Technology Commercialization
MBAH 698-04 CRN 77946 / MBAB 698-03 CRN 78490
Spring 2009, Th, 7:15 - 10:00 PM, Hilton 103
Instructor:
Office and phone:
Email:
Office Hours:
Dr. Elissa Grossman
Hilton 266; (310) 338-7401
elissa.grossman@lmu.edu
Tuesdays, 1:30 - 3:30 PM
Wednesdays, 4:00 - 6:00 PM
Thursdays, 4:00 - 6:00 PM
By appointment
I. REQUIRED COURSE MATERIALS
1. Course reader: Available online at www.xanedu.com / Purchase instructions posted to
Blackboard
2. Back Bay Battery simulation: Available for purchase at www.hbsp.harvard.com / Purchase
instructions provided in class
3. Additional readings and assignments posted to Blackboard, distributed in class, or listed with
URL at the end of this syllabus
II. COURSE DESCRIPTION
This course is designed to provide students with theoretical and practical knowledge about how new
technologies are brought to market, both within large company or university environments
(intrapreneurship) and start-up environments (entrepreneurship). A case-based approach will be used to
motivate classroom discussion about the technology commercialization process, with particular attention
paid to issues of new technology sourcing, intellectual property protection, resource and development
pathways, business model development, and business execution. Print cases will allow in-depth
exploration of the typical challenges facing those who invent and/or attempt to commercialize new
technologies. Guest speakers will share their experiences in technology commercialization, addressing a
full range of issues from technology development through product creation, business launch, and business
growth. Additionally, students will participate in a term-length consulting project where they are asked to
research and elaborate, on behalf of an external partner, an application and commercialization plan for a
developing technology.
III. COURSE OBJECTIVES
In this course, you will build your conceptual and practical knowledge of technology commercialization.
More specifically, you will:
1. Enhance your understanding of the various business approaches that can be used to
commercialize technology – efforts within companies, universities, incubators, spin-offs, and
standalone start-ups.
2. Increase your awareness of the steps involved in taking a technology from concept to market,
with particular attention paid to product development, IP protection, and go-to-market issues.
3. Have an opportunity to adopt the perspective of a CEO/founder or corporate decision-maker and
grapple with the challenges they face in managing technology commercialization.
4. Expand your understanding of various industries and the entrepreneurial dynamics therein.
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5. Develop an understanding of key concepts, frameworks, and issues associated with technology
commercialization.
6. Improve your long-term ability to assess and direct technology projects in multiple environments.
IV. COURSE COMMUNICATION
Course communication will take place through announcements in class, emails, and Blackboard.
Additional readings (i.e., those not found in the reader) will also be posted to Blackboard. As a result, it is
imperative that you have a fully operational Blackboard account.
The easiest and quickest way to reach me is by sending me an email. Another option is to leave a message
on my voice mail, but be aware that I check my phone messages less frequently than email. If you want to
meet with me at any time outside of class, just email me or speak to me about scheduling an appointment.
V. CLASSROOM POLICIES
1. Know this syllabus in its entirety. You are responsible for all syllabus contents, even if those
contents are not expressly discussed in class.
2. Appropriate attire (i.e., not too casual) is expected on guest speaker days. Presentable attire
communicates respect to guests.
3. Turn off cell phones and other personal communication devices prior to the start of class. Also,
turn off and close laptop computers.
If you remain enrolled in this class, it is assumed to mean that you have read and understood this
syllabus. By enrolling, you promise to uphold the policies and guidelines detailed herein and agree
to complete all required course work.
VI. ATTENDANCE AND PARTICIPATION
Attendance Requirements
1. You are allowed to miss one class without penalty, no questions asked (not including sessions in
which your team is expected to present). Subsequent absences over this limit will reduce your
Attendance and Participation grade.
2. You are expected to show up on time and stay until the end of class. Late arrivals and early
departures (in the absence of prior notification) will reduce your Attendance and Participation
grade.
3. You are responsible for all material missed due to lateness, early departure, or absence.
Participation Requirements
Participation is evaluated in a number of ways. Obviously, participation is correlated with attendance; it is
impossible to earn a participation grade if you are not in class (either physically or mentally). That said,
participation is also dependent on classroom discussions and in-class exercises. In order to contribute
effectively, you’re expected to come to class prepared. You are also expected to make good use of our
guest presenters’ time; be ready to engage them in thoughtful and thought-provoking dialogue.
Effective class participation consists of analyzing, commenting, questioning, discussing, and building on
others’ contributions; it does not consist of repeating facts or monopolizing class time. The ability to
present one’s ideas concisely and persuasively and to respond effectively and respectfully to the ideas of
others is a key entrepreneurial skill. More specifically, classroom involvement will be assessed in terms
of quality (relevance and insightfulness of comments) and quantity (frequency) of participation. Quantity
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without quality is strongly discouraged. With regard to the quality of your class participation, think about
the following dimensions:
Relevance: Does the comment bear on the subject at hand? Comments that do not link up with the
discussion focus can detract from the learning experience.
Analysis: Are the logical antecedents or consequences of a particular argument traced out? Is
consistent and logical reasoning used? Comments that encompass the implications of a fact or idea
are generally superior.
Responsiveness: Does the comment react in an important way to what someone else has said?
Evidence: Have appropriate data (e.g., from readings, from personal experience, from general
knowledge) been employed to support the assertions made?
Clarity: Is the comment succinct and understandable? Does it stick to the subject, or does it wander?
VII. ASSIGNMENTS
Assignment
Responsibility
Attendance and Participation
 Includes questionnaire,
team consultation
Individual
Commercialization Plan
 Milestone 1
 Milestone 2
 Milestone 3
 Peer Evaluations 1-3
Value (%)
Value (pts)
20%
200
60%
Group
Group
Group
Individual
600
150
150
200
10 0
Four Individual Case Memos
 25 points per memo
Individual
10%
100
Final (Take home) Exam
Individual
10%
100
TOTAL
100%
1,000
Assignment Guidelines
All assignments must be turned in to the instructor at the start of class. E-mailed or faxed work will not be
accepted under any circumstances. If you must be absent, make sure someone submits your work for
you. Late papers will not be accepted and will receive a grade of 0.
Plan ahead to ensure that you do not encounter computer or printer problems just before class.
Extensions will not be provided when such problems are encountered.
Returned paperwork, unclaimed by a student, will be discarded after four weeks and thus will not be
available should a grade appeal be pursued by a student following receipt of his or her grade.
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Assignment Details
1) INDIVIDUAL MEMOS (Adopting and Understanding the Management Perspective): For any
four of the printed cases assigned this term (not including Photovoltaic Breakthrough), you must submit
one-page memos that answer questions distributed in the prior class. In almost all cases, the questions will
require you to develop a specific action plan on the part of the company or the case protagonist. This
assignment should allow you to (i) step into the role of the entrepreneurial manager or manager’s
consultant, (ii) develop an understanding of the challenges faced by those involved in the
commercialization of technology; and (iii) improve your skills in diagnosing and addressing business
problems. You can choose to submit additional memos after completion of your fourth required memo; if
you do so, you will receive extra credit in the form of pick-up points. More assignment details will be
provided in a separate handout.
2) LIVING CASE (Applying Learnings to Real-World Situations): At the start of the semester, you
will be assigned a new and developing technology from a local company. Over the subsequent few
months, you will be expected – as a member of a 3-4 person team – to address the following question:
Which of the applications for this technology (as determined by you) is best to pursue in that it will break
even rapidly and provide a foundation for productive, future development? You will answer this question
by delivering three milestone projects. In milestone one (a paper), you will be expected to develop and
demonstrate true expertise in the existing market for products and applications related to the identified
technology. In milestone two (a paper), you will be expected to further analyze the business prospects of
two specific applications for the identified technology. In milestone three (a presentation and slide deck),
you will be expected to provide a very specific plan for enacting a business based one of the two specific
technologies assessed earlier. This assignment should allow you to (i) adopt the perspective of the
decision-maker grappling with commercialization decisions; (ii) develop your skills in real
entrepreneurial problem-solving (problem structuring, analysis, and interpretation); (iii) refine your
reporting and presenting skills; (iv) simulate the “real world” experience of working on a team; and (v)
make a real and positive contribution to an operating business. More assignment details will be provided
in a separate handout. Note: Four-person teams will only be allowed after all possible three-person teams
are filled (e.g., four three-person teams would be allowed in a 12-person class, but three four-person
teams would not).
3) PICK-UP POINTS: During the semester, you will be given a few opportunities to earn extra points –
to offset points lost on other assignments or on the final exam.
 After completing your required case memos, you can submit additional case memos for additional
points – up to 4 points available per extra memo.
 Two other pick-up point opportunities will be provided during the semester.
Assignment Formatting
Specific guidelines will be provided for the formatting of all assignments. Make sure to adhere to these
guidelines as unapproved changes (smaller or larger font type, different font type, magic margins, etc.)
will, for reasons of fairness, reduce your grade.
Writing Skills
Effective communication is central to successful entrepreneurship, and good writing skills are central to
effective communication. Consequently, I will evaluate your written work for style, clarity, and content.
VIII. ACADEMIC INTEGRITY
All students are expected to read, understand, and comply with the LMU Honor Code and Process section
of the LMU Community Standards book. An excerpt follows:
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“Loyola Marymount University is a community dedicated to academic excellence, student-centered
education, and the Jesuit and Marymount traditions. As such, the University expects all members of its
community to act with honesty and integrity at all times, especially in their academic work. Academic
honesty respects the intellectual and creative work of others, flows from dedication to and pride in
performing one’s own best work, and is essential if true learning is to take place.
“Examples of academic dishonesty include, but are not limited to, the following: all acts of cheating on
assignments or examinations, or facilitating other students’ cheating; plagiarism; fabrication of data,
including the use of false citations; improper use of non-print media; unauthorized access to computer
accounts or files or other privileged information; and improper use of internet sites and resources” (20082009 Community Standards, p. 24).
Sanctions for Academic Dishonesty
I will, at a minimum, assign a failing grade to any assignment where there is evidence of academic
dishonesty. If repeated instances of dishonesty are discovered, then a failing grade will be assigned for the
entire course.
IX. SPECIAL ACCOMMODATIONS
Students with special needs who need reasonable modifications, special assistance, or accommodations in
this course should promptly direct their request to the Disability Support Services Office. Any student
who currently has a documented disability (physical, learning, or psychological) needing academic
accommodations should contact the Disability Services Office (Daum Hall # 224, x84535) as early in the
semester as possible. All discussions will remain confidential. Please visit www.lmu.edu/dss for
additional information.
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X. THE CLASS AT A GLANCE
Note: This schedule is subject to change as based on in-class activities and guest speaker availability. Also, some
additional readings may be assigned during the semester.
REQUIRED
DATE
DELIVERABLES
READING / VIEWING
Thursday,
 Photovoltaic Breakthrough
January 15
Intro to Course
case
(1)
Thursday,
January 22
(2)
The Technology
Commercialization Process,
Project Kick-Off
Thursday,
January 29
(3)
Sources of Technology
 HP Kittyhawk case
 Common Mistakes reading
 HP memo option (I)
Thursday,
February 5
(4)
Sources of Technology
 SpudSpy case
 BetaGolf case
 SpudSpy memo option (I)
 BetaGolf memo option (I)
Thursday,
February 12
(5)
Intellectual Property
 TTools case
 The Televisionary
 IP and Strategy reading
 Milestone 1 (T)
 Peer Evaluation 1 (I)
Thursday,
February 19
(6)
Managing R & D
 Back Bay Simulation
Thursday,
February 26
(7)
Managing R & D
 Endius case
 Feed R&D reading
Thursday,
March 5
(8)
Mid-Course Update
Thursday,
March 19
(9)
STUDENT
CONSULTATIONS
Thursday,
March 26
(10)
Licensing
 Merck case
 The Licensor reading
Thursday,
April 2
(11)
Spin-Offs
 Vidient case
 How VCs Evaluate reading
Thursday,
April 16
(12)
Thursday,
April 23
(13)
April 28
Thursday,
April 30
(14)
Going It Alone
Going It Alone
 Syllabus
 Student questionnaire (I)
 Endius memo option (I)
 Match Your Innovation
reading
 Commercializing reading
Enjoy spring break!
April 9: No Class
 Deaver Brown case
 Polyphonic case
 Eager Sellers reading
 Segway case
 The New Rules reading
 Merck memo option (I)
 Milestone 2 (T)
 Peer Evaluation 2 (I)
 Vidient memo option (I)
 Polyphonic memo option (I)
 Segway memo option (I)
 Milestone 3 reports (T)
 Milestone 3 presentations
(T)
 Peer Evaluation 3 due (I)
 Take Home Exam
PRESENTATIONS
Exam Week
Have a great summer!
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XI. COURSE READING LIST
1. Photovoltaic Breakthrough. 2007. Harvard Business School case 9-604-034.
2. HP Kittyhawk (A). 2006. Harvard Business School case 9-606-088.
3. Rangan, V.K. and K. Bartus. 1995. New Product Commercialization: Common Mistakes,
Harvard Business School note 9-594-127.
4. SpudSpy. 2005. Harvard Business School case 9-605-059.
5. BetaGolf. 2005. Harvard Business School case 9-898-162.
6. ttools (A). 2006. Kellogg School of Management case EL279.
7. Gladwell, M. 2002. The Televisionary, The New Yorker. Available at:
www.newyorker.com/archive/2002/05/27/020527crat_atlarge?currentPage=all
8. Yoffie, D. Intellectual Property and Strategy. 2005. Harvard Business School note 9-704493.
9. Endius, Inc.: Alternatives for Developing a New Medical Device. 2004. Design Management
Institute case DMI011.
10. Nohria, N. 2005. Feed R&D or Farm it Out? Harvard Business School reprint R0507A.
11. Adner, R. 2006. Match Your Innovation Strategy to Your Innovation Ecosystem. Harvard
Business Review reprint R0604F.
12. Kelley, D. and S. Spinelli. 2002. Commercializing Emerging Technologies: Interpreting and
Acting on Information Under Conditions of High Uncertainty. Babson Research. Available
at: www3.babson.edu/ESHIP/publications/BER/upload/Commercializing-EmergingTechnologies-Interpreting-and-Acting-on-Information-under-Conditions-of-HighUncertainty.pdf
13. Merck & Company: Evaluating a Drug Licensing Opportunity. 2003. Harvard Business
School case 9-201-023.
14. Andrew, J.P., H. L. Sirkin, and J. Butman. The Licensor: Choosing the Optimal Business
Model for Innovation. Harvard Business Press 2825BC,
15. Vidient (A). 2006. Harvard Business School case 9-805-163.
16. Roberts, M.J. and L. Barley. 2004. How Venture Capitalists Evaluate Potential Venture
Opportunities. Harvard Business School note 9-805-019.
17. Deaver Brown and Cross River, Inc. 1994. Harvard Business School case 9-394-042.
18. Polyphonic HMI: Mixing Music and Math. 2006. Harvard Business School case 9-506-009.
19. Gourville, J.T. 2006. Eager Sellers and Stony Buyers: Understanding the Psychology of
New-Product Adoption. Harvard Business Review reprint 4516.
20. Segway, University of Pennsylvania case (K. Ulrich). Will be posted to Blackboard.
21. Chakravorti, B. 2004. The New Rules for Bringing Innovations to Market. Harvard Business
Review reprint 6247.
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