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Strategic Technical Information Analysis“Using science and technology intelligence to drive
business results”
Philippe Bergevin, CTI Program Officer
Tamara Keating, Technical Information Analyst
NRC-CISTI
FPTT Annual Meeting, Halifax, NS, June 2007
© National Research Council Canada 2007
Agenda
• A few words on Competitive Technical Intelligence (CTI)
• S&T Innovation… An Integrated Approach
• Issues and Challenges
• Strategic Technical Information Analysis– What it is?– What it does?– How it works?– Benefits
• “What next?”
© National Research Council Canada 2007
Canada Institute for Scientific and Technical Information
• Premier source S&T information in Canada
• Locations across Canada
• Team of highly skilled and experienced Technical Information Analysts
• Wide range of subject expertise
• Access to a leading edge suite of information search and analysis tools
• Access to a national network of experts
© National Research Council Canada 2007
The Pillars of Success
• Create wealth for Canada– Invest in projects that will translate into commercial success
• Avoid reinventing the wheel– Understand the S&T landscape and emerging trends– Identify alternative or competing technologies
• Know who you are dealing with– Know the players, their level of activity, the collaboration
networks…
• Maximize the ROI– Identify new fields of application for your technology
© National Research Council Canada 2007
The Lesson of a Champion
Wayne Gretzky
“Skate to where the puck is going to
be…not where it is…”
“Skate to where the puck is going to
be…not where it is…”
© National Research Council Canada 2007
The Power of Vision
Based on Dr. Randy Goldsmith, Oklahoma Technology Commercialization Centre.
Business Business MaturityMaturity
Market Market DiversificationDiversification
Production Production SupportSupport
6-MATURITY6-MATURITY
Business Business GrowthGrowth
Sales and Sales and DistributionDistribution
Full-scale Full-scale productionproduction
5-FULL SCALE 5-FULL SCALE PRODUCTIONPRODUCTION
COMMERCIAL PHASECOMMERCIAL PHASE
Business Start-Business Start-upupMarket ValidationMarket ValidationPre-production Pre-production
prototypeprototype4-PILOT 4-PILOT
PRODUCTIONPRODUCTION
Strategic Strategic Business PlanBusiness Plan
Strategic Strategic MarketingMarketing
Engineering Engineering PrototypePrototype
3-PLANNING3-PLANNING
Economic Economic FeasibilityFeasibilityMarket StudyMarket StudyTechnology Technology
FeasibilityFeasibility2-2-
FEASIBILITYFEASIBILITY
DEVELOPMENT PHASEDEVELOPMENT PHASE
Venture Venture AssessmentAssessment
Market Needs Market Needs AssessmentAssessment
Technology Technology Concept AnalysisConcept Analysis
1-1-INVESTIGATIOINVESTIGATIO
NN
EXPLORATORY PHASE
3-3-BUSINESSBUSINESS2-MARKET2-MARKET1-1-TECHNICALTECHNICAL
TYPE of COMMERCIALIZATION ACTIVITYTYPE of COMMERCIALIZATION ACTIVITYSTAGESSTAGES
© National Research Council Canada 2007
Where SynergyReally Pays
Based on Dr. Randy Goldsmith, Oklahoma Technology Commercialization Centre.
Business MaturityBusiness MaturityMarket Market DiversificationDiversification
Production Production SupportSupport
6-MATURITY6-MATURITY
Business GrowthBusiness GrowthSales and Sales and DistributionDistribution
Full-scale Full-scale productionproduction
COMMERCIAL PHASE
Business Start-upBusiness Start-upMarket ValidationMarket ValidationPre-production Pre-production prototypeprototype
4-PILOT 4-PILOT PRODUCTIONPRODUCTION
Strategic Strategic Business PlanBusiness PlanStrategic MarketingStrategic MarketingEngineering Engineering
PrototypePrototype3-PLANNING3-PLANNING
Economic Economic FeasibilityFeasibilityMarket StudyMarket StudyTechnology Technology
FeasibilityFeasibility2-2-
FEASIBILITYFEASIBILITY
DEVELOPMENT PHASE
1-1-INVESTIGATIOINVESTIGATIO
NN
EXPLORATORY PHASE
3-3-BUSINESSBUSINESS2-MARKET2-MARKET1-1-TECHNICALTECHNICAL
TYPE of COMMERCIALIZATION ACTIVITYTYPE of COMMERCIALIZATION ACTIVITYSTAGESSTAGES
Technology Technology Concept AnalysisConcept Analysis
Venture Venture AssessmentAssessment
Market Needs Market Needs AssessmentAssessment
• State of the art
• S&T Database search
• Patent search
• Competing technologies
• Alternative technologies
• State of the art
• S&T Database search
• Patent search
• Competing technologies
• Alternative technologies
• Perceived trends
• Market need
• Technology or product
uniqueness
• Competitor overview
• Barriers to market entry
• Perceived trends
• Market need
• Technology or product
uniqueness
• Competitor overview
• Barriers to market entry
• Perceived ROI
• Risk assessment
• Product commercialization issues
• IP issues
• Key players
• Potential partners
• Perceived ROI
• Risk assessment
• Product commercialization issues
• IP issues
• Key players
• Potential partners5-FULL SCALE 5-FULL SCALE PRODUCTIONPRODUCTION
© National Research Council Canada 2007
CTI Reinforces Competitiveness
INFORMATIONINFORMATIONSEARCHSEARCH
INFORMATIONINFORMATIONSEARCHSEARCH
ACTIONABLEACTIONABLEINFORMATIONINFORMATIONACTIONABLEACTIONABLE
INFORMATIONINFORMATION
NEEDS &NEEDS &KEY ISSUESKEY ISSUESNEEDS &NEEDS &
KEY ISSUESKEY ISSUES
ANALYSIS &ANALYSIS &SYNTHESISSYNTHESIS
ANALYSIS &ANALYSIS &SYNTHESISSYNTHESIS
drive…
provides input to…
deliver…
Intelligence CycleIntelligence Cycle
provides insights …
COMPETITIVECOMPETITIVETECHNICAL TECHNICAL
INTELLIGENCEINTELLIGENCE
COMPETITIVECOMPETITIVETECHNICAL TECHNICAL
INTELLIGENCEINTELLIGENCE
improves…
INNOVATIONINNOVATIONINNOVATIONINNOVATIONINVESTMENTINVESTMENTINVESTMENTINVESTMENT
COMPETITIONCOMPETITIONCOMPETITIONCOMPETITION
PRODUCTIVITYPRODUCTIVITYPRODUCTIVITYPRODUCTIVITY
spurs…
allows for…
makes possible
…
Competitive Cycle of SMEs
Competitive Cycle of SMEs
Reduces R&D costsReduces risk factor Improves chances of commercial success Improves time to market Increases firm’s efficiency and effectiveness Fosters partnerships and alliances
Reduces R&D costsReduces risk factor Improves chances of commercial success Improves time to market Increases firm’s efficiency and effectiveness Fosters partnerships and alliances
© National Research Council Canada 2007
• Nature and level of R&D activity• Niches and opportunities • Potential breakthroughs• Networks of collaboration
The Essence of CTI
TechnologyTechnology
MarketMarket CompetionCompetion
CTICTI
• Best-in-class Best-in-class competitorscompetitors• Potential partnersPotential partners• Promising areas for Promising areas for development development
• Market segmentsMarket segments• Market driversMarket drivers• Perceived market Perceived market needsneeds• TrendsTrends
© National Research Council Canada 2007
STIA Impact
Based on Dr. Randy Goldsmith, Oklahoma Technology Commercialization Centre.
Business Business MaturityMaturity
Market Market DiversificationDiversification
Production Production SupportSupport
6-MATURITY6-MATURITY
Business Business GrowthGrowth
Sales and Sales and DistributionDistribution
Full-scale Full-scale productionproduction
5-FULL SCALE 5-FULL SCALE PRODUCTIONPRODUCTION
COMMERCIAL PHASECOMMERCIAL PHASE
Business Start-Business Start-upupMarket ValidationMarket ValidationPre-production Pre-production
prototypeprototype4-PILOT 4-PILOT
PRODUCTIONPRODUCTION
Strategic Strategic Business PlanBusiness Plan
Strategic Strategic MarketingMarketing
Engineering Engineering PrototypePrototype
3-PLANNING3-PLANNING
Economic Economic FeasibilityFeasibilityMarket StudyMarket StudyTechnology Technology
FeasibilityFeasibility2-2-
FEASIBILITYFEASIBILITY
DEVELOPMENT PHASEDEVELOPMENT PHASE
Venture Venture AssessmentAssessment
Market Needs Market Needs AssessmentAssessment
Technology Technology Concept AnalysisConcept Analysis
1-1-INVESTIGATIOINVESTIGATIO
NN
EXPLORATORY PHASE
3-3-BUSINESSBUSINESS2-MARKET2-MARKET1-1-TECHNICALTECHNICAL
TYPE of COMMERCIALIZATION ACTIVITYTYPE of COMMERCIALIZATION ACTIVITYSTAGESSTAGES
© National Research Council Canada 2007
A Rigorous and Focused Work Process
Client Client FFocusocusClient Client FFocusocus
PUBLISHED
SOURCES
PUBLISHED
SOURCES
VERBAL SOURCESVERBAL
SOURCES
INTERNETINTERNET
NETWORKS
NETWORKS
3. Search /validation3. Search /validation
5. Assembly/ Report writing5. Assembly/ Report writing
Inte
llige
nce
not
e
6. Presentation/ delivery
6. Presentation/ deliveryEvaluation
4. Analysis/ synthesis
4. Analysis/ synthesis1. Needs
assessment1. Needs
assessment
The The IIntelligence ntelligence CCycleycleThe The IIntelligence ntelligence CCycleycle
TARGETSTARGETS
1.2.3.4.5.6. Etc…
2. Key issues2. Key issues
DECISION &DECISION &ACTIONACTION
DECISION &DECISION &ACTIONACTION
Search & validationSearch & validation Analysis & reportAnalysis & reportNeeds & prioritiesNeeds & priorities DisseminationDissemination
What are thefacts?
What do thefacts suggest or mean
for the decision?
Define issue ordecision
“I want it fast,
factual,and actionable.
”
© National Research Council Canada 2007
What CTI is not…
• Industrial Espionage– Accessing information ethically and by legal means
• Market Research– More than understanding customer demand
• Quick Internet checks, library keyword / literature searches– Beyond gathering…Uncovering the meaning
• Fortune telling– Lowering the risk factor to decision
© National Research Council Canada 2007
STIA… What it is
• Strong IP focus– Data mining tools and techniques
• Cleaned and interpreted data that identify:– Trends, patterns, threats and opportunities
• Assistance in deciding the next steps for your innovation and commercialization activities
© National Research Council Canada 2007
Who are the major players Who are the major players ??
• Indicates level of activity and importance they place on the worldwide market
• Indicates level of activity and importance they place on the worldwide market
STIA- What it does…
© National Research Council Canada 2007
• Illustrate links between major players• Adjust your business strategy• Monitor trends, gaps, opportunities • Identify what niches are controlled by the
major players
• Illustrate links between major players• Adjust your business strategy• Monitor trends, gaps, opportunities • Identify what niches are controlled by the
major players
STIA- What it does…
Business networksBusiness networks
Cargill carries
joint R&D with KFRO
Bayer uses SoyOyl in
Baydur 7308
Bayer uses SoyOyl in
Baydur 7308
Dow uses SoyOyl in BioBalance
Dow uses SoyOyl in BioBalance
Cargill carriesout jointresearch
with KPRC
Cargill carriesout jointresearch
with KPRC
Urethane SoySystems Co.produces
SoyOyl
Urethane SoySystems Co.produces
SoyOyl
Cargill Dowjoint venture
with FLA
Cargill Dowjoint venture
with FLA
BioPolymers uses SoyOyl in
Healthy SealSpray foaminsulation
BioPolymers uses SoyOyl in
Healthy SealSpray foaminsulation
Universal TextileTechnologies
uses BioBalancein carpetbacking
Universal TextileTechnologies
uses BioBalancein carpetbacking
AshlandSpecialtyChemicalsproduces
Envirez 500
AshlandSpecialtyChemicalsproduces
Envirez 500
J. Deere usesBaydur 7308 inbody panels &
Envirez 500in hoods
J. Deere usesBaydur 7308 inbody panels &
Envirez 500in hoods
Kansas PolymerResearch Ctre
Pittsburgh StateUniversity
Kansas PolymerResearch Ctre
Pittsburgh StateUniversity
© National Research Council Canada 2007
• Identify experts• Identify potential partners• « Who’s working with who? »• « Where is the greatest concentration of experts? »
• Identify experts• Identify potential partners• « Who’s working with who? »• « Where is the greatest concentration of experts? »
Who works with whom ?Who works with whom ?
STIA- What it does…
© National Research Council Canada 2007
Source: Market potential for soy-baesdLubricants (from a report prepared byOmni Tech International for the UnitedSoybean Board - February 2002).
Market Opportunity SummaryMarket Opportunity Summary
Soy-Based LubricantsSoy-Based Lubricants
Market Potential
Nine areas were investigated to determine the potential acceptance of soybean oil as a commercial alternative to mineral-based oils.
Prob. ofAcceptance
(%)
Possible Market share
(%)
Hydaulic fuel
Wire Rope
Rail & Flange
Drip oil
Crankcase
Bar/ Chain
Two-cycle
Dedusting
Metal Cutting
40
70
55
65
80*
60
20
50
30
5
70
50
80
10
50
10
50
10
STIA- What it does…
What else is out What else is out there?there?
• Identification of market and business infromation
• Links to market studies• Complement to IP related
commecial information
• Identification of market and business infromation
• Links to market studies• Complement to IP related
commecial information
© National Research Council Canada 2007
Cdex Inc.
Collectricon
Becton,Dickenson& Co.
Chang, Richard K.
ChemImage
BrookhavenScienceAssociates
STIA- What it does…
Who is who?Who is who?
• Details on companies• Information on potential licensees• Corporate affiliation between
companies
• Details on companies• Information on potential licensees• Corporate affiliation between
companies
© National Research Council Canada 2007
How it works
• Compile– Comprehensive search in patent, SciTech and business
databases• Organize
– Clean data to eliminate noise– Tabulate and synthesize large datasets– Look for patterns and trends
• Establish Links– Verify and validate data with other sources, esp. business
• Analyse– Interpret the information– Identify actions for decision-making
© National Research Council Canada 2007
STIA Impacts and Benefits
STIA provides CTI on global R&D advances, business trends and
market demands that will help you:
• Invest resources wisely;
• Develop successful business strategies;
• Anticipate emerging needs and trends;
• Accelerate the decision making process;
• Expand network of contacts, partners, collaborators;
• Discover new applications of your technology.
© National Research Council Canada 2007
What you can take away from it
1. Define the technological landscape surrounding an innovation
• Avoid reinventing the wheel
• Identify and understand trends
2. Identify key players and their level of activity
• Know who you are dealing with
3. Identify existing technologies and their level of IP protection worldwide
• Optimize your strategy
4. Identify networks of collaborators, their partners and licensing potential
• Maximize returns
1. Define the technological landscape surrounding an innovation
• Avoid reinventing the wheel
• Identify and understand trends
2. Identify key players and their level of activity
• Know who you are dealing with
3. Identify existing technologies and their level of IP protection worldwide
• Optimize your strategy
4. Identify networks of collaborators, their partners and licensing potential
• Maximize returns
© National Research Council Canada 2007
What you can take away from it
5. Identify new fields of application
Optimize the return on investment
6. Position yourselves in the value chain
Create leveraging effects
7. Target the zones that require specialized expertise
Call on patent agents at the right time
…Avoid paying more than is needed!
8. Give yourself a bird’s eye view of the market potential
Oriented towards better decisions
Target the aspects to drill down or to confirm
5. Identify new fields of application
Optimize the return on investment
6. Position yourselves in the value chain
Create leveraging effects
7. Target the zones that require specialized expertise
Call on patent agents at the right time
…Avoid paying more than is needed!
8. Give yourself a bird’s eye view of the market potential
Oriented towards better decisions
Target the aspects to drill down or to confirm