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02-Marketing Scientific Results and Services pt 2

02-Marketing Scientific Results and Services pt 2 - UL...

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Unformatted text preview: UL. LrAulIuku-bé uwwuuyw Ivvwrvv wlrw vvav-vvo- u. nun..." Note that for most technologies, proof of concept testing is very expensive. Suppose for example mat the technology requires a six— . month product testing process. This should be listed as a potential barrier. Barriers to market entry Customers seem eager to replace their current, once monolithic. supplier with a provider of. a cheaper product with similar perfor- mance or a superior product at a slightly higher price. However, since there are only two predominate manufacturers of wear- resistant ceramic parts for the cutting tool industry, ABC will need to have a well-developed business proposition to recruit one of them as target licensing Companies. Obviously, changing equip— ment would be a significant cost that could inhibit one of these companies from being interested in becoming a potential lic— ensee. So the long-term economic benefits would have to be ciearly emphasized in a detailed business proposition. If ABC instead chooses to spin off or be a partner in a new companyio manufacture the parts, this obstacle is overcome. But then a new issue - the large up—front investment costs of establishing a manu- facturing operation - comes into play. As was stated earlier, a key- to the effective commercialization of the RHM technology is its 'cost effectiveness. The lower the total cost of the manufacturing process, the-easier it wiil be to overcome these barriers. Multiple opportunities currently exist to help the RHM process gain market entry. The ongoing lawsuit over patent infringement might be a strong motivator for XYZ to consider licensing the RHM technology sooner than it might otherwise. in addition,'waterjet cutting machine manufacturers appear quite willing to help evaluate the new process. It would 'make sense to not only utilize the testing facilities of these manufacturers but also to form a strategic partnership or joint venture with one of the larger, more established manufacturers in order to speed up the development process and fast track market entry. 5.4.9. Recommendations It is also important to clearly state a go or a no—go recommendation. Should this technology be patented? Should this technology be heavily marketed? Should there be further research on the technology? If possible, state What the next steps with the technology should be and Why. Outline what has to happen to make it succeSSful. This may include filing a patent, performing tests, building better prototypes, etc. _ This is the section where the researcher analyses the information collected. . Recommendations The RHM process has many potential applications, perhaps in some markets even more significant than the cutting tool industry focused on in this Quicklook. But one should pick the low-hanging fruit first — and the application of the RHM process to waterjet nozzle manufacturing is clearly the candidate. The current legal battle between the two contenders may enhance the likelihood of a licensing agreement if a solid business case can be made quickly. If ABC can get its RHM process into the market with the waterjet application, its expansion into other markets wilt be much easier. is: t- Amm'ng Ila-e Mitre (if and flair marketfiar new terbna/agier 83 Regardless of whether ABC chooses to license or spin off the technology. there are two prerequisite steps that must first be completed. Initially, the hardness and Wear characteristics need to be documented in detail by an external source. The current proposal that a potential customer test prototypes provides an excellent strategy for overcoming this first hurdle. Secondly; a serious business case needs to be created to assess the overall Costs of the process and convince potential licensees of the long- term economic benefits. 'With the intrdduction of any new technology, there is the inherent . risk that unforeseen, competing technologies may be developed and which will directly compete with or supersede the new, enabling technology. it therefore essential to exploit the commer— cial potential of new technologies as early as possible by'impie- menting strategic alliances and securing joint vento’res with business partners as these opportunities arise. Industry has re- sponded enthusiastically to the potential advantages that the RHM process can bring within the waterjet nozzle industry. We 7 consider the marriage between theRHM process and the waterjet nozzle application should be aggressively pursued by ABC, Inc. Our preliminary assessment suggests that the proposed venture W.-- _natomly._exhibit.s-.g're.at...commercializat.ion._po.tential..but_also__._.-m..._.. m. um.WWW-W.“mmmmm...WWW_._n._rm._,.._-... warrants further detailed analysis of its processes and market potential. L4. 10. Contact ageegdg‘x The contact appendixfishould include a summary of the conversations or other information collected from all of the industry experts can- tacted for the report. The summary does not have to be verbatim. It may simply communicate the flavor of the conversations and informa— tion collected. The following is a sampling of a contact appendix: telephone Interview with Jee Smith. technical services manager, _EZ Flow [6(26[ 2995)}, Mr. Smith stated that the nozzle material that his company uses is proprietary, but that they cost $100 — $200. He. would be very: interested in any material that exhibited over 150 hours of wear time. He suggested the following testing parameters: 80 mesh , Garnet at 1.2 lbs/min, a 0.014 orifice and a 0.040 nozzle opening. Additionally he said that the Sapphire orifice material wears out after 80 — 100. hours and that is another potential material applii cation. He said that waterjet cutting competes mainly with laser cutting and EDM. Teleehgne interview. with Harry Berg. Sales Engineer. Acme Nozzles {June 27. 20001. . ' _ ' Mr. Berg specializes in the abrasive blasting portion of Acme Nozzles' business and gave some insight into another product line often referred to as 'sand blasting‘. He said that although his ' customers should be interested in better wear-resistant nozzle materials because they would save money, they are not. He gave the example that they will not pay four times as much for a part that will last six times longer and give them better repeat- ability in their processes. 9 As can be seen from the example sections, a great deal of useful information can be collected in a short time and communicated via the Quicklook report. The real key is a good understanding of the market research sources and methods used to get the information found in a Quicklook report. 6. Conclusions _ i . _ Information from the marketplace, including tapping expertise within 1 I and outside the organization, helps guide technology development and reduce commercialization mvestment risks. Development guided by market needs and based upon feedback from the marketplace has a demonsIrably greater chance of market success. Early-stage technology assessments, such as the Quicklook methodology, provide tools that can be used by industry, universities, and research organizations to bring the voice of the customer into the product development cycle. Such assessments are easy to' implement and repeatable. Such assess— ments offer particularly important benefits for organizations that have a high throughput of technology that must be screened. However, even for organizations considering-an investment in a small number of I technologies, early stage market assessments will be important first .45.t§p_s_ininaking.a_les.s._riskyim'testmentidecision.1Liam“.L._W_.-___.-___.._,___. 7. References Bakouros, Yiammis, "Technology Evaluation', INNOREGIO Project, Funded by the EC, Published at wwwInnoregiourenioorg/ techniques. .asp, University of Thessaly, Greece, 2000. _ Bozeman and Papadakis, 'Company Interactions with Federal Labora— tories; What They do and Why They Do It', .in The journal (yr Techno/egg); Tmrzfir, vol 20, nos 3— 4, Dec 95, p 72). . Cooper, Robert G, Winning at'Ncw Precincts: Accelerating the Prccci‘rfiaw Idea to Iflancb, 3rd Edition, Basic Books, New York, 2001'. Cornwell, B. (1996), "Quicklook Commercialization Assessments." In ' Editor Mark Dodgson, R2910 Enterprise Aria Pacific (pp. 7—9). Calibre Communications, Sydney, Australia Cornwell, B (1998), "Taking the Technology to the Marketplace. " In Editors, T. Schoenborn and jean Fredette, More RIB IT View (pp 1523). US Federal Laboratory Consortium Cornwell, B (1999), "Tips for Moving the SBIR Technology into the Commercial Market. " In T Schoenborn and]. Fredette, Gez the Moctfi‘om Your .YBIR Technology How to Work: with Cameraman! and Commercial Market: (pp. 11— 19). US Federal Laboratory Consortium . - - , Marcure, Judy and Bruce Davies, 'Market Research, Client Satisfaction, and Marketing government-funded R&D Laboratories to Industry,’ Thar/liming Trang’cr 50mg; Annual Caigficrmcc Proceeding, 1997. McLaughlin & Rao, Decision Criteria for New Product Acceptance and Success: the Role of Trade Buyers, Quorum Books, New York, 1991, p 69 ' McDaniel, Carl and Roger Gates, Marketing Research Essentials, West Publishers St Paul MN, 1995 ' Megantz, Robert, How to License Technology, john Wiley & Sons, New York, 1996. Tyson, Kirk, Business Intelligence: Putting It All Together, Leading Edge Publications, Lombard, IL, 1986._ ...
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02-Marketing Scientific Results and Services pt 2 - UL...

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