Innovation, Commercialization, and Start-Ups in Life Sciences

ISBN: 9781482210125 出版年：2014 页码：250 Jordan, James F CRC Press

Innovation Is a Process of Connected Steps Investment Uses a Translation Process to Deliver Innovation Investment Is Critical to a Nation's Prosperity The Journey of Innovation Begins with Investment The United States Helps Small Companies Conduct R&D Commercialization Is Primarily Executed through Two Organization Types Investment Must Be Connected to Exit Angels and Venture Capitalists Invest in Commercialization The Stages of Start-Up Financing The Players in Start-Up Financing Create Liquidity for Your Investors A Liquidity Event Is Not Consummated without Due Diligence A Start-Up Is Designed to Be Temporary The Reasons for Due Diligence Risks Associated with Due Diligence Due Diligence Reputation Is a Critical Business Process Due Diligence Reputation Is a Critical Brand Component Do What You Say, Then They Will Trust What You Forecast Ambiguous Processes Are a Quality Assurance Problem The Components of a Due Diligence Business Process Align with the Industry Norms Find the Industry Norms Solve an Important Customer Problem The Disease State Model Identifies the Triggers to Risk and Creating Market Value The Health Care Flow Chart Visualizes the Market's Value Chain Demonstrate the Ability to Access the Sales Channel Gather Domain-Experienced Personnel to Reduce Risk Government Channel Partners Customers Domain-Experienced Personnel Acquirers Capital Providers Suppliers and Contractors The Management Team A Thoughtful Gathering of Experience Reduces Risk Determine the Acquirer's Strategic Future and Purchase Triggers Find Your Targets (Potential Acquirers)| Develop Industry Micro and Macro Maps Analyze the Industry's Product Life Cycle Analyze Your Acquirer's Product Life Cycle Finalize Your Target List and Uncover the Acquirer's Purchase Triggers Map Your Start-Up's Exit Points Determine What They Want to Buy: It Could Be More Than IP The Acquirer Purchase Trigger Database Align an Investor's Fundable Milestones and an Acquirer's Exit Points Know Your Targets: Arrive Early and Cheaply Add the Acquirer's Exit Points to Your Funding Map Create a Funding Relationship Management System Plot Your Funding Syndicate by Working Backward Create Your Tactical Approach by Investment Class Install a Management and Measurement System Plan-Do-Check-Act (PDCA) Create an IP Pyramid for Impervious Positioning Can the Technology Create a Franchise Category? Can the Technology Create a Product Category? Is There a Specific Class of Patient or Clinical Situation Where the Patent Would Be the Obvious Answer? Is There Outcomes Evidence? How Can the Patent Be Built upon over Time to Evolve for Distance as Other Players Attempt to Enter the Market? A Start-Up Must Tell a Compelling Story A ddress Your Story to the Needs of All Constituencies The Customer's Story The Acquirer's Story The Funder's Story Deliver to Your Plan Mission Statement Executive Summary Overview The Opportunity The Market The Competition The Unfair Advantage Proprietary Relationships Proprietary Knowledge Intellectual Property Regulatory and Reimbursement The Company and Management The Commercialization Plan Capitalization and Exit Strategy Financial Projections and Risks Tell a Compelling Story with the Investor Pitch The Preview The Venture Concept The Market Need The Product Offering The Market Opportunity The Competition The Business Model The Commercialization Plan Future Milestones The Management Team Funding Needs The Acquirer's Needs Opportunity Summary Continuously Improve Your Message with the Plan-Do-Check-Act Cycle Notes Index