Don Rose and Cam Patterson
- Published in print:
- 2016
- Published Online:
- May 2016
- ISBN:
- 9781469625263
- eISBN:
- 9781469625287
- Item type:
- book
- Publisher:
- University of North Carolina Press
- DOI:
- 10.5149/northcarolina/9781469625263.001.0001
- Subject:
- Business and Management, Innovation
Research-to-Revenue: A Practical Guide to University Startups is an essential field guide for navigating the murky waters of university spinouts. It combines the theory and practice of translating ...
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Research-to-Revenue: A Practical Guide to University Startups is an essential field guide for navigating the murky waters of university spinouts. It combines the theory and practice of translating ground-breaking university research into high-impact products. Books on entrepreneurship abound but few address the unique aspects of a university startup, namely the importance of intellectual property, the technical and market risks of developing technology-based products, and the role of the faculty and university in the startup. The heart of the book are the 18 Key Steps to a Startup, from recognizing the university research-based business opportunity to recruiting the management team to writing the business plan. Each step is described in practical terms, based on the authors’ experiences in launching university startups. These steps are further reinforced by three case studies, each described in terms of the steps. The book concludes with a section for key stakeholders: research faculty, business leaders, and university administrators. For aspiring faculty entrepreneurs and business leaders, practical advice and lessons learned are provided from faculty founders and entrepreneurs who have “been there, done that”. The book is accompanied by the ResearhToRevenue.com website where readers can access business documents, grant applications, and other practical resources.Less
Research-to-Revenue: A Practical Guide to University Startups is an essential field guide for navigating the murky waters of university spinouts. It combines the theory and practice of translating ground-breaking university research into high-impact products. Books on entrepreneurship abound but few address the unique aspects of a university startup, namely the importance of intellectual property, the technical and market risks of developing technology-based products, and the role of the faculty and university in the startup. The heart of the book are the 18 Key Steps to a Startup, from recognizing the university research-based business opportunity to recruiting the management team to writing the business plan. Each step is described in practical terms, based on the authors’ experiences in launching university startups. These steps are further reinforced by three case studies, each described in terms of the steps. The book concludes with a section for key stakeholders: research faculty, business leaders, and university administrators. For aspiring faculty entrepreneurs and business leaders, practical advice and lessons learned are provided from faculty founders and entrepreneurs who have “been there, done that”. The book is accompanied by the ResearhToRevenue.com website where readers can access business documents, grant applications, and other practical resources.
Andrew Nelson and Thomas Byers
- Published in print:
- 2015
- Published Online:
- September 2015
- ISBN:
- 9780226178349
- eISBN:
- 9780226178486
- Item type:
- chapter
- Publisher:
- University of Chicago Press
- DOI:
- 10.7208/chicago/9780226178486.003.0005
- Subject:
- Society and Culture, Technology and Society
This chapter outlines the many challenges that confront efforts to commercialize university technologies via spinouts or startups. It also considers the role of entrepreneurship education in relation ...
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This chapter outlines the many challenges that confront efforts to commercialize university technologies via spinouts or startups. It also considers the role of entrepreneurship education in relation to these challenges. We begin by contextualizing the role of startups vis-à-vis other mechanisms in the commercialization of university research. We then outline the resource requirements for successful startups, including financial resources; facilities; specialized equipment; and people, including potential managers, team members, board members and advisors. Next, we consider the role ofentrepreneurship education in addressing these resource requirements and, drawing upon an extensive literature review, we elaborate on best practices for entrepreneurship education in terms of audience, curriculum, and external engagement. Finally, we highlight a number of important distinctions between entrepreneurship education and technology transfer, and we propose a set of questions that can aid programs in assessing the relationship between these areas. Ultimately, we point to a number of ways by which entrepreneurship education can enhance technology transfer, but we caution against excessively close relationships and the cooptation of entrepreneurship education for technology transfer aims.Less
This chapter outlines the many challenges that confront efforts to commercialize university technologies via spinouts or startups. It also considers the role of entrepreneurship education in relation to these challenges. We begin by contextualizing the role of startups vis-à-vis other mechanisms in the commercialization of university research. We then outline the resource requirements for successful startups, including financial resources; facilities; specialized equipment; and people, including potential managers, team members, board members and advisors. Next, we consider the role ofentrepreneurship education in addressing these resource requirements and, drawing upon an extensive literature review, we elaborate on best practices for entrepreneurship education in terms of audience, curriculum, and external engagement. Finally, we highlight a number of important distinctions between entrepreneurship education and technology transfer, and we propose a set of questions that can aid programs in assessing the relationship between these areas. Ultimately, we point to a number of ways by which entrepreneurship education can enhance technology transfer, but we caution against excessively close relationships and the cooptation of entrepreneurship education for technology transfer aims.
Henry Chesbrough and Chris Winter
- Published in print:
- 2014
- Published Online:
- December 2014
- ISBN:
- 9780199682461
- eISBN:
- 9780191762895
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199682461.003.0011
- Subject:
- Business and Management, Innovation
Outside-in Open Innovation is widely adopted by companies and also the most often studied by academics. Yet there is a second half to the open innovation model: the inside-out portion. This chapter ...
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Outside-in Open Innovation is widely adopted by companies and also the most often studied by academics. Yet there is a second half to the open innovation model: the inside-out portion. This chapter examines the underpinnings of the inside-out model, and sketches a number of applications of it. In particular, the chapter looks at why corporations are well-advised to allow internal projects to go to the outside, through a corporate venture spin-out process. The chapter identifies a particular novel kind of spin-out, the complex spin-out venture. Complex spin-outs require extensive integration of multiple technologies and assets in the formation of the venture, a process where a corporation may have a natural advantage over traditional venture capital. Complex spin-out ventures can create new options for the company, support business model innovation, and lead to competitively advantaged ventures that traditional VC is not well suited to achieve.Less
Outside-in Open Innovation is widely adopted by companies and also the most often studied by academics. Yet there is a second half to the open innovation model: the inside-out portion. This chapter examines the underpinnings of the inside-out model, and sketches a number of applications of it. In particular, the chapter looks at why corporations are well-advised to allow internal projects to go to the outside, through a corporate venture spin-out process. The chapter identifies a particular novel kind of spin-out, the complex spin-out venture. Complex spin-outs require extensive integration of multiple technologies and assets in the formation of the venture, a process where a corporation may have a natural advantage over traditional venture capital. Complex spin-out ventures can create new options for the company, support business model innovation, and lead to competitively advantaged ventures that traditional VC is not well suited to achieve.
