Today, we’re releasing a new webcast that discusses how to develop a value chain to identify whom to contact to get the best market feedback on the technology. The value chain charts the sequence of companies (or collaborating players) that take a product from raw material to final product or service to satisfy market demand. It maps the categories of players within a segment of an industry, providing context about the supplier-customer relationships. It not only outlines the primary players in an industry but also helps you think through how the technology will deliver added value to this industry.
Lots of best practices for technology transfer offices (TTOs) also apply to startups. To leverage that insight, I recently spoke with entrepreneurs in New Hampshire about how to get great feedback from prospective customers when getting a startup off the ground, offering a new product (or service), or breaking into a new market. Similarly, in the tech transfer world, licensing success can be optimized by obtaining robust and comprehensive market feedback through expert interviews. This feedback will inform your strategy for approaching the market as you ramp up to marketing a technology for licensing. For example,…
Ramping up to successful and cost-effective technology transfer marketing depends not only on a range of proactive research activities but also on thinking through the licensing strategy and a sound marketing plan to help you achieve your goals. The Technology Licensing Strategy A licensing strategy need not be complex or even necessarily written down (although more mature offices may track it as a field in their IP management database). Nevertheless, it is worth taking the time to explicitly think about (1) what your goals are for the technology and (2) what type of licenses and licensees you should seek to meet those goals.
In working on technology assessments, it’s important to consider the most critical factors in order to efficiently determine the commercialization potential of your technology. After you’ve done all of your market-based assessment research, you should have a pretty good gut feeling about the commercialization potential of the technology. So to verify that your gut is right, we find that it’s often sufficient to evaluate just a few key factors in your final analysis rather than get mired down in a lengthy list.
When moving from the screening into the assessment phase of IP management, it’s important to keep an open mind—and open ears—during the market-based assessment. I say “ears” because Fuentek assessments include interviews with industry experts, which provide extremely valuable market information that guides decisions about how, where, and when—or even whether—to begin marketing the technology. Listening carefully to what industry experts have to say about the market’s needs with respect to the technology lets you know which action is most appropriate. And in some cases, this means not merely holding off on marketing but actually stopping the assessment early. Let’s take a look at a real-world example.
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When moving from the screening into the assessment phase of IP management, it’s important to keep an open mind—and open ears—during the market-based assessment. I say “ears” because Fuentek assessments include interviews with industry experts, which provide extremely valuable market information that guides decisions about how, where, and when—or even whether—to begin marketing the technology. Listening carefully to what industry experts have to say about the market’s needs with respect to the technology lets you know which action is most appropriate. And in some cases, this means not merely holding off on marketing but actually stopping the assessment early. Let’s take a look at a real-world example.
