Transcript Lecture 022607

Patents and Teams
Superlens
New Drug Delivery
Bretley Hanson
Carol Leibinger
Jered Wikander
Sarah Fister
Jimmy Neyhart
Carly Stoughton
Bird Flu Test
Christopher Bush
Kevin Irish
Kyle Winkler
Expander/Compressor
Printable Electronics
Greg Beamer
Katherine Herman
Alex Polvi
Dan Skotte
Nate Edwards
Adam Ivey
Tim Louden
Evan Sekulic
Inventors and Mentors
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Superlens- Alexander Govyadinov (inventor), Loreli Fister
(mentor)
Bird Flu Test – Manoj Pastey (inventor), Rob Schneider
(mentor), Sukanya Rengaswamy (mentor)
Novel Drug Delivery- Mark Christensen (inventor), Gordon
Shadle (mentor)
Expander/Compressor- Richard Peterson, Tom Herron
(inventors), Dan Whitaker (mentor), Todd Miller (mentor)
Printable Electronics- Alex Chang (inventor), Chris Oriakhi
(mentor)
Team and Patent AssignmentAppeal Process
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Everyone received one of their top three choices
Teams and patent assignments were made attempting to
balance the skills of individual team members as much as
possible
If you are not satisfied with your team or assignment, you
can appeal one of three ways
– find someone on another team who wants to switch
– if all team members agree, you can select another patent from
the OSU portfolio (with TTO approval)
– come see me
Next Steps
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Meet with your team today to plan
– Commercialization Ideas- initial thoughts on marketing
approach and challenges
– Marketing Research- Detailed questions to answer to
develop a commercialization plan
– Group logistics- Roles, communication, meeting times
and locations, holding each other accountable
– Contacting mentors and inventors- who will call,
meeting times & locations, and questions to ask them
Questions???
Concerns ???
Commercialization Options►
As you develop your commercialization strategy, you will
need to consider four related decisions:
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Commercialization approach- spinoff vs licensing
Form of your offering- product, service, “razor blade” model,
Position in the Value chain- where are there profitable openings?
Risk vs benefit- harvest the “low-hanging fruit” or plant a new tree?
Decisions for each will depend upon
 The nature of your intellectual property
 Effective market research- KNOW YOUR CUSTOMER, MARKET, AND
COMPETITION!
Commercialization Options
►
All IP under consideration is “owned” by OSU, which as a
public entity cannot run a for-profit enterprise
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Fundamental possibilities are
 Spin-off: Start a new company from the ground, OSU transfer
rights to the company to market products or services based on IP
 Cash or Equity stake?
 License: Identify an established company which could benefit from
use of IP to improve its product, reduce costs, etc. Sell a license to
use OSU IP.
 Exclusivity?
 License fee, based on enhance revenue, or other approach?
Spin-Off or License
???
Spin-off Firm
???
Radical
License to
Established Firm
Incremental
Tacit
Codified
Early Stage
Late Stage
General Purpose
Specific Purpose
Significant Customer Value
Moderate Customer Value
Major Technical Advance
Minor technical advance
Strong IP Protection
Weak IP Protection
Form of Commercial Offering
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Be creative in defining your market entry!
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There are many ways to extract value from intellectual
property
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Consumer product
Consumer service
B2B product or service
Host unit and replacement model
Etc
This is where you can add the greatest value! You have a
very different perspective than the inventors
Positioning in the Value Chain
Value chain: “The activities that one undertakes to
deliver a product or service”
Identify the best entry points into the value chain
that offered by your IP which
* Have a low barrier to entry
* Can be protected with existing IP
* Have perceived value to customers (this can
be the consumer or other businesses- B2B)
* Are profitable!
Risk vs Benefit
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Know the risks in your commercialization plan, and the
level of risk your sponsor will tolerate
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Be up-front about the risks and address them whenever
possible!
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Types of risk: People, funding, infrastructure, technology,
market acceptance, regulatory issues, schedule…
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Risk is not always bad! However avoid risk without a
corresponding benefit
 Is there a less risky way to achieve the same benefit
 Keep a list of risks and contingency plans
 Know the “project killers” and track them
Let’s get started!!!