Valorisation

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Building Strategic Relations With Large Scale Companies

Tempus UnchainRolph Segers, MSc

Valorisation

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The Main Questions

• Is your organisation ready and willing• In what research do you excel• How to approaching companies and which ones:

o Creating Strategic one on one relations – where to start

o Creating the right Ecosystem – how to

• Is there (enough) Funding

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Is your organisation ready and Willing

• Create Incentives for valorising – work is judged on:o Scientific Outputo Educational Output o AND Valorisation Output

• Train both Scientists AND supporting staff in:o Creating a proffessional networko Making good proposalso Understanding companies

• Create organisation for valorisation:o Accountmanagerso Contractmanagerso Technology Transfer Officers

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In what research do you excelFocus and Choice

The Delft Research Initiatives

Fundamental Sciences

Energy Environment Infrastructures Health

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Approaching Companies Steps in creating a strategic relation

What Who Time path in months Market analysis University -3 Create shortlist of companies University -2 Identify contactperson and initiate contact on high level (BoD)

University 0

Discuss the ‘Menu’ of activities University and company 1 Discuss R&D strategy of company University and company 2 Consult scientists and seek matches in strategy and translate to univ. research

University 2-4

Organise workshops with univ. and company scientists

University and company 3-8

Review workshops and formulate a max. of 5 main themes

University and company 9-11

Form a program committee with a representative per theme and form a steering committee. Draft a contract

University and company 10-12

Sign contract and start pilot projects University and company 12 Well running strategic program University and company After +/- 5 years

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Approaching Companies Decision Process – market analysis and creating a shortlist

All active contracts

All revenues from companies

Discussion with faculties

INVENTARISATION

Create overview

Combine with Top 40 R&D NL + Top 20 R&D EU

Process leads

PROCESS ANALYSE

Analyse data andCreate report

Decision per com

pany

Keep status quo

Intensify

Initiate

STRATEGIC AGENDA

WO

RK

SH

OP

S

Government

Advice BoD Decision BoD

Annual reports of companies

Process into qualitative input

Terminate

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Revenue AnalysisTNW

EWI

3mE

CITG

TBMLR BK IO

. Facultty

CompanyTNO* 6- 6 6+ 6- 5- 6 3+ 3+

4+ 2- 6- 5- 3+ 4-

4- 6+ 5 1 1+ 1- 2+ 2+

4 3+

5+ 3+ 2- 1 1- 1

5- 5- 4- 2-

1- 5+ 2- 5+ 2+ 2-

2- 3- 2- 5- 2-

3- 4+ 4+

4- 5+ 2-

5+ 1+ 3- 2-

2- 2+

6- 3-

4+ 1-

1 1 2 1

Started in 2006 used to be Philips Semi-conductors

+ Growing1 1000 < X < 10 000 - Declining2 10 000 < X < 100 0003 100 000 < X < 200 0004 200 000 < X < 400 0005 400 000 < X < 1 000 0006 1 000 000 < X

DSM

Havenbedrijf R’dam

PRORAIL

THALES

TNO*

Rijkswaterstaat (gov)

Philips

Medical**

Semiconductors**

Akzo Nobel

Verkeer en Waterstaat (gov)

Total revenues DUT over '03 to '05

DOW

ASML

ESSENT***

NXP

NUON***

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Boston Matrix – Overview Potentials

·

Network / Match

Small

Low

Hig

h

Po

ten

tio

n

Large

H’ven R’dam

DSM

Philips Medical

Akzo Nobel

Essent

Nuon

RWSNXP*

Shell

Question Marks

Characterizations:· Large R&D Budget· Pioneering research· Good match with Univ· Small network

Stars

Characterizations:· Large R&D Budget· Pioneering research· Good match with Univ· Reasonable and growing

network

Cash Cows

Characterizations:· Large R&D budget· Many projects· Well developed network

Dogs

Characterizations:· Small R&D budget· Littlle innovative· Bad match with Univ.

Network / Match

Small Large

Low

Hig

h

Po

ten

tial

C

B

E

G

H

I

K

J

D

F

A

??

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Approaching Companies The ‘menu’ – Strategic Relation

Research• Finance a new Chair • Personnel exchange• Strategic Research (years) by PhD• Research (months) by Post-Doc• Consultancy (hours) by Professor

Exposure to Students• Traineeships • Excursions• Graduation projects

Life Long Learning• custom made trainings

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Key Learnings TU Delft

Biggest interest of companies• Research• Exposure to students

Biggest success factors in strategic relations• Proximity !!!• Pro-actively participating scientists• Personnel exchange• Good contract

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Creating the right ecosystemNew approach TU Delft BuILD (Business Innovation Link Delft)

The 5 E’s:• Excellent Research• Exposure to Students• Expertise• Events & Network• Education

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BuILDExcellent Research

• Facility Sharing• Contract research (Post Doc)• Phd research• Access to IP portfolio• Establish and/or Fund a Chair

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BuILD Exposure to Students

• Sponsorships visible in college hall, sponsoring educational clubs

• Traineeships / graduation projects / Excursions• On campus recruitment• Events (careerdays)

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BuILD Expertise

• Consultancy• Visionary talk \ Futurologist• Lectures• Brainstorm• Strategic Session

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BuILD Events & Network

• 5 conferences with a theme: Health, Infrastructures, Energy, Environment, ICT

• Advisory roll to the university (e.g. VIP dinner with board of directors)

• VIP reception on big events e.g. Dies Natalis, Inaugural lectures

• Campus tour by students• News letter• Dedicated Liaison Officer

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BuILD Education

• Post Master Degrees• Master Degrees• In company training

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(Government) Funding

• Valorisation - Strategic Knowledge Exploitation• Policy experiment – Large Scale Companies

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Strategic Knowledge exploitationMinistry of Economic Affairs

4 year program (2006-2009)

• Screening & Scouting (Business Development)• Patenting• Start-Ups• Pre-Seed Loan

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Strategic Knowledge exploitationMinistry of Economic Affairs

Total budget 5.8 mln• Subsidized 2.5 mln (43%)

Allocation• pre-seed 2.1 mln• Screening & Scouting 1.2 mln• Patents 1.7 mln• Project management 600 k• Coaching & equipment invent. 200 k

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Facts & Figures Research (2008)

• Academic staff including 214 professors 2762

• Dissertations 236

• Academic publications 7025

• Specialist publications 1219

• Income 450 mln EUR

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Facts & Figures Exploitation (2009)

• Patent Staff 5• Patent requests (central) 75• Patents total 190 (1300)• Costs 1 mln EUR

• Business Developers 13• Business Cases 90• Business Cases Total 170• Costs 350 kEUR

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SKE – The Good – The Bad

The Good• All of the above• Enormous incentive• 12k pre-seed loan• Big trade-off

The Bad• Bureaucracy / Misunderstanding• No incentive on deal making• 30/50/70 % rule on patent costs• Uncertain continuity

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Facts & Figures YES!Delft Incubator2005 - 2009

• Total start-up companies 73 (162)• Currently active in incubator 44 (60%)• Continued after incubation 24 (33%)• Discontinued 5 (7%)• Pre-Seed (loan) 1.5 mln EUR

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Rolph Segers, MScRelations - Large Scale Companies

r.segers@tudelft.nl