Commercialization of innovative technologies : bringing good ideas to the marketplace /

Saved in:

Bibliographic Details
Author / Creator:	Touhill, C. J., 1938-
Imprint:	Hoboken, N.J. : John Wiley & Sons : AlChE, c2008.
Description:	xviii, 251 p. : ill. ; 25 cm.
Language:	English
Subject:	Technological innovations. Technological innovations.
Format:	Print Book
URL for this record:	http://pi.lib.uchicago.edu/1001/cat/bib/11346568

Hidden Bibliographic Details
Other authors / contributors:	Touhill, Gregory J. O'Riordan, Thomas A. American Institute of Chemical Engineers.
ISBN:	9780470230077 (cloth) 047023007X (cloth)
Notes:	Includes bibliographical references (p. 239-240) and index.
Summary:	"This book helps you find innovative new technology ideas and guides you through the complete lifecycle of product innovation, including screening, funding, development, and commercialization. It gives you an edge by enabling you to start off with a solid foundation and strategy. Commercialization of Innovative Technologies focuses on three core areas that set the stage for successful commercialization: developing and managing a strong, flexible "innovation team" of inventors, investors, technologists, and entrepreneurs; building a portfolio that spreads risk; and leveraging input from technologists throughout the commercialization process."--Jacket.

Table of Contents:

Foreword
Acknowledgments
1. Establishing Perspective
1.1. Organization of the Book
1.2. The Importance of Viewpoint
1.2.1. The Inventor/Innovator
1.2.2. The Investor
1.2.3. The Technologist
1.2.4. The Entrepreneur
1.2.5. Managing Innovation Team Interactions
1.3. The Importance of Flexibility
1.3.1. Timing Is Everything
1.3.2. The Importance of Determining "Prime Time"
1.3.3. Expanding the Innovation Team
1.3.4. Determining How Much Money Is Needed
1.3.5. Maintaining a Reasonable Pace of Progress
1.3.6. Knowing the Customer
1.4. Can Entrepreneurship Be Taught?
1.4.1. The Difference Between Talent and Skill
1.4.2. Entrepreneurship Programs at Major Universities
1.4.3. Corporate Research and Development Programs
1.5. Key Points
2. Our Perspective
2.1. Strategy Development
2.1.1. Rules for Investing
2.1.2. Areas of Interest
2.1.3. Risk
2.1.4. Flexibility
2.1.5. Experience of Others
2.2. Technology Assessment
2.2.1. Discovery
2.2.2. Evaluation
2.3. Technology Development
2.4. Technology Management
2.5. Key Points
3. Developing an Endgame
3.1. Alternative Endgames
3.1.1. Growing a Company to Maturity
3.1.2. Growing a Company to a Target Point
3.1.3. Selling a Patent or Trade Secret
3.1.4. Licensing a Patent or Trade Secret
3.1.5. Developing a Technology, Then Selling the Patent or License
3.2. Using Acquisition to Fill In Holes
3.3. Showstoppers
3.4. Endgame Objective Realized-Sort of
3.5. What's a Widget
3.6. Making It Work
3.6.1. Building a Team
3.6.2. Establishing Milestones
3.6.3. Evaluating Progress
3.6.4. Making Decisions
3.6.5. Planning the Celebration
3.7. Key Points
4. Finding Ideas
4.1. If You Have Money, Ideas Find You
4.1.1. Using a Quick-Screening Technique
4.1.2. Doing the Homework
4.1.3. Having a Network
4.1.4. Having a Referral System and Getting Rewarded for It
4.2. Ideas Must Be Consistent with the Overall Plan
4.2.1. Buffets Cause Overeating
4.2.2. Making a Quick Estimate of Cost and How Long It Will Take
4.2.3. Remembering to Consult the Budget
4.3. Inventors/Innovators Must Be Prepared to Give Up Equity
4.3.1. Structuring the Agreement
4.3.2. Assuming Success
4.3.3. Engendering Cooperation
4.4. Key Points
5. Investing in Ideas
5.1. Beware of Eye-Popping Projections
5.2. Remember This Is Risk Capital; Only a Percentage of Ideas Pay Off
5.3. Structure the Payoff When the Ship Docks, Not When It Sails
5.4. Bet on People with Proven Track Records
5.5. Take Care in Assembling the Investment Group
5.6. Key Points
6. Assessing Ideas
6.1. The Assessment Process
6.1.1. Strategic, Administrative, and Legal Issues
6.1.2. Technical Issues
6.1.3. Marketing and Commercialization Issues
6.2. The Need for Exclusive Rights
6.3. Technological Assessments Are Easy; Marketing and Business Assessments Are Difficult
6.4. Ideas That Are 10 Percent Better Aren't Good Enough
6.5. Not Skimping on Time or Money When a Great Idea Shows Up
6.6. Tapping the Full Resources of the Team Before Moving Ahead
6.7. Moving Ahead with Development, Then Revising the Plan
6.8. Key Points
7. Paying for and Controlling Ideas
7.1. Buyer and Seller Wish Lists
7.1.1. Buyer Wish List
7.1.2. Seller Wish List
7.2. Using Wish Lists to Reach Agreement
7.3. Is Buying the Company a Good Thing?
7.4. Intellectual Property: The Most Valuable Asset
7.5. Paying with Future Profits Whenever Possible
7.6. Key Points
8. Developing Ideas
8.1. Remember: This Is Business, Not Research
8.2. Maintaining Control of Development Efforts
8.3. The Goal of Development Is the Basis of Design
8.4. The Importance of Feasibility Studies
8.5. The Value and Meaning of Estimates
8.6. Knowing When to Celebrate and When to Cry
8.7. Key Points
9. Designing and Building Technology
9.1. This Is Where the Spending of Real Money Begins
9.2. Simple Designs Are the Most Elegant
9.3. The Design Technology Should Be as Good as the Technology Designed
9.4. The Manufacturing System Should Be Built to Be Flexible
9.5. Key Points
10. Demonstrating Technology
10.1. Nobody Wants to Be the First to Use a New Technology
10.2. Everbody Wants All the Details on How Our System Works (Free of Charge)
10.3. A Demonstration Deserves Something in Return
10.4. When a Showcase Demonstration Works, Invite Everybody in the World to Come and See It (and Not Before)
10.5. How Many Demonstrations Are Enough?
10.6. Key Points
11. Standardizing Technology
11.1. Custom Suits Take Longer to Make and Are More Expensive
11.2. Standard Designs Are Cheaper and Easier to Operate (and Fix)
11.3. Modularize Where Possible
11.4. Cooperate with Suppliers and Partners
11.5. Key Points
12. Packaging Technology
12.1. Overcome the Stigma of Being First
12.2. Determine What Needs to Be Done to Make Technology Appealing
12.3. The Art of Being Cool
12.4. Protect Our Proprietary Rights Aggressively
12.5. Key Points
13. Applying Technology
13.1. Off-the-Rack Suits Require Alterations
13.2. Alterations and Options Always Cost Money
13.3. Make Technical Support Easy and Accessible
13.4. Good Service Generates More Business
13.5. Key Points
14. Marketing and Selling Technology
14.1. The Difference Between Marketing and Selling
14.2. Selling Value, Not Cost
14.3. Don't Waste Time with People Who Aren't Serious
14.4. The Importance of Market Share
14.5. Marketing Tools
14.6. Measuring Performance
14.7. Technology Quotas and Retention Requirements Are a Must
14.8. Key Points
15. Tracking Technology
15.1. Make Certain the Buyer Is Applying the Technology Correctly
15.2. How About It If We Operate Your System for You?
15.3. Publicize Success
15.4. Know When to Move On
15.5. Key Points
16. Monitoring Technology
16.1. Make Sure We Are Collecting All Revenue That Is Due to Us, and Devise a System to Make It Happen
16.2. Arrange for Visitors to Have Free Access to Customer Sites
16.3. Obtain Access to Operating Data
16.4. Key Points
17. Improving Technology
17.1. Figure Out Ways to Make the Innovation Better
17.2. String Technologies Together to Form Integrated Systems
17.3. Using Technology to Innovatively Transform the Battlefield: RIPRNET
17.4. Close Air Support a Phone Call Away
17.5. Remember That the Most Efficient Sale Is to a Repeat Customer
17.6. Often It Is Much Easier to Increase Profit Margins on Existing Technology Than to Start from Scratch
17.7. Key Points
18. Building on Success and Learning from Failure
18.1. "Chase Them to the River"
18.2. Investing in Improvements
18.3. Identifying New Opportunities
18.4. Everybody Makes Mistakes, but the Biggest One Is Not Learning from Them
18.5. Key Points
Bibliography
Index

Commercialization of innovative technologies : bringing good ideas to the marketplace /

Similar Items