Demand Pull Program Model
RERC on Technology Transfer
[Slide 1]
Objectives [Slide 2]
•Introduce Technology Transfer
•Introduce a Formal Model for Technology Transfer
•Introduce Supply Push Tech Transfer
•Explore Demand Pull Technology Transfer in Depth
•Introduce the Role of Technology Transfer Organizations
•Technology Transfer Examples
What is Technology Transfer? [Slide 3]
An existing “technology” (anything from a concept to a proof of
concept prototype) is brought into an industry segment from a
technology developer (e.g. a manufacturer from outside the
industry segment; a university; a federal laboratory) and utilized
in new product applications.
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Technology Transfer Organizations help to overcome the barriers
that prevent a manufacturer from transferring a technology
through their own efforts or employing their own resources.
Technology transfer always has a tangible outcome – a new or
improved product. Many technology transfer organizations count
patents or research paper publications as indicators of their
technology transfer efforts. Such indicators may be problematic.
What is Not Technology Transfer? [Slide 4]
Sometimes technology transfer is defined to include such things as
publishing academic research papers or patenting technologies. A
link can be established from many research papers to products or
technologies that eventually appear in the marketplace. The vast
majority of research papers however will have no tangible link
with any marketed technology or product.
Many products incorporate patented or copyrighted technology. In
practice however, only a few percent of patented and copyrighted
ideas and technologies ever appear in marketed products. For this
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reason, “counting patents” is a very poor measure of research
effectiveness.
Product line extension (selling the same product in a new
market) is a marketing strategy - not technology transfer.
What Is Meant by “Technology?” [Slide 5]
‘Technology’ can include anything from a theoretical concept that
enables new product development to systems or components
developed for products in one market that are incorporated into
new products for a new market.
We will see in later slides that technology transfer is associated
with ‘innovation’ (technology breakthroughs, episodic, dramatic)
rather than ‘continuous refinement’ (incremental improvement of
products, continuous, almost unnoticed).
How Do Manufacturers Obtain or Develop New Technology?
[Slide 6]
What research and development options will manufacturers
consider before turning to technology transfer?
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•Internal R&D capabilities and financial resources
•Internal R&D capabilities supplemented by SBIR funding
•Sub-contracts with other manufacturers or consultants
•Partnerships with Federal Labs or Universities
•Setting up incubators (recruiting researchers, set up facilities,
provide support staff and finances, etc)
•External technology submissions – this is where Technology
Transfer Organizations often act
Examples of Technology Transfer Organizations [Slide 7]
The Federal Laboratory Consortium for Technology Transfer (FLC)
(http://www.federallabs.org)
The FLC was organized in 1974 and formally chartered by the
Federal Technology Transfer Act of 1986 to promote and to
strengthen technology transfer nationwide. Today, more than 700
major federal laboratories and centers and their parent
departments and agencies are FLC members. The vision of the
FLC is to actively promote the fullest application and use of
federal research and development by providing an environment
for successful technology transfer. The Consortium will be the
recognized leader in maximizing collaborative research and the
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transfer of federal technologies to enhance the socioeconomic
well-being of the nation in the global marketplace. FLC strategies
include:
•Creating innovative partnerships
•Influencing technology policy
•Optimizing diverse resources
•Strengthening the FLC structure
•Leading the vision
•Projecting a positive and consistent image
University Technology Transfer Offices (http://www.autm.net)
AUTM® is a nonprofit association with membership of more than
2,300 technology managers and business executives who manage
intellectual property-one of the most active growth sectors of the
U.S. economy. AUTM's members represent over 300 universities,
research institutions, teaching hospitals and a similar number of
companies and government organizations. Universities transfer
technology to:
•Facilitate the commercialization of research results for the
public good •Reward, retain, and recruit faculty
•Induce closer ties to industry
•Generate income and promote economic growth
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Federal Small Business Innovation Research Programs (SBIR)
SBIR presentation
(http://www.eng.nsf.gov/sbir/Presentations/SANJOSE/sld001.htm)
National Science Foundation http://www.nsf.eng.gov/sbir
National Institutes of Health
http://www.nih.gov/grants/funding/sbir
•Stimulate technological innovation
•Involve small business in meeting Federal R&D mission
•Foster and encourage participation by minority and
disadvantaged persons in technological innovation
•Increase private sector commercialization of innovations
•Phase I: establish Concept Feasibility (federal investment, 6 mo.,
100,000)
•Phase II: Concept refinement (federal investment, 24 mo.,
750,000)
•Phase III: Commercial market (private sector capital sought)
•Few percent of NSF, NIH, NASA, … budget dollars committed to
SBIR Programs
•Total federal investment in SBIR & STTR: 1 Billion$
•Small Business: < 500 employees
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Department of Veterans Affairs, Office of Research and
Development Technology Transfer Program
(http://www.vard.org/tts/page/page.html)
Rehabilitation Engineering Research Center on Communication
Enhancement/Tech Watch Program (http://www.aacrerc.com/D1.html)
The purpose of this project is to establish and conduct an ongoing
coordinated program that monitors and actively seeks out
technological developments in both commercial form as well as
pre-release development stages that can impact the engineering
(and indirectly the clinical) aspects of the AAC field. The Tech
Watch Project in its first year of operation has been vigorously
pursuing the NIDRR directive to explore research and
development activities within the Federal Laboratories
Consortium as a way to locate appropriate leading edge
technologies for the field of AAC.
Research Triangle Institute (http://www.rti.org/gen_info.cfm)
Research Triangle Institute is dedicated to improving the human
condition through multidisciplinary research, development, and
technical services that meet the highest standards of professional
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performance. RTI is an independent organization dedicated to
conducting innovative, multidisciplinary research that improves
the human condition. With a worldwide staff of more than 1,900
people, RTI is active in health and medicine, environmental
protection, technology commercialization, education, and
decision support systems. Universities in North Carolina founded
RTI in 1958 as the first scientific organization in and
centerpiece of the Research Triangle Park.
Ontario Rehabilitation Technology Consortium
(http://www.ortc.on.ca/html/introduction.html)
The Ontario Rehabilitation Technology Consortium is dedicated
to the research and development of assistive technologies and
commercializes products where possible in order to support and
sustain further research and development. Goals include:
• Identify unmet needs for rehabilitation technology and assistive
devices to improve quality of life while maintaining the dignity
and enhancing the independence of device users.
• Undertake research to investigate the design, safety, effectiveness,
reliability, suitability and appropriate use of rehabilitation
technology.
• Undertake development and facilitate commercialization of
useful new products or services.
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• Develop effective processes of technology transfer to ensure that
useful products reach consumers.
• Promote, through partnerships, Ontario industry in the field of
assistive devices.
Technology Transfer Model: Activities [Slide 8]
A technology transfer model must account for a broad range of
Activities
Activities:
•theoretical research
•experimental research
•applied research and development, product design, production
engineering, product refinement
•marketing, distribution, sales, service, etc.
Some of these activities will be highly visible and public.
Other of these activities will be unnoticed or actively hidden.
Technology Transfer Model: Stakeholders [Slide 9]
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Technology transfer involves many Stakeholders
Clearly the manufacturer and consumer should have some place
in a technology transfer model. So too, should all of the upstream
stakeholders that constructed theory, ran experiments, built
prototypes, etc.
Stakeholders:
•mathematicians, physicists…
•applied scientists, engineers…
•business leaders, designers, fabricators, marketers, salespersons…
•service technicians, primary and secondary consumers…
•resource providers…
Technology Transfer Model: Critical Events [Slide 10]
A technology transfer model should be punctuated by Critical
Events
Critical events can be linked to major transitions in activity or
the stakeholders ‘taking ownership’ of the technology. For
example once commercialized, the product customer ‘owns’ the
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technology; when the prototype is being transformed into a
commercial product, the manufacturer ‘owns’ the technology.
Critical events:
•Development of a fundamental law or theory…
•A radical idea - transforming theory to practice…
•The first working prototype…
•A new product entry into the marketplace…
•Product obsolescence…
T2RERC Technology Transfer Model [Slide 11]
Joseph Lane, Director of the Rehabilitation Engineering Research
Center on Technology Transfer developed a Technology Transfer
Model that visually orders and captures the relationships among
activities, stakeholders and critical events.
As an introduction to this model, each colored area of the
diagram has a stakeholder group and an activity. From left to
right (stakeholder groups) and [activities] for the four colored
regions are:
•(TA=Technology Applications); [TP=Technology Producers]
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•(TRD=Technology Research and Development); [TC=Technology
Consumers]
•(PRD=Product Research and Development); [PP=Product
Producers]
•(PC=Product Commercialization); [Product Consumers]
Adjacent regions of activity are separated by critical events. From
left to right, these events are:
•The Idea (Aha! I know how to turn Theory into Practice!)
•The Prototype (Aha! ‘Proof of Concept’ - Theory IS turned into
Practice)
•The Product (Aha! I’m in the marketplace making money)
The general progression of activities is from abstract, rarified
theory (‘Albert Einstein’) to concrete, everyday applications (‘Sears
and Roebuck’)
You’ll also notice that some portions of the diagrams are above the
horizontal mid-line and other activities are below the
horizontal mid-line. Activities above the horizontal mid-line
are “visible.” For instance, Technology Research and
Development may be written up in NASA Tech Briefs for everyone
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to read. Commercial products are necessarily visible. Technology
Applications may be visible – but not many people know about
or understand these activities. Product R&D is deliberately
hidden from public view as part of a manufacturers business
strategy.
This model (like many other models) involves unfamiliar
terminology. In the next several slides, this terminology will be
‘explained’ through practical examples.
Technology Applications (TA) Technology Producers [TP] [Slide
12]
Technology Applications Activity (TA)
(Critical Event=Idea [How to Apply Fundamental Laws and
Theories])
•Who Does the Work: scientists conducting basic research,
theoreticians
•Where: (Technology Producers) private and federal labs, universities,
industry …
•What: transform “THEORIES and LAWS” into “IDEAS” for
practical application
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•Examples:
physics (theory of electromagnetism)
physics and chemistry (theory of semi-conducting materials)
physical chemistry (laws of thermodynamics)
physical and inorganic chemistry (theory of polymerization
reactions)
neurobiology (theory of neurotransmitters)
Technology R&D (TRD) Technology Consumers [TC] [Slide 13]
“Technology R&D Activity” (TRD)(Critical Event=Prototype [Proof
of Concept])
•Who: (Technology Consumers) applied researchers
•Where: industry, private and federal labs, universities, private
inventors, …
•What: Transform “IDEAS” into “PROOF-OF-CONCEPT”
prototypes
•Examples:
first time electricity is passed through a coil to produce a
magnetic field (electromagnetism)
light trapped between mirrors produces first functioning laser
(electromagnetism)
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the first working transistor (semi-conductors)
the first working internal combustion engine
(thermodynamics)
the first lab synthesis of nylon (polymerization)
the first lab synthesis of GABA - gamma amino butyric acid
(neurotransmitters)
Product R&D (PRD) Product Producers [PP] [Slide 14]
Product Research & Development (PRD)(Critical Event=Product)
•Who: (Product Producers) developers, engineers, designers,
fabricators, assemblers, …
•Where: industry
•What: Transform “PROOF-OF-CONCEPT” into “Marketed
Product”
•Examples:
introduction of durable, reliable, low cost, safe, ... light
bulbs
introduction of electric motors and electric generator
prototypes
introduction of laser pointers and CD ROM drive
introduction of the automobile
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introduction of personal computers
introduction of commercially available synthetic Gamma
Amino Butyric Acid (GABA)
Product Commercialization (PC) Product Consumers [PC] [Slide
15]
Product Commercialization Activity (PC)(Critical
Event=Commercialized Product)
•Who: production engineers, assemblers, technicians, fabricators,
sales managers, service technicians, ...
•Where: (Product Consumers)
•What: manufacture, distribution, sales, support, purchase,
product obsolescence
•Examples:
GE light bulbs sold at CVS (light bulb)
Black&Decker power tools sold and serviced by Sears
(electric motor)
CD ROMs incorporated into computer products (lasers)
Model A Ford marketed to the world (automobile)
IBM and Apple Computers marketed to the world (computer)
nylon windbreakers sold through LL Bean (nylon clothe)
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treatment for persons with Parkinson’s disease available
(GABA)
Product Maturation and Obsolescence [Slide 16]
This slide expands upon or elaborates the Product
Commercialization activities to show typical product lifecycle
suggesting such things as marketing, advertisement, product line
extension, product refinement, introduction of competing
products, loss of market share and obsolescence.
Innovation and Refinement [Slide 17]
Published literature often discusses the differences between
‘Innovation’ versus ‘Product Refinement’ [See for instance Clifford
M. Gross, “The Right Fit: The Power of Ergonomics as a
Competitive Strategy,” Productivity Press, Chapter 1, 1996]. It
turns out that Innovation takes place in the two leftmost activity
regions of the model and Refinement takes place in the two
rightmost activity regions of the model.
Innovation generally takes place during the first two steps of our
technology transfer model: Technology Applications (theory
becomes and idea) and Technology Research and Development
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(idea embodied as a proof of concept). Innovation involves
dramatic breakthroughs, championed by key individuals.
Innovation occurs at irregular time intervals and often leads to
the overthrow or replacement of accepted theory or establishes a
new state-of-the-art for a technology. Innovation is driven by
intellectual insight or the need for technological proof of concept.
Innovation is analogous to winning a lottery ticket.
[Quality] Refinement (QR) generally takes place during the last
two steps of our technology transfer model: Product Research and
Development (proof of concept becomes product) and Product
Commercialization (product manufactured and sold). QR is not
dramatic and generally relies upon the support and contributions
of many people. QR occurs at a slow, steady, continuous pace
and improves the accepted theory and state-of-the-practice for a
technology. QR is often driven by the needs of people or the
opportunities of markets. QR is analogous to interest returned on
regular bank savings.
‘Types’ of Technology Transfer [Slide 18]
Supply push – technology is developed prior to identifying
market needs (for products). Supply push activities are analogous
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to the BBs coming out of the barrel of a shotgun. There are lots of
BBs (‘technologies’) and lots of small targets (market demand for
products). Most of the BBs (technologies) miss most of the targets
(no market demand). On the other hand, technology is a natural
by-product of a broad range of theoretical and applied research
activities taking place in universities, federal labs and some
private industry based settings.
Demand pull – market needs (for products) are identified prior to
seeking a technology solution. Most manufacturers do conduct
market research prior to investing in product development
activities. Many ‘inventors’ attempt to conduct market research
before working on their ‘invention.’
Most ‘inventors’ lack the
training or resources to complete market research. For this reason,
most inventors are really in a supply push activity – finding a
market after they have developed the technology.
Supply Push [Slide 19]
In a supply-push process, the ‘technology’ (technology being
somewhere between ‘theory’ and ‘prototype’) is ‘developed’ prior to
identifying product applications (or perhaps additional product
applications) and markets for these product applications.
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The question marks suggest the process of looking for product
applications and markets for a technology already in hand. Even
if there are good markets and product applications for the
technology, there are many barriers that may prevent the
technology from ever reaching the market.
Supply Push: Success [Slide 20]
In this example, laser diodes have many visible and successful
applications (e.g. laser pointers, security systems, CD players, etc).
Once low power, low cost laser diodes were perfected many
product applications and business opportunities were (and still
are) identified.
Supply Push: Failure [Slide 21]
In practice, few ‘technologies’ developed prior to identifying
market demand ever become products… To illustrate this point,
only a few percent of patents technologies are ever incorporated
into products. Why?
•Insufficient market potential to justify transforming the
technology into a product
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•Not feasible (high cost, high-end R&D capabilities needed, etc)
to develop or obtain technology
•Good products are already in the marketplace
•The ‘new technology’ isn’t patented or copyrighted
•Worse – the ‘new technology’ isn’t patented and infringes on an
existing patent
•The technology developer has no idea how to identify a good
(candidate) manufacturing partner
•The technology developer has no idea how to prepare for and
court the candidate manufacturer once they have been
identified
…and so forth…
Training Module 2 discusses “Supply Push Technology Transfer”
in detail.
Demand Pull [Slide 22]
In this slide, demand driven product development is sketched
onto the Technology Transfer Model.
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The dashed line suggests the transfer of a technology concept. The
solid line suggests the transfer of a technology that has already
undergone significant research and development. In general:
•There is a higher cost transferring a technology concept than a
technology ‘prototype’
•You should look for technology concepts in research settings such
as research universities, and federal and industry labs
conducting basic research.
•You should look for technology ‘prototypes’ in other industry
segments and federal and industry labs conducting applied
research.
•SBIR Programs will be much more effective (in terms of
successful transfers) supporting the low cost path (solid line)
technology transfer path.
Demand Pull Product Development [Slide 23]
This slide illustrates the paths manufacturers can take developing
new products driven by market demand. The inner path
illustrates the manufacturer relying upon their own internal
R&D and financial resources. The middle path illustrates the
manufacturer seeking a technology in which R&D has been
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invested by a Technology Consumer. This ‘prototype’ could be a
technology developed for another industry segment and which
requires little additional cost to address the application needs of
the manufacturer. These cross-industry technology transfers are
highly desirable. The outer path illustrates the manufacturer
seeking a technology concept. It is expected that transferring a
technology concept will have a higher cost than transferring a
technology ‘prototype.’
T2RERC Demand Pull Technology Transfer Program [Slide 24]
These two statements provide a (somewhat rephrased in terms of
the Technology Transfer Model) summary of the T2RERC mission.
The T2RERC Demand Pull Program and Supply Push Program
(Training Module #3) are two approaches being taken to achieve
this mission.
Transfer of emerging technologies, R&D capabilities, or design
expertise from Technology Developers (Federal Labs, advanced
technology manufacturers, and researchers) to Technology
Consumers (assistive technology manufacturers).
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Improve the variety, quality and choice of products available to
Product Customers (persons with disabilities, caregivers,
clinicians, etc) through a Demand Pull technology transfer
process.
The T2RERC Demand Pull Technology Transfer Program [Slide
25]
Many activities are performed under the demand pull program
including:
•Identifying of market needs - a manufacturer may not be aware
that a market need is unfilled that requires a technology solution
(demand-pull scenario)
•Identifying business opportunities - a manufacturer may not be
aware of the business potential represented by a technology
(supply-push scenario)
•Locating technology solutions – a manufacturer may not be able
to locate, develop or obtain a technology solution through its ‘own
means’ (E.g. internal R&D capabilities and financial resources;
internal R&D capabilities supplemented by SBIR funding; subcontracts with other manufacturers or consultants; partnerships
24
with Federal Labs or universities; setting up incubators
[recruiting researchers, set up facilities, provide support staff and
finances, etc] at a reasonable cost in a reasonable timeframe.
•Overcoming institutional barriers – once a technology solution is
identified, gaining access to this technology may still be difficult.
For instance, technology that is developed in US research
universities is the property of these universities. Accessing this
technology requires negotiating a license agreement with a
university Technology Transfer Office. Before the license
agreement is negotiated the TTO generally seeks a patent for the
technology (a 1 or 2 year proposition) and establishes the market
potential for the technology.
•Identifying a target manufacturer – a technology developed at a
university or Federal Lab, or by an independent inventor may
have good market potential. In order to transfer this technology it
is necessary to identify the potential markets for this technology
and the manufacturers serving this market.
•Developing a commercialization package or business plan –
manufacturers need information in order to render a favorable
decision to ‘accept’ a technology. Lacking this information a
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manufacturer usually takes a conservative position and rejects the
technology. A commercialization package provides information
that might include: market size, segmentation, products, unmet
needs, business opportunities, laws and regulations,
reimbursement, product benchmarking information, concept and
technical drawings, patents, bench test and clinical trial results,
and a commercialization strategy.
•Protecting business plans – most manufacturers wish to keep
their business plans as private as possible. This is very
reasonable - public disclosure of business plans (target markets,
new product introductions, product refinements, etc) would give
their competitors a market advantage. The technology transfer
organization serves as a confidential agent - identifying
technology sources without revealing the manufacturing client
being represented. Only when a ‘qualified’ technology source has
been identified is the manufacturer brought into the picture.
•Brokering Transfer of Technology Solutions – There are many
mechanisms by which technology can be transferred: exclusive or
non-exclusive license agreement, R&D agreement, supplier,
cooperative research and development agreement (CRADA) etc.
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When Can a Technology Be Transferred to a Manufacturer? [Slide
26]
It is always important to identify the minimal conditions under
which a technology transfer is likely to occur.
•Unmet customer needs - Addressing need would have a
significant impact on customer – that is, the need is important
•Significant business opportunity – Reasonable market, no or
‘poor’ competing products
•High cost for manufacturer to develop or acquire technology
solution through their own means - Significant research and
development effort required – High financial cost, long timeframes to develop technology, sophisticated R&D capabilities,
sophisticated technical expertise, etc
•Product application is consistent with manufacturer’s business
plan - Fits product line, fits business plan, introduced to
manufacturer at right time in the manufacturers business cycle
Where Does the Technology Come From? [Slide 27]
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Common sources for “transferable technology” include
manufacturers in another industry segments, federal laboratories,
research universities and independent inventor.
Research Universities may be more focused on theoretical and
basic research – a long way (in time and cost) from a product
application.
Cross-Industry Transfers - The fastest and best technology
transfers often come from manufacturers in other industry
segments. Technology incorporated into a product for one market
probably is likely to require a ‘large’ investment before it is ready
for a product application in another market.
The T2RERC Demand Pull Program [Slide 28]
The T2RERC Demand Pull Program utilizes a five-step process:
1.Select Industry Segment
2.Identify Market Needs and Business Opportunities
3.Identify Technology Needs
4.Locate Technology Solutions
5.Broker Transfer of Technology Solutions
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These steps can be mapped onto the Technology Transfer Model.
In the next several slides, we will illustrate the kind of activities
performed under the T2RERC Demand Pull Program associated
with these steps.
A useful exercise for any technology transfer organization would
be to map their activities against this (or similar) technology
transfer models. Such a mapping may suggest where they have
invested too much effort and perhaps where they need to invest
more effort. In addition, technology transfer organizations may
choose to focus their effort and resources on only a portion of the
technology transfer path. These technology transfer organizations
may seek partner organizations to facilitate transfer activities
that they themselves do not support.
(1) Select Industry Segment [Slide 29]
Step #1: Select Industry Segment
Each year from 1998 – 2000 the T2RERC ran a “Demand Pull
Project”
For each Project the T2RERC had an ‘expert partner’
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•Manual and power wheelchairs and scooters (inception 10/98,
http://cosmos.buffalo.edu/mobility) Partner: RERC on Wheeled
Mobility; University at Pittsburgh, PA
•Hearing aid and assistive listening systems (inception 10/99,
http://cosmos.buffalo.edu/hearing) Partner: RERC on Hearing
Enhancement; Lexington Center, Queens, NY
•Augmentative communication (inception 10/00,
http://cosmos.buffalo.edu/aac) Partner: RERC on Communication
Enhancement; Duke, U. Buffalo, Penn State, Nebraska,
The T2RERC also sub-contracted with local experts in wheeled
mobility, audiology and augmentative communication to provide
technical support for each project.
(2) Identify Consumer Needs and Business Opportunities [Slide
30]
Step #2: Identify Technology Needs
Selection of specific technology needs relies upon the
triangulation of information obtained from product end-users,
30
technical and clinical experts and manufacturers. Consumer
panels are utilized to obtain end-user information. Interviews
are utilized to obtain information from technical experts,
clinical experts and manufacturers. The T2RERC works with
interviewees to protect intellectual property and business interests.
‘Expert’ Interviews
•7-10 manufacturers; 7-10 clinical/technical experts
•Protecting propriety and confidential information
•Securing interest and commitment
Consumer Panels
•Face-to-face groups (careful sampling, moderated groups,
extensive background research and script prparation)
•On-line groups (careful sampling, Internet-based, interactive
groups and surveys)
Module #4 “Primary Market Research” provides an excellent
introduction to sampling, focus group and survey methodology.
An industry specific profile is developed to compliment and
expand upon the information derived from the interviews and
panels. The industry profile provides:
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•Market size, segmentation, etc
•Market analysis, business opportunities, etc
•Manufacturers, product lines, resources, contact information, etc
•Laws, regulations, reimbursement, distribution channels, etc
•Trade shows, conferences, industry associations, etc
(3) Validate Technology Needs [Slide 31]
Step #3: Validate Technology Needs
Information from the expert interviews, consumer panels and
industry profile is used to identify significant market demands,
business opportunities and product applications. In addition,
product applications must be costly – otherwise, manufacturers
will utilize their own finances, R&D resources and collaborative
partnerships to develop or obtain the technology rather than
seeking to transfer the technology.
A white paper is written for each distinct area of technology need.
A white paper includes information on unmet customer needs;
market information; business opportunities; and technology stateof-the-practice for products now in the market.
32
A stakeholder forum is convened to provide additional focus and
detail for the technology needs identified. Forum participants
include: market, research and technical experts; advanced
technology developers from related industry segments; product
customers (e.g. end-users, clinicians, therapists, equipment
vendors and service technicians); and private and public resource
providers (e.g. representatives from federal agencies and national
associations). Prior to the Forum, all participants receive an
industry overview and "white papers" that provide market and
technical background on the technology areas to be discussed.
The purpose of the Forum is to:
•Validate that significant customer needs not addressed by current
technology.
•Validate that the unmet customer needs represent a significant
business opportunity.
•Validate that significant technical innovation is required to
meet these customer needs.
•Validate that this technical innovation cannot easily take place
within the industry segment.
•Establish design and performance targets for the technical
innovation.
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•Identify barriers that might prevent the successful development
or transfer of the technical innovation.
(4) Locate Technology Solutions [Slide 32]
Step #4: Locate Technology Solutions
Stakeholder Forum outcomes and all prior work is used to
generate problem statements that summarize customer needs,
business opportunities, and technical needs and specifications.
These problem statements are disseminated to Federal
Laboratories, advanced technology manufacturers, research
institutions and other technology developers. Proposed technology
solutions are received in hard copy or through the web site.
Initially, all submitted solutions are non-proprietary.
Proposed technology solutions are reviewed by technical and
industry experts to confirm that these solutions address the needs
and are technically feasible. All technology solution proposals
are available to the T2RERC and the partner RERC. Following
the initial review, proprietary information may be requested
from the technology developer. In such cases, protection of
intellectual property is worked out between the technology
developer and the T2RERC.
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Dissemination [Slide 33]
NASA Technical Briefs: Readers Forum [Slide 34]
(5) Broker Transfer of Technology Solutions [Slide 35]
Step #5: Transfer the Technology Solution
The T2RERC, prepares a commercialization package that
summarizes the end-user needs being met, market opportunity,
problem statement, technical solutions, and the business plan for
transferring the technology solution. A marketing plan is
developed by which to contact and present the commercialization
package to manufacturers.
The transfer of technology is completed through various
mechanisms including: exclusive or non-exclusive license
agreements between a technology developer and the manufacturer;
cooperative research and development agreement (CRADA)
between a federal lab and a manufacturer; joint research and
development agreements etc.
Research Opportunities [Slide 36]
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Evaluate effectiveness of passive dissemination channels
Channel: NASA Tech Briefs, FLC Locator Service, University
Technology Transfer Offices, …
Metrics: web site ‘hits’ generated, quality proposals received,
number of technologies transferred, percent of technologies
transferred, …
Evaluate richness of technology sources
Source: Federal labs, advanced technology manufacturers,
universities, independent inventors, …
Metrics: Quality proposals received, number of technologies
transferred from source, percent of technologies transferred
from source
Program evaluation
Case studies
Establish best practices
Timeframes, loading, efficiency, effectiveness, …
Loading Diagram: Demand Pull Project on Wheeled Mobility [Slide
37]
The effort associated with each of the five steps have been tracked
by the T2RERC over several years in order to identify where effort
is being concentrated and technology transfer ‘failures’ taking
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place. This type of information allows us to focus our resources
more effectively and refine our best practices.
Keys to Success [Slide 38]
A technology transfer organization (TTO) must build and
maintain its network of contacts to manufacturers, researchers,
funding, dissemination, … This network provides efficient access
to information, services, funding and other commodities that the
manufacturer cannot obtain efficiently through their own means.
A TTO must build and maintain a reputation for honesty, good
work, timely delivery of services, etc When a TTO first contacts a
‘client’ their reputation may be all that keeps their client ‘on the
phone’.
The TTO must service the needs of their clients. In order to do so
they must build internal capabilities or be able to quickly access
the capabilities of sub-contractors and consultants. In technology
transfer these services might include focus groups, secondary
market research, product planning and design, prototype
fabrication, media presentations, video conferencing, technical
analysis, …
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Your TTO team must of course be well managed with adequate
staffing. Beyond that however, a TTO can only provide service to
a client if they can quickly understand their needs. In order to
do this they must be able to “speak their language” – knowledge
is valuable, experience is even more valuable.
It generally isn’t possible to maintain a comprehensive stable of
experts. For that reason it is often useful to extend your
knowledge and capabilities through the use of consultants.
Put yourself in ‘their’ place
•Identify benefits - why should ‘they’ want to work with you…
•Identify barriers - why should ‘they’ not want to work with you.
Maintain a presence – don’t turn the technology transfer process
over to a Technology Developer or target manufacturer until you
are sure the transfer is complete. The role of the Technology
Transfer Organization is to reduce or remove barriers to the
transfer of technology. The TTO is unable to intervene when
these barriers come up unless it is actively engaged in the transfer
process.
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Always provide benefits – manufacturers are busy and have
many immediate concerns. They can’t afford to waste their time.
Whenever you engage a manufacturer, there should be a clear
purpose to the contact and clear benefits to the manufacturer. A
manufacturer should look forward to your call because every
time you speak with them – ‘good things happen.”
Go over, under, around, or through barriers… - don’t accept that
a barrier is a dead end to the transfer. It is often good news when
a manufacturer points out the problems blocking the successful
transfer of a technology to them. The TTO can use this
information to come up with a plan to reduce or eliminate these
barriers.
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