfer, Naseeb basha Technology Transfer in Pharma Industry, Naseeb basha Pharmaceutical Technology Transfer
This document discusses technology transfer in the pharmaceutical industry. It begins by defining technology transfer and describing the different types. It then discusses various methods of technology transfer, including licensing. It also discusses factors that are important for effective technology transfer, such as having a clear plan, involving the right people, and establishing a proper process. The document also outlines several models that have been proposed for technology transfer and discusses steps involved in the technology transfer process. It concludes by emphasizing that technology transfer is complex and requires a holistic approach.
This document discusses technology transfer, including definitions, types, and necessary conditions. Technology transfer is defined as the transfer of research results to develop new products and processes. There are different kinds of technology transfer, such as intramural within organizations, and extramural between public and private sectors. Technology can be transferred vertically from research to development to production, or horizontally between contexts. Successful transfer requires direct people-to-people communication and qualified agents to apply the technology appropriately.
Technology transfer involves the systematic transfer of a technology from research and development to production. It requires a technology transfer team consisting of representatives from R&D, quality assurance, production, engineering and quality control. The technology transfer process involves multiple stages, beginning with development of the technology in R&D. R&D then provides a technology transfer dossier to production with documentation including the master formula, manufacturing instructions, specifications and analytical methods. Successful technology transfer depends on open communication between both the sending and receiving units.
The document discusses the components and mechanisms of technology transfer. It defines different types of technology transfer, including international, intranational, horizontal, and vertical transfers. The key linking mechanisms for technology transfer are the sale of machinery/equipment, licensing agreements, supply of know-how, technical information services, expert consulting services, direct foreign investment, and subcontracting. Effective technology transfer requires selection of appropriate technologies, adaptation to local conditions, training local staff for repairs/improvements, and combining technology imports with development of indigenous technical skills.
Technology transfer involves sharing skills, knowledge, technologies, and facilities between organizations to make scientific and technological developments more widely accessible. In India, technology transfer is an important way for developing countries to gain access to new technologies, primarily through commercial transfers between private companies. As India opened its economy in 1991, more Indian companies have entered into technical and financial collaborations with foreign companies through technology transfer agreements. However, not all such collaborations are successful due to various disputes that can arise in implementing the agreements.
This document summarizes a seminar on technology transfer. It discusses various ways that technology is transferred, such as through consulting, collaborations, and licensing. It also describes different types of technology like emerging, innovative, and established technologies. Additionally, it outlines the constituents of the technology transfer process, including promotion, deployment, development, and commercialization. It provides examples of technology transfer, such as a process for manufacturing L-phenylalanine using enzymes.
This document discusses technology transfer and the utilization of patent information as a technology transfer tool. It begins with an overview of what technology transfer is, including definitions from WIPO. It then discusses the various types of patent documentation and information contained in patent documents, including technological and bibliographic information. The document outlines international classification systems like IPC and databases like INPADOC. It details how patent information can be accessed and utilized, including for technical, planning, and management purposes by governments, enterprises, researchers, and more. It provides examples of using patent documents and information as a technical resource and management tool.
Transforming Technology Transfer and Recipe Management: From Spreadsheets to ...guest070fdd
Presented by Paul Wlodarczyk at Documentation and Training Life Sciences, June 23-26, 2008 in Indianapolis.
The creation and management of formulation and control recipes is a process that is overdue for transformation. Today, most pharmaceutical companies still rely on error-prone, manual recipe-management approaches, in which master recipes are treated as static and disconnected documents. These outdated approaches lead to delays in technology transfer and introduce errors as formulations are entered into execution and quality management systems. Inefficient technology transfer, in turn, leads to delays in commercialization, waste or poor yield, compliance challenges, and risks to product quality.
Recipe standardization and management can improve every aspect of the product lifecycle, from late-stage discovery through clinical and commercial manufacturing. As pharmaceutical companies increasingly implement Quality by Design principles, recipe standardization will ensure that critical process parameters and their ranges are documented in a uniform fashion, from the earliest phases of process development and then managed effectively through all stages of manufacturing.
This slide deck explores new approaches for standardizing recipe management to mitigate risk and accelerate time to market. You will see case studies and be provided with a framework for understanding how to migrate to standards-based recipe-management practices.
Dr. Ravi Dhar Summarizes Technology Transfer India 2016Dr. Ravi Dhar
This document provides an overview of technology management and transfer in Indian academic organizations. It discusses how innovations and intellectual property are generated through research and protected through patents. The technology transfer process involves assessing innovations, obtaining legal protection, licensing technologies, and monitoring commercialization and revenue generation including royalty sharing. It notes that technology transfer offices help support this complex process and various research organizations in India are involved in technology transfer. Effective disposal of technologies through evaluation, upscaling, licensing and monitoring production and sales is also covered.
This document discusses technology transfer models in pharmaceuticals. It begins with an introduction that defines technology transfer as the movement of technology between different stakeholders. It then discusses four qualitative models of technology transfer: the Bar-Zakay model, the Behrman and Wallender model, the Dahlman and Westphal model, and the Chantramonklasri model. It also discusses three quantitative models proposed by Sharif and Haq, Raz et al., and Klein and Lim. The document concludes that technology transfer is a complex process that requires a holistic approach and dedicated organizations to facilitate the transfer of technology from development to commercialization.
The document discusses technology transfer at research institutions. It outlines that the mission of universities is changing to be more entrepreneurial and focus on commercializing research. Technology transfer involves transferring knowledge from research to industry through activities like licensing, spin-offs and partnerships. While technology transfer may not generate significant revenues initially, it plays an important role in fulfilling the research mission and motivating researchers.
Technology transfer is the process of sharing skills, knowledge, technologies, methods of manufacturing, and facilities between governments, institutions, and other organizations so that scientific and technological developments can be accessible to more users. Many companies, universities, and government organizations now have technology transfer offices to identify potentially commercially interesting research and strategies to exploit it. Effective technology transfer requires cross-functional core teams, action-oriented phase reviews, documented structured development processes, and integrated development tools to improve project speed and efficiency. Technology transfer helps research and commercialization, and can be protected under intellectual property laws and documents like assignment agreements and licenses. It plays an important role in economic development by increasing resources, further exploiting resources, and boosting productivity.
The document discusses 10 key barriers to technology transfer from universities to spin-offs and startups. The barriers include: 1) universities' strategies for academic entrepreneurship are often not well aligned, 2) support models for university spin-offs are mismatched, 3) the focus is too narrow on certain types of technology, 4) spin-off teams lack skill and cognitive diversity, 5) insufficient attention is paid to building strong boards, 6) networks are not well developed, 7) networks cannot be transformed for different needs, 8) moving opportunities to market is challenging, 9) the sources of value are not well understood, and 10) limited funding exists to fill finance gaps over the long lifecycle of spin-offs. The
A proper technology transfer (TT) is both essential and important to drug discovery and development for new medicinal products. It is also required to upgrade drug quality planned during research development and to final product during manufacturing as well as to guarantee that stable quality is transferred
Technology transfer, also called transfer of technology (TOT), is the process of transferring (disseminating) technology from the places and ingroups of its origination to wider distribution among more people and places. It occurs along various axes: among universities, from universities to businesses, from large businesses to smaller ones, from governments to businesses, across borders, both formally and informally, and both openly and surreptitiously
Technology Transfer portfolio in Pharmaceutical IndustryAkshay Jirage
In the pharmaceutical industry, “Technology Transfer” refers to the processes that are needed for successful progress from drug discovery to product development to clinical trials to full-scale commercialization.
This document discusses agglomeration economies and spatial impacts of infrastructure. It summarizes research that shows:
1) Humans naturally agglomerate in cities and clusters, which provide economic benefits like higher productivity and wages. However, agglomerations also have costs like congestion.
2) Measuring the precise causes and effects of agglomeration economies is challenging. A researcher proposes examining violations of standard spatial economic assumptions to better understand agglomeration impacts.
3) A historical example of railroads in the US shows that infrastructure can have "embodied" effects beyond travel time savings by reshaping access to markets and enabling new organizations. These effects are difficult to capture but may be as important as typical
By Carl Pray, David Gisselquist, and Latha Nagarajan.
Presented at the ASTI-FARA conference Agricultural R&D: Investing in Africa's Future: Analyzing Trends, Challenges, and Opportunities - Accra, Ghana on December 5-7, 2011. http://www.asti.cgiar.org/2011conf
Toolbox Involving Researchers In Spin Offs Ppt FinalFITT
The 1999 French Law for Innovation and Research aims to foster technology transfer from public research to industry by providing a legal framework for researcher mobility. It establishes four schemes for researchers in public organizations to be involved with innovative companies: (1) creating a company, (2) consulting activities, (3) participation on company boards, and (4) participation in company capital. Between 2000-2006, nearly 3/4 of approvals from the Commission of Deontology were for consulting activities and 1/4 for company creation, showing researchers' preference for schemes allowing them to remain in public service. The law seeks to balance promoting mobility while protecting researchers' interests and public research organization functioning.
This presentation looks at the choice between a rotary drum agglomerator and a disc pelletizer, when looking for an effective agglomeration solution. The advantages of each piece of equipment are discussed for a variety of considerations.
The pelletizing process forms raw materials into spherical pellets using large rotating discs. Haver Screening Group supplies custom pelletizing discs up to 7500mm in diameter that can process up to 150 tonnes per hour. The discs can be adjusted automatically to control pellet quality and optimize production. Pelletizing discs offer more flexible control over process parameters compared to drums.
This presentation looks at the many types of agglomeration equipment available, as well as how they each work. Included in this presentation are compactors, briquetters, pin mixers, paddle mixers (pug mills), disc pelletizers, and agglomeration drums.
Agglomeration is the process of particle size enlargement and is used throughout a variety of industries to improve handling and product characteristics, among other things. This presentation looks at why it may be desirable to agglomerate a material, as well as some of the basic types of agglomeration.
The document discusses the primary, secondary, tertiary, quaternary, and quinary economic sectors. The primary sector involves extracting raw materials from the earth. The secondary sector involves manufacturing finished goods. The tertiary sector provides services to individuals and businesses. The quaternary sector involves intellectual activities like research and education. The quinary sector involves high-level decision making. Developed countries have decreasing proportions of workers in primary and increasing proportions in tertiary sectors.
This document discusses Wallerstein's world-systems analysis theory, which views the world economy as a single integrated system divided into core, semi-peripheral, and peripheral countries based on their role in the international division of labor. The theory aims to explain the development of one large world economy. It has strengths in describing historical changes that shaped the modern world and recognizing globalization and inequality. However, it also has weaknesses like oversimplifying dynamics as countries and relationships change over time.
Technology export can be - technological disclosure, technical
guidance, technical assistance, technology assignment, and
licensing. Technology export is normally implemented by
concluding various types of technology transfer agreements.
This document provides information about commercializing university research from the Enterprise Office at City University London. It discusses intellectual property, protecting IP, patents, commercializing research through consulting, licensing or spinouts, and how the Enterprise Office can help researchers with assessing ideas, obtaining patents, business planning, and contracts. It also outlines the university's revenue sharing policy and provides examples of current commercialization projects.
INCIPIT Campania:: "A Government Funded Incubator Experience Across Two Southern Italy Universities"
by Diego Perifano, Senior Business Consultant on behalf of Prof. Franco Garofalo, University of Naples
The document discusses the role of the UNCG Office of Innovation Commercialization in translating university research to benefit an aging society. It summarizes how the aging baby boomer population and economic pressures are creating opportunities, and how the office works to commercialize innovations through licensing, startups, and partnerships. The office aims to support UNCG's mission of engaging in high-value research and commercialization to pioneer new ways of innovating and benefiting society.
Translating intellectual assets into impact – Building innovation capacity wi...SAFIPA
A unit of the CSIR:
- Impact through research, development (R&D) and
Innovation in the information and communication
technology (ICT) and the application thereof
• Established in April 2005 – now the largest
concentration of ICT Researchers in South Africa
- 247 staff and students in two main locations in
Pretoria and Cape Town
- Active international R&D collaboration with partners
in Africa, Europe and Asia
• CSIR Meraka Institute produces:
- Local experts in ICT
- Local ICT technology
- Local innovations
The document discusses university technology transfer, including its background and processes in the UK. It provides an overview of government policies supporting technology transfer, the roles of technology transfer offices, and methods of commercializing university research such as licensing and spinning out companies. It also compares technology transfer metrics between UK and US universities, finding that UK universities file more licenses and create more spin-outs per $1 billion in research spending, but US universities generate more licensing income.
Intellectual property is important for companies to gain competitive advantages in industries like golf equipment. Golf ball companies spend heavily on research and development to create new ball technologies protected by patents. Companies that leverage their intellectual property well, like Titleist which holds 60% of the golf ball market, perform strongly. Professional golfers seek out the best-performing balls. Countries and companies that acquire foreign technologies and intellectual property through partnerships and licensing, like Japan and its electronics firms in the 1950-70s, can build entire domestic industries. Intellectual property holdings correlate with higher company valuations. Technology transfer platforms like TYNAX provide a global marketplace to facilitate IP transactions and commercialization between buyers and sellers internationally.
In assessing the market opportunities of a particular technology, it is important to consider whether the technology should be patented or not, and whether the technology should be licensed or put in a spin-off. Commercial Services is a group of three people at Imperial Innovations that investigates the market potential of new incoming projects and idea proposals. They give advice with respect to commercialization based upon thorough market research which they perform in close collaboration with industry.
www.FITT-for-Innovation.eu
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Technology transfer technology brokerage day 2 full en
1. Republika Srbija
MINISTARSTVO EKONOMIJE
I REGIONALNOG RAZVOJA
Technology Transfer, Technology Brokerage
Beograd June 2011. godine
Intellectual Property Office
Finansira Evropska unija
2. Republika Srbija
MINISTARSTVO EKONOMIJE
I REGIONALNOG RAZVOJA
Introducing Workshop 2
Support to the commercialisation of
academic knowledge
Andrzej Schafernaker,
Team Leader SECEP
Finansira Evropska unija
3. Session 1
Technology Transfer from
public research organisations:
developing 3rd stream activity
Lisa Cowey
Key Expert (Competitiveness and Innovation) ICIP
Finansira Evropska unija
4. Outline of talk
• Economic, Political and Legislative Drivers
of Innovation from PROs.
• Direct and indirect benefits of 3rd stream
activity.
• Models of Technology Transfer.
• Technology Transfer Processes
Finansira Evropska unija
5. Innovation from Public Research Organisations (PROs)
PRO Mission:
• Teaching
• Research
• Innovation (3rd Stream)
• Why are Universities and Research
Institutes being encouraged to get involved
in technology transfer…?
Finansira Evropska unija
6. Economic And Political Drivers of Innovation
University-Industry technology transfer plays
an acknowledged role in economic growth
and technological advance.
University licensing activity USA (1999)
generated 270,000 jobs,
$5 billion in tax revenues
$40 billion in total economic activity
Finansira Evropska unija
7. University spinout activity USA
• ~12% of USA university inventions are
realised though the medium of technology
transfer via a new spinout company.
• These new companies have a
disproportional success with over 70% of
USA start-ups founded since 1980 still in
operation
• 20% of spinouts from the Massachusetts
Institute of technology (MIT) going on to
experience Initial Public offering (IPO)
Finansira Evropska unija
8. UK University Activity (2001-2002)
• turnover of spin-off companies increased from
£212m to £289m
• number of people employed by spin-offs
increased from 10,500 to 12,000.
• number of new patents filed rose 8 %, from 896
to 967.
• Income from IP increased 83 %, up from £18m
to £33m
Finansira Evropska unija
9. Economic And Political Drivers of Innovation
• University innovation as
commercialisation of an invention, is
thus considered an important
mechanism for economic activity.
Finansira Evropska unija
10. Why 3rd Stream activities?
It’s the economy stupid!
James Carville
(1992 Clinton Presidential campaign)
Finansira Evropska unija
11. Direct vs. In-direct benefits
Technology transfer is not a large revenue generator for
the university
UK Lambert Review of 2003 –
• unrealistic for universities to seek large financial returns.
• public funding for technology transfer offices at
universities is to “enable universities to maximise the
wider impact of their research”.
Stanford University (USA):
• primary reason for engaging in technology transfer is to
“create the greatest possible economic and social
benefits, whether or not they accrue to the university.
Finansira Evropska unija
12. In-direct Benefits
Stanford
• remains a leader in technology transfer
• has generated more start ups than any other
USA university.
• remains a model for many other universities
both nationally and internationally.
Finansira Evropska unija
13. Indirect benefits to the Universities
Increased potential for :
• participating in interesting and well resourced
collaborative projects
• generating publishing opportunities
• enhancing the reputation of the university and
research group
• attracting high calibre students
• improving the chances of long term survival of
the research group.
Finansira Evropska unija
14. Perceived Government Benefits
• National industry as a whole
• Related employment prospects
• Induced investment into the National
technology sector
Finansira Evropska unija
15. Legislative Drivers of Innovation
Legislation: considered to be one of the driving forces of university
technology transfer.
Who owns the IPR?
• 1981 USA Bayh-Dole Act
• 1985 UK Devolution of IPR rights from British Technology Group
to Universities
• Legislation has made it possible for R&D institutes and universities
to develop their own IPR policies.
How can you exploit your IPR?
• Legal transfer of ownership rights.
How can you protect your IPR?
• Increasingly, universities are using legislation to fight infringement.
Finansira Evropska unija
16. Commercialisation of inventions
Legislation allows Universities/ Faculties/ PROs to
hold the rights to IPR (“ownership”).
Once ownership of an invention has been
unambiguously assigned then innovation can take
place.
Inventions are commercialised though a process of
“technology transfer”.
Finansira Evropska unija
17. Technology Transfer
• Definition
• Technology Transfer - “the process whereby
inventions or intellectual property from
academic research is licensed or conveyed
through use of rights to industry” (Association
of University Technology Managers 1998)
• Intellectual property - A product of the
intellect that has commercial value.
Finansira Evropska unija
18. Realising Value: Practical routes for IP Transfer
Technology can be transferred and knowledge can
be exchange through one of the following
methods:
• royalties and fees from licensed IPRs based on staff
innovations and inventions;
• university owned companies and joint ventures;
• consultancy services;
• research contracts;
• sponsored research.
Finansira Evropska unija
19. Main stages of Technology Transfer
• Identification
• Capture
• Evaluation
• Market
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20. Technology Transfer Models
• All generic models of Technology Transfer
or Innovation include:
– General Processes
– Decision Points (“Controls”)
– Documentation (“Tools”)
Finansira Evropska unija
21. General processes
• Disclosure
• Technology Evaluation
• Market Evaluation
• Legal (IPR protection)
• Route to Market: Licence/Spinout models
In all cases, the process will protect and
then exploit IP.
Finansira Evropska unija
22. Models of Technology Transfer
Deal Based Model (Just in Time)
• rate of production of IP = expected rate of transfer/
licensing.
• prime goal to keep inventory low = minimise un-
reimbursed patent expenses.
• Result:
Institution may lose potential innovations because they have to
be abandoned.
Inventory Model
• does not link the decision to patent to the IP marketing
activities
decouples the product production from product sales
• Result:
Institution may build a substantial inventory of unlicensed patent
Institution may incur substantial un-reimbursed expenses.
Finansira Evropska unija
23. Deal based vs. Inventory?
• The processes, controls and human resources
required for efficient implementation of
technology transfer will depend on which of the
two models predominates.
• The AUTM 2000 Annual Survey suggests that
a licensing professional can manage
approximately twenty-one new inventions a
year and produce about seven licensing deals
per year.
Finansira Evropska unija
26. Appendix A: Technology Transfer Process Disclosure
General Process Evaluation
Research and
Decision Marketing
Discovery &
Invention Document Legal
Disclosure Commercial Exploitation of R&D
Post Licence
IP Non-Confidential
Protection Summary and = TTAG Review
Due Diligence & Marketing Strategy
Commercial
• Technology Transfer Process
Assessment
License to Spin-out
Documented External or Spin-Out
Technology Company License?
Opportunity
Market to Negotiate &
No Licensee Yes
Potential Execute Licence
Yes Further Interested? Agreement
Decision to Licensees
Funding
Proceed
Needed?
No Distribution of Licence
Confidential Income
Release to No Licensee Information
Researcher(s) Found Exchange
Maintenance of
Licence and Patents
Finansira Evropska unija
27. Documentation
The following documents are normally required to support
the Innovation process.
• Disclosure
• Assignment of Rights
• Initial Assessment of the Technology Opportunity
• Application for IP Protection:
•Patent
•Trademark
•Copyright
•Registered designs
• Tech- Assessment to assess route to market
• License Templates/ Spinout business plan
Finansira Evropska unija
28. Stage I Invention Assessment
to assess optimum management strategy for
commercialisation
• Claims to Ownership (due diligence)
• Feasibility and Scope of Protection
• Strength of the technology
• Commercial Potential and Value
• Stage of Development (EUROs?)
• Commitment of inventor (s)
Finansira Evropska unija
29. Disclosure
•first signal that an invention has been made
•a method of formalising the confidential
description of an invention
•a basis for determining patentability
•the technical information required to draft a
patent
Also used to establish the rights to an invention
that cannot be patented but may be protected by
other means e.g. copyright.
Finansira Evropska unija
30. Appendix A: Technology Transfer Process Disclosure
General Process Evaluation
Research and
Decision Marketing
Discovery &
Invention Document Legal
Disclosure Commercial Exploitation of R&D
Post Licence
IP Non-Confidential
Protection Summary and = TTAG Review
Due Diligence & Marketing Strategy
Commercial
• Technology Transfer Process
Assessment
License to Spin-out
Documented External or Spin-Out
Technology Company License?
Opportunity
Market to Negotiate &
No Licensee Yes
Potential Execute Licence
Yes Further Interested? Agreement
Decision to Licensees
Funding
Proceed
Needed?
No Distribution of Licence
Confidential Income
Release to No Licensee Information
Researcher(s) Found Exchange
Maintenance of
Licence and Patents
Finansira Evropska unija
31. Disclosure
The key information required on the disclosure
form should include:
•Title of the invention
•Name(s) of the inventor(s)
•Design date and date put into practice
•Sponsorships where relevant
•A description of the invention
•Publication dates, existing or projected, if
applicable
Finansira Evropska unija
32. Examples
Examples of disclosure forms
University of Stanford:
http://otl.stanford.edu/inventors/resources/disclosure.pdf
MIT:
http://web.mit.edu/tlo/www/downloads/doc/techdisclosur
eelectronicfrmdoc.doc
University of Chicago:
http://uctech.uchicago.edu/inventors/inventiondisclosure.
shtml
SEE CD ROM
Finansira Evropska unija
34. Premature Disclosure
The public release of information relating to an
invention before a patent has been filed.
•abstracts
•poster sessions
•seminars
•shelved theses
Premature disclosure usually disqualifies an
invention from being patented
Finansira Evropska unija
35. Non-Disclosure Agreements
• Examples of CDAs
• Stanford University see:
• http://otl.stanford.edu/pdf/cda.pdf
• MIT see:
• web.mit.edu/tlo/www/downloads/pdf/ONE_WAY.IN_1998
-03-03.pdf
• web.mit.edu/tlo/www/downloads/pdf/TWO_WAY_1998-
03-02.pdf
• web.mit.edu/deshpandecenter/downloads/NDA_Deshpa
nde_Center_2005.pdf
Finansira Evropska unija
36. Assignment of Rights
• Inventor Assignment of Invention Form
•transfers ownership of the invention to the University of
Institute
• University or Institute Assignment of Invention
•permits the University or Institute Technology Transfer
Office to patent and license the invention.
The University of Virginia send a one dollar coin to each
inventor “in consideration of the assignment of the
invention to the University” and a letter of thanks!
Finansira Evropska unija
37. Stage II Assessment of the Technology
Opportunity
•Investigation of Patentability and
marketability.
•During the assessment or evaluation
period, an invention may be safely disclosed
outside the institution under the protection of
a Confidential Disclosure Agreement or
CDA.
Finansira Evropska unija
38. Appendix A: Technology Transfer Process Disclosure
General Process Evaluation
Research and
Decision Marketing
Discovery &
Invention Document Legal
Disclosure Commercial Exploitation of R&D
Post Licence
IP Non-Confidential
Protection Summary and = TTAG Review
Due Diligence & Marketing Strategy
Commercial
• Technology Transfer Process
Assessment
License to Spin-out
Documented External or Spin-Out
Technology Company License?
Opportunity
Market to Negotiate &
No Licensee Yes
Potential Execute Licence
Yes Further Interested? Agreement
Decision to Licensees
Funding
Proceed
Needed?
No Distribution of Licence
Confidential Income
Release to No Licensee Information
Researcher(s) Found Exchange
Maintenance of
Licence and Patents
Finansira Evropska unija
39. Application for IP Protection
•Provisional Patent Application
•Copyright Application
•Trademark Application
•Design rights
•Database rights
•(Others)
Finansira Evropska unija
40. Appendix A: Technology Transfer Process Disclosure
General Process Evaluation
Research and
Decision Marketing
Discovery &
Invention Document Legal
Disclosure Commercial Exploitation of R&D
Post Licence
IP Non-Confidential
Protection Summary and = TTAG Review
Due Diligence & Marketing Strategy
Commercial
• Technology Transfer Process
Assessment
License to Spin-out
Documented External or Spin-Out
Technology Company License?
Opportunity
Market to Negotiate &
No Licensee Yes
Potential Execute Licence
Yes Further Interested? Agreement
Decision to Licensees
Funding
Proceed
Needed?
No Distribution of Licence
Confidential Income
Release to No Licensee Information
Researcher(s) Found Exchange
Maintenance of
Licence and Patents
Finansira Evropska unija
41. Market Assessment
• Market for invention
• Number of potential market sectors
• Total Market size
• Market Profile
• Competitive Market Structure
• Economic benefits of invention.
• Market inertia to change
• Estimated Royalty rates
• Anticipated life-span of market
• Estimated payback period
Finansira Evropska unija
42. License
License Agreement:
•20 + page document
•dense legal prose
•first draft created by the Licensor
•Allows all IP Policy to be stated up-front
Multiple drafts before agreement is reached.
(Even starting a spinout may require the IPR
to be licensed to the new company)
Finansira Evropska unija
43. Outcomes of the Technology Transfer Process
•Invention Protection
•Commercialization
•Successful Innovation
•Royalties
•Equity shares
Finansira Evropska unija
44. Pitanja i komentari
• schafernaker@secep.rs
• lisa.cowey@icip-serbia.org
• www.secep.rs
• www.icip-serbia.org
Finansira Evropska unija
46. Session 2 I
Universities, Public Research
Institutions and Intellectual Property
Rights.
Lisa Cowey
Key Expert (Competitiveness and
Innovation) ICIP
Finansira Evropska unija
47. Outline of talk
• What is a PRO IP Policy?
• Why are they important?
• Situational examples.
• What should an IP Policy cover?
• What should an IP Policy achieve?
• Examples of IPRs for Universities and
research groups.
Finansira Evropska unija
48. What is “IP Policy”?
• Legal Ownership of “IP” (Rights Holder)
• Coverage of the IPRs
• Commercialization rights and
responsibilities
• Commercialization process
• Benefit sharing
• Other issues including “conflict of interest”
Finansira Evropska unija
49. Legal Ownership/ Rights Holding
• Who can:
• Sell it?
• Rent it?
• Develop it?
Who owns this piece of land?
Finansira Evropska unija
50. “Why do we need IP Policy anyway?”
• Gatorad!
• Invented in 1965 by researchers at
the University of Florida and named
in honour of the University’s football
team.
• When an idea makes a lot of money
then the number of people who
claim to have been involved
increases exponentially
Finansira Evropska unija
51. “Me too” claim to ownership of good IP
Number of people who claim “it was my idea too!”
Money (or kudos!)
Finansira Evropska unija
52. Disputed ownership: Outcome?
Money made by the legal profession in resolving disputes
Money made by the inventors
Cost of
the
dispute
No. of people who claim
ownership…
Finansira Evropska unija
53. “Nothing to do with me” claim to
ownership of bad IP
Number of people who claim “it was my idea too!”
Legal threats from IP purchaser
Finansira Evropska unija
54. Who is responsible when Bad IP is sold?
The Oxford Sugar Beat and Crop Dryers Ltd
• Established:1926
• Patents: Yes
• Ownership?
– Unclear - University or Founder?
• Patent Claims?
– LOTS!
Finansira Evropska unija
55. What does the Patent Promise?
• GB344080 - 3rd May 1931
• Inventor: BRYNAR JAMES
OWEN (M.A., iD.Sc., M.Eng.,
Director of the Institute of
Agricultural Engineering,
University of Oxford, Oxford)
• An improved apparatus for
drying crops artificially.
Finansira Evropska unija
56. Who is responsible when Bad IP is sold?
• Outcome: Litigation
• University was sued in 1931 for £750,000
• This was greater than the governments total annual
grant to the University!
• Direct outcome: Company settled for 10% of claim,
mainly paid by the Ministry of Agriculture UK
• Indirect outcome: Oxford University wanted nothing to do
with Innovation, commercialisation and spinout
companies for a long, long time!
• Who is “responsible” for a result that emerges from a
University Research Laboratory? (who is responsible for
side effects!?)
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57. “Clean” IP
• Ownership is clear
• Undisputed
• Smoothes the path of technology transfer
• Keeps Universities out of the Law courts
• Underpinned by a good IP Policy
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58. Issues to be addressed by an IP Policy
1. coverage of intellectual property policy;
2. ownership of intellectual property;
3. disclosure of intellectual property;
4. marketing, commercialization and licensing of
patents;
5. distribution of income;
6. rights and obligations of an inventor and the
institution;
7. other pertinent issues.
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59. Do all IP Policies look the same?
• No!
– Effective IP Policy reflects local conditions –
they may not transfer successfully.
– read and reflect but do not borrow
indiscriminately
• All IP Policies address the same issues.
– How they deal with them differs.
– Examples?
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60. Oxford University
• The University takes ownership and
responsibility for commercialisation of IP through
the TTO “Isis Innovation”.
• Benefits are shared with inventors according to a
published “revenue and benefits sharing
scheme”.
• The University reserves the right to take an
equity stake in a spinout company.
– Lots of licensing deals
– The Oxfordshire area has many “spinouts”.
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61. Cambridge University
• For many years the University had a policy of
giving legal ownership of IP to the inventors.
• The University “waived all rights” to ownership
and benefits.
– Few University licensing deals
– The Cambridgeshire area has many “start-ups”. (“The
Cambridge phenomenon”)
– Was the area of science influential?
• Policy is being reversed
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62. Oxford vs. Imperial
• Oxford IP policy includes undergraduate
students
• Imperial College London IP Policy
excludes undergraduate students
– Same “issue” (who is included?)
– Different decision
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63. Oxford University vs. Oxford Brookes University
• Oxford University commercialises though
a wholly owned legal company “Isis
Innovation Ltd”
• Oxford Brookes University commercialises
through an internal University department
“The RBDO”.
– Same issue: who is responsible for
commercialisation?
– Different decision regarding the “vehicles”
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64. Revenue Sharing Model: Cornell Research Foundation
of Cornell University
GROSS ROYALTIES
Less assignable patent and licensing costs
NET ROYALTY INCOME
CORNELL RESEARCH FOUNDATION
INVENTOR’S SHARE
Operation and unrecovered patents and
50 %< US$100,000
marketing costs for all inventions 35 %
25 %> US$100,000
REMAINING NET ROYALTY INCOME
Shared by:
Unit and Sub-unit University
Inventor’s Research Program 40 %
60%
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65. Revenue Sharing Model: University of Oxford
Tangible Financial Benefits to Scientists, Departments and University
Licensing Revenue sharing at Oxford University
Total net Researchers University Department Isis
revenue personally General Fund Funds Innovation
to £72k 61% 9% 0% 30%
to £720k 31.5% 21% 17.5% 30%
over £720k 15.75% 28% 26.25% 30%
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67. University of Reading UK
Appendix A: Technology Transfer Process Disclosure
General Process Evaluation
Research and
Decision Marketing
Discovery &
Invention Document Legal
Disclosure
Post Licence
IP Non-Confidential
Protection Summary and = TTAG Review
Due Diligence & Marketing Strategy
Commercial
Assessment
License to Spin-out
Documented External or Spin-Out
Technology Company License?
Opportunity
Market to Negotiate &
No Licensee Yes
Potential Execute Licence
Yes Further Interested? Agreement
Decision to Licensees
Funding
Proceed
Needed?
No Distribution of Licence
Confidential Income
Release to No Licensee Information
Researcher(s) Found Exchange
Maintenance of
Licence and Patents
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68. Why do these differences occur?
Ownership/ Right Holders
• Reasons are often highly practical
• Who has the resources (time, money and
inclination) to undertake commercialisation?
• Inventors at Cambridge may have felt that it was
“their idea” but they lacked the resources to
commercialise.
• A dedicated TTO and a fair benefit sharing
scheme can be the solution.
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69. TTO a department or a separate Unit?
• Internal department – an extension of the
University -more acceptable to researchers?
(University Zagreb)
Vs.
• Legal advantages of separate legal entity (sue
the TTO and not the University) (Rudjer
Innovations)
And
• Cultural differences of a “business unit” (the
need to sit mid-way between 2 environments)
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70. Regional Examples (Croatia)
• University Zagreb (Rectorate Unit)
• (Medical School Faculty TTO)
• Rudjer Boskovic Institute
• (RI doo)
• University of Rijeka (Rectorate Unit +
STeP doo)
• University Osijek: Medical School
TTO + strategic relationship with
Ceder Sinai Medical Hospital , Los
Angeles SAD
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71. Undergraduates included or excluded
• Is the value of undergraduate IP worth the
effort to commercialise?
– Leave then outside the system
vs.
• Is there a long term benefit in encouraging
and supporting undergraduates to become
more entrepreneurial?
– Draw them into the system
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72. Process Difference
• USA vs. European
– First to Patent (Europe)
– First to Publish (USA)
• Internal vs. External IP Evaluation
committee
• Transfer of ownership vs. transfer of rights
to commercialise
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73. Deal with the Issues YOUR way
• To summarise
• All IP Policies deal with the same set of
issues
• HOW they deal with them reflects
– Country
– Local Laws (National and by-laws)
– Resources
– Stakeholder preference
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74. Issues to be addressed by an IP Policy
1. coverage of intellectual property policy;
2. ownership of intellectual property (rights
holding);
3. disclosure of intellectual property;
4. marketing, commercialization and licensing of
patents;
5. distribution of income;
6. rights and obligations of an inventor and the
institution;
7. other pertinent issues.
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75. IP Policy: Objectives
An Intellectual Property Policy should help to achieve the
following objectives:
1. Public Benefit
2. Protection of Academic Freedom
3. Fair Distribution
4. Timely and Efficient Technology and Knowledge
Transfer
5. Promotion not inhibition
6. Establish standards
7. Promote mutually beneficial rewards
8. Compliance with applicable laws and regulations
9. Ensure awareness of differing IP systems
10. Conflict Resolution
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76. Abdicating Control vs. Taking Control
• Fear and uncertainty
• IP Policy
• Disinclination to engage in
Innovation activities • Conflict of Interest Policy
• TTO/ Designated
Commercialisation Unit
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77. Useful Resource
• World Intellectual Property Organisation
(WIPO): Guidelines on Developing IP
Policy for Universities and R&D
Organizations.
• http://www.wipo.int/export/sites/www/uipc/en/guidelines/pdf/ip_policy.pdf
• Regional Examples of IP Policies and TTO Operation on
CD ROM
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78. Pitanja i komentari
• schafernaker@secep.rs
• lisa.cowey@icip-serbia.org
• www.secep.rs
• www.icip-serbia.org
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79. Session 2 II
Understanding Intellectual Property
Rights.
Mr Nataša Milojević,
Savetnik
Zavod za intelektualnu svojinu/
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81. Session 3
Technology and Market Evaluation.
Lisa Cowey
Key Expert (Competitiveness and
Innovation) ICIP
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82. Overview
• Evaluation as part of the TT processes
• Decision making aids (established
methods, processes and procedures)
• Use of decision trees and rating and
ranking methods.
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83. Appendix A: Technology Transfer Process Disclosure
General Process Evaluation
Research and
Decision Marketing
Discovery &
Invention Document Legal
Disclosure
Post Licence
IP Non-Confidential
Protection Summary and = TTAG Review
Due Diligence & Marketing Strategy
Commercial
Assessment
License to Spin-out
Documented External or Spin-Out
Technology Company License?
Opportunity
Market to Negotiate &
No Licensee Yes
Potential Execute Licence
Yes Further Interested? Agreement
Decision to Licensees
Funding
Proceed
Needed?
No Distribution of Licence
Confidential Income
Release to No Licensee Information
Researcher(s) Found Exchange
Maintenance of
Licence and Patents
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84. Technology transfer models
• Inventory based
– Patent those discoveries that look promising, market and license
later.
– Institution may build a substantial inventory of unlicensed patents
– Institution may incur substantial un-reimbursed expenses.
• Deal based
– Market first, only patent if deal is found.
– Rate of production of IP = expected rate of transfer/ licensing
– Inventory kept low, minimising un-reimbursed patent costs
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85. Evaluation Continuum
Market Assessment
Commercial Potential
Protectability
Stage of Development
Ownership
Technology Assessment
Time
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86. Tech- Assessment
• to assess optimum management
strategy for commercialisation
• Traffic Light system
Go
Proceed with caution
STOP!
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87. Technology/ Invention Assessment
6 Pillars approach
1. Ownership
2. Feasibility and Scope of Protection (IPR)
3. Strength of Technology
4. Commercial Potential and Value
5. Stage of Development
6. Commitment of Inventors
If one pillar is weak/ non existent = see red!
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88. Legal Ownership
(Who owns this piece of land?)
• Who can:
• Sell it?
• Rent it?
• Develop it?
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89. 1. Ownership
• Assignment
– Have rights to this technology been pre-assigned to a third
party?
• Joint Inventorship
– Number of co-owner institutions
• Funding (Source of funding)
– e.g., corporate, state, etc.
• Other Agreements
– Material Transfer Agreements, Memorandums of
Understanding, etc.
• Inventorship
– Number of inventors/authors
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90. 2: Feasibility and Scope of Protection
• Timing
– Publications exist or are planned
• Strength
– Ability to work around patent
• Enforcement
– Infringement detection
• Security
– Ability to exclude others from practicing
• Challenge
– Aggressive area of US or Worldwide Patent/Copyright activity
• Reach
– Worldwide protection
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91. Patenting: we can- but should we?
• Use patent decision trees
• See Handout
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94. Factors effecting the Protection Decision
• For patenting decisions – look
at the patterning decision guide
However… also think about
• The availability of funding
• The existence of other projects
• The other pillars!
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95. 3. Strength of Technology
• Uniqueness of the invention
• Emerging alternatives
• Novelty of the invention
• Breadth/ Edge of technology
• Applicability of technology (integration)
• Legislative issues
• Standards
• Environmental Impact
You may need impartial experts to address
these issues
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96. 4. Commercial Potential and Value
• Ability to identify market need
• Potential market size
• Availability of market contacts
• Feedback from industry contacts
• Market Location
• Market Place Competition
• Ability to compete in the market place
• Time to Market
• Regulations
• Significance
• Licensing Barriers
• Timeliness… etc….etc
Do not fall in to the trap of analysis paralysis!
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97. 5. Stage of Development
• Understanding
– Ability to understand the IP
• Reduction
– Simulation/Experimentation has been done
• Trial History (Medical/ Health Sciences)
– certain information required by the regulatory processes has been compiled.
• Prototypes
– The technology demonstration has occurred
• Production
– Amount of scale up needed
• Financial
– Investment needed for development
– Investment needed for use
Link strongly to 6: Commitment of the
inventors
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98. 6. Commitment/ Experience of inventors
• Lead Inventor Profile
• Scientific reputation of Group.
• Existence of a Project “Champion”
• Level of support available.
• Existing commercial Links
The importance of this issue is often
underestimated
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99. Starting Point: The Invention Disclosure Form
• What do you think your invention is?
• How and why does it work?
• How does your invention improve on the
present situation and what is new about it?
• Are there any other uses of the invention?
• Do you know of any published literature
relevant to your invention? Have you done any
searching for published literature, and if so
where?
• Has the invention been tested in the laboratory
or has it been used? If so please give results.
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100. Invention Disclosure Form
• In which markets do you think this invention or
design will find most success?
• List three key commercial benefits of the
invention/ design.
• Name any commercial contact who my be
interested in this invention.
• Attach any relevant sketches.
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101. Invention Disclosure Form
• The completed form should be
treated as confidential
information
• The Invention Record Should Be
Signed And Dated By All Named
Researchers.
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102. Availability of Disclosure Forms
• Often available for download from the
organisation web-site
– http://otl.stanford.edu/inventors/resources/di
sclosure.pdf
• Becoming available on-line
– http://otl.stanford.edu/inventors/disclosures.
html
• Generic (EN/SR) Example of Disclosure form on CD ROM
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103. Following Disclosure
• Assessment Process usually begins with an
interview with the inventor to gain a better
understanding of :
– the scientific merit and
– to determine if there are any commercial partners
already in the inventors mind.
• The Assessment Process includes a due
diligence process to establish whether the
invention can be protected.
• Due Diligence takes place very early in the
Assessment Process.
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104. Due diligence process
• Many Universities have developed Disclosure
Forms that will also permit full Due Diligence to
commence
– http://www.isis-innovation.com/researchers/IP-1.pdf
• Some have Disclosure and Due Diligence in a
single booklet which covers all aspects of the
University IP Policy
– www.brookes.ac.uk/res/policies/ip_policy.pdf
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105. Structuring the Tech Assess Process
Existing Methodologies
• The Texas TechAssess™ Scorecard
• An assessment tool used to organize and
communicate the various business aspects that affect
the ability to successfully transfer technology.
• Offers an organized method to study areas of
strength and weakness in an invention's potential for
technology transfer.
• Each area contains subtopics that weigh the potential
impact of an invention's characteristics on its
potential for successful transfer.
• Demonstration.
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106. Translation
• A process developed to fit a model.
• This is a useful example…..
• Be critical!
• Think about adaptation and
localisation for your own use.
• Do not blindly apply without
thought.
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107. WARNING: Numerical evaluation sheets
• TOOLS.
• It help us to avoiding missing something we
should consider. (useful check lists )
• BUT do not rely just on a number to take a
decision!
• 49% out?
• 50% in?
• Use spreadsheet analysis to inform not
replace decision making.
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108. Who takes the Decision to protect?
• The has the authority? (Rector?
Dean? Head of Institute?)
• Who recommends? (IP
Advisory Group)
• Who briefs? (UTT, Consultants,
Experts)
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109. How is the decision taken?
• In a fair, timely and transparent manner!
• Rating and ranking may help.
Inventions are awarded points (rating)
Inventions are compared (ranking)
Permits optimum use of limited funds
The TechAssess ScoreCard™ is a
"Rating/Ranking" approach to the
assessment of technologies.
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110. Rating and Ranking
See example
handouts:
• “investment_conversion_elig
ibility_form”
• “investment_ranking_form”
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111. Return of Rights
• If the PRO decides to waive its
rights to the invention, then the
invention may be re-assigned to the
inventor(s).
– free to commercialise it at their own
risk and cost.
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112. Confidentiality
• An invention and associated information must remain
confidential prior to any IP protection.
• The University usually encourages publication,
provided that the implications for possible commercial
exploitation and existing confidentiality obligations
are considered first.
• If you wish to publish or make any public disclosure
concerning a possible invention you should first seek
advice on the most appropriate form of action.
• USE “CDA” and “NDA”.
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113. Summary
Good Technology and Market Assessment
Decision are:
• Not the result of crystal ball gazing!
• Are:
Structured and Balanced (6 pillars)
Based on informed decision and experience
Consider multiple view-points
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114. Pitanja i komentari
• lisa.cowey@icip-serbia.org
schafernaker@secep.rs
• www.icip-serbia.org
• www.secep.rs
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116. Session 5
Technology transfer through
Licensing and Spinout.
Lisa Cowey
Key Expert (Competitiveness and
Innovation) ICIP
Finansira Evropska unija
117. Outline of talk
• Rational
• Definitions
• Models
• International and Local Examples
Finansira Evropska unija
118. Appendix A: Technology Transfer Process Disclosure
General Process Evaluation
Research and
Decision Marketing
Discovery &
Invention Document Legal
Disclosure Commercial Exploitation of R&D
Post Licence
IP Non-Confidential
Protection Summary and = TTAG Review
Due Diligence & Marketing Strategy
Commercial
• Technology Transfer Process
Assessment
License to Spin-out
Documented External or Spin-Out
Technology Company License?
Opportunity
Market to Negotiate &
No Licensee Yes
Potential Execute Licence
Yes Further Interested? Agreement
Decision to Licensees
Funding
Proceed
Needed?
No Distribution of Licence
Confidential Income
Release to No Licensee Information
Researcher(s) Found Exchange
Maintenance of
Licence and Patents
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119. The need for commercialisation
• A Patent is a bill
– Total cost of a sample European Patent ~€32 000
– Total cost of a sample Euro-PCT Patent ~€47 000
• A license is a revenue stream
– In 1995 the University of California system earned $58.5
million in licensing income (fees and royalties)
• Successful marketing ensures the conversion from
money out to money in
Technology Transfer = ROI (Return On Investment)
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120. From IP strategy to marketing strategy
Key to marketing strategy:
Deciding on best Route to Market to
commercialise invention:
license it to established company
or
spin out (form a new company)
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121. A spinout company
Definition of “spinout company”
• “the term used to describe a limited company set
up to develop and exploit intellectual property
(IP) commercially.”
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122. Spinout vs. Startup?
• Spinout: in UK/ USA a term usually reserved for
companies in which the university has an equity stake.
• Start-up: the university does not have equity, but
licenses IP to the company in exchange for monetary
royalties only.
• Spinoff (but not out..): company still embedded in the
Research Organisation. Has not fully transferred
knowledge and technology.
Terms are often used loosely and interchangeably
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123. Spinout vs. Licensing
Licensing may be most appropriate if:
• it is a niche technology
• there is a single patent
• the technology fits an existing company's
IP/product portfolio
• licensing is a common strategy within the
industry sector
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124. Spinout vs. Licensing
Spin-outs originating from research institutions are usually set up when:
• Licensing is not possible!
– there is no existing business to approach about a significant
breakthrough in a field of work.
• Strength of then IP sufficient to warrant extra effort, risk,
infrastructure and delay in receiving revenue.
– the work has clear possibilities to generate many products and
applications and so potentially could be extremely valuable.
– “platform opportunities” or “disruptive technologies”.
• Further investment is required in the technology and associated
infrastructure in order to reach the market and this can only be
secured by having a legal entity.
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125. Spinout vs. Licensing
Other considerations prior to starting a spinout:
• entry to the market by a new company is
relatively easy with few significant barriers
• the marketplace is fragmented with a lot of small
companies
• there is a group of founders motivated to start a
company
• it is likely that investment funds can be raised for
a company
• there is a financial exit route for investors,
including the University
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126. Why is Licensing preferably to spinout?
Spinout is more complicated than licensing
• Spinouts require more Infrastructure that a
license deal (people, money, buildings,
manufacturing facilities etc…)
they are thus more risky
• It will take longer than licensing to realise a
revenue stream back to the inventors and
University.
• But, the long term gains may be greater (and
they can be fun and fulfilling!)
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127. University spinout activity USA
•~12% of USA university inventions are realised
though the medium of technology transfer via a new
spinout company.
•These new companies have a disproportional
success with over 70% of USA start-ups founded
since 1980 still in operation
•20% of spinouts from the Massachusetts Institute of
technology (MIT) going on to experience Initial
Public offering (IPO)
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128. Oxford University
• Total external investment to date in spin-
outs (post 1997): £336m
• £36m Seed/Business Angels &
• £300m Venture/Institution Capital stock
exchange listing
• Six AIM Listed companies combined
market capitalisation (value) of £280m
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129. USA/UK spinout: Equity Division
When a spinout company is created then the stakeholders
may hold equity shares in the new venture.
Typically at creation:
• 33% academic founders
• 33% department
• 33% the university
Or
• 50% academic founders
• 50% the university
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130. IK/ USA Spinout Company Creation
Institute Dr Zeleni Dr Crveni
30 shares 35 shares 35 shares
30% 35% 35%
IP Spinout
Company
100 shares
Is the IP Licensed free or with royalties to the spinout?
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131. Round 1 Investment
Investor Institute Dr Zeleni Dr Crveni
100 shares 30 shares 35 shares 35 shares
50% 15% 17.5 % 17.5%
Spinout
Company
200 shares
Share Dilution for founders
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132. Option Pool
Investor Institute Dr Zeleni Dr Crveni Option Pool
100 shares 30 shares 35 shares 35 shares 22 shares
45% 13.5% 15.8 % 15.8% 9.9%
Spinout
Company
222 shares
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133. Control and Value
•Dilution reduces control
•100% Full control
•<50% Shared control
•Value of shares should increase
“its better to have a small piece of something
than all of nothing
Oxford Catalysts (December 2005) Market
Capitalisation: £65M
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134. Supporting and Nurturing a Spin-out
• Strategy
• Seed funding
• Incubation
• Raising Finance
• Management Team
• Business Support
• Future challenges
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135. Spin-out Strategy
Research Group New Managing
Head tec
hn Director
int ol o
er c gy
ha
ng
e
moves
Senior Scientist Research Director
University New Company
Support Finance & Admin
Sales & Marketing
Scientists
Production
Scientists
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136. Oxford University Challenge Seed Fund
• Launched in 1999 – £4 million
– Development projects, spin-out seed equity
– University £1m, Treasury, Wellcome & Gatsby £3m
– Deployed into a total of 68 projects
• £4m investment has resulted in Equity stakes in 21
spin-outs, 4 completed licensing deals & 35 active
technology projects
• These 21 spin-outs have attracted £40m seed/venture
investment
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137. Incubation: Reducing Risk
• Begbroke Science &
Business Park
• Owned & operated by
Oxford University
• University research labs
• Business Incubator &
premises for new
companies
• Central meeting room
and café
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138. Raising Finance
The commercialisation of an invention can be lengthy and
expensive. The venture will pass though a number of stages:
• R&D
• Patent
• Prototype
• First Product
• Market Entry
• Trade Sale/ IPO
• Post IPO
• All these stages will require finance.
• There is a risk and a value associated with each part
of this process.
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140. Funding – Bridging the “Equity Gap
• Start-ups:
– Bank
– FFF (Friends, Family, “Fools”!)
• Spinouts:
– University Seed Funds
– Private equity, (Business Angels, Specialists
investors, VCs).
– ROI (Return on Investment)
• Bank Rate: 4%
• Angel (Risk) Investment : 25%
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141. Oxford Spinout in Context
Oxford University
• 1 patent per week, 8 new companies per year (average)
• Own Seed Capital Fund and Business Angel Network
• 3 Local Business Angel Networks
• Very significant incubator and Science Park Investment
• A lot of ‘re-cycling’ of spinout managers and academic entrepreneurs
Oxford University
• 3,700 researchers
• 5,000 doctoral students
• Most Powerful UK Research University
– Research Fortnight
Most Innovative UK University
– Cross Atlantic Capital Competition
Highest Research Spend in UK
– £264 million (2004/2005)
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142. Spinout: Essential Ingredients
t
en
Ac
nm
ce
iro
ss
nv
to
ge
fin
ri n
an
rtu
ce
Nu
Supportive University
Finansira Evropska unija
143. Spinout in Serbia
• SBAN
• Novi Sad University and Technology
Incubator Model
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144. Pitanja i komentari
• schafernaker@secep.rs
• lisa.cowey@icip-serbia.org
• www.secep.rs
• www.icip-serbia.org
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