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									Technology Commercialization - Syllabus, Spring 2002




                                         Sample Syllabus

                                Course: Technology Commercialization


                                    [Put complete contact information here]


Instructor:
Name             Phone: xxxxx ; E-mail: xxxxx

Course Sections:
033-18492RV T            Tuesdays, 6:30-9:15 p.m.

Office hours:


1. Reasons to take the course:

Are you starting a high-tech firm?
Will you be working for a high-tech firm?
Do you want to position yourself to be successful in the dynamic environment of high technology?

Throughout its history, technology has injected a series of massive disruptions and unintended
consequences into the fabric of our society. The Internet’s cataclysmic impact on traditional
business models is only the beginning of what is to come. Like Edison’s light bulb, moveable
type, the atomic bomb, and the semiconductor, the fusion of telecommunications and information
technology has disrupted our social, political, and economic systems. Technology represents the
essence of what Joseph Schumpeter saw as entrepreneurship – the ability to disrupt the economy
and create new value. Today, technology is driving business strategy in companies large and
small. While high technology ventures represent only a minuscule portion of all the businesses
started annually, they are the businesses that make the waves the rest of us ride. This semester
you will learn if you want to make the waves or ride them.

2. Course description:

This course will help you to recognize and screen technology opportunities in diverse areas, from
information systems to telecommunications, and biotechnology, to name a few. You will learn the
ins and outs of intellectual property acquisition, creation, and protection and how to license
technology that others have patented and license your own technology to others to create diverse
revenue streams. The unique issues related to high technology start-ups will also be covered.



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This course is the first in a series of four courses that will be offered leading to a Certificate in
Engineering Entrepreneurship. By participating in this course, both MBAs and
Engineering/Medical/Science Graduate students will have the opportunity to affect the future of
technology education and technology commercialization at USC. Neither MBAs nor
Engineering/Medical/Science Grads will find themselves at a disadvantage in this course. The
purpose of this course is to bring together the inventor and the business mind in what should be a
highly synergistic and creative experience.

3. Course prerequisites:

Students must be graduate students in good standing with the university. Non-business students
must submit the required form to receive approval to register in a Marshall course. See the
professor.

4. Course goals:

Although I have structured the course with elements that I believe to be important to your learning
experience in this field, the final decision on how much time we concentrate on any one topic will
depend on the make-up of the class. In general, you are a combination of inventor types and
business minds – engineers and scientists from many disciplines and MBAs with varied interests
and business experience. Therefore, both the syllabus and the accompanying Course
Schedule are living documents. They will change according to the needs of the students
and our ability to secure the various speakers that we would like to bring to the classroom.

The focus of this course is high technology, particularly radical innovation or killer apps. Killer
Apps is a term used by the venture capital community to refer to inventions that create whole new
categories or even new industries and displace older technology (which is where the term killer
comes from). Technology is defined in terms of what it permits the user to do. It consists of
tangible products like bonding material and computer chips, as well as intangible co-products or
“know-how” (i.e. a process for producing bonding material).

Technology is probably the most financially under-utilized asset in either the private or public
sector. Many organizations possess technology and intelligence that is not used or is used only
for captive applications. An effective method of technology transfer can produce:

•    Technological products in the form of licenses or rights to use, which can be sold repeatedly
     with a relatively low cost of goods sold resulting in a continual stream of income.
•    Technological products that are one of the few articles of commerce for which governments
     provide and sanction monopoly rights for an extended period of time.

In this course, you will learn:

   How to recognize and screen technology opportunities in diverse areas, from e-commerce to
    information systems, telecommunications, and biotechnology, to name a few.
   The commercialization process and how to effectively implement it.
   The intricacies of intellectual property acquisition, creation, and protection.




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   How to license technology that others have patented and license your own technology to
    others to creative multiple revenue streams.
   To understand the unique business model issues related to high technology start-ups

5. Learning objectives:
In broad terms, the following activities are (Minor, Important, Essential) for this course:
Essential        Gaining factual knowledge (terminology, classifications, trends)
Essential        Learning fundamental principles, generalizations, or theories
Important        Learning to apply course materials (to improve thinking, problem solving, and
                 decisions)
Essential        Developing specific skills, competencies, and points of view needed by
                 professionals in the field most closely related to this course
Minor            Acquiring skills in working with others as a member of a team
Minor            Developing creative capacities (writing, inventing, designing, performing in art,
                 music, drama, etc.)
Minor            Gaining a broader understanding and appreciation of intellectual/cultural activity
                 (music, science, literature, etc.)
Important        Developing skill in expressing oneself orally or in writing
Essential        Learning how to find and use resources for answering questions or solving
                 problems
Important        Developing a clearer understanding of, and commitment to, personal values
Important        Learning to analyze and critically evaluate ideas, arguments and points of view
Important        Acquiring an interest in learning more by asking questions and seeing answers

6. Required Materials:
Required text: Bringing New Technology to Market, K.Allen, Upper Saddle River, NJ: Prentice
       Hall, (2003).

Readings and cases on issues related to the course topics are provided in the Public Folder and
on Blackboard for the course. A due date for the completion of those readings is given in the
Course Schedule. On the day the readings will be discussed, please come to class prepared to
contribute your analysis and thoughts on what you read.

The night before each class, check the 557 Public Folder for a current news article that will be
used as the basis for discussion at the start of class. Please take time to read the article so that
we can have a lively debate on the merits of the issues presented.

7. Recommended readings:

Will be posted in Blackboard and in public folder.
8. Attendance and preparation requirements:
Attendance at all class sessions is mandatory. Failure to attend classes will have a negative
impact on a student’s participation grade.
Attending class is critical to learning. One of the primary reasons for meeting to learn



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entrepreneurship is that a classroom experience (rather than learning the material alone) offers
many chances to learn from each other. Entrepreneurship is inherently collaborative—a social
process. Entrepreneurs find opportunities, adapt, change, and improve themselves by listening
and learning from others. Please come to class prepared to participate in the day’s activities.
A class attendance form will be handed out at the beginning of each class which requires your
personal-consistent-full-signature. Initialing the class attendance form is not acceptable. Signing
this class attendance form is necessary because of University policies and the need to have a
record of class attendance as part of the evaluation process. Students are responsible for signing
this form at the beginning of class. Any student who signs the name of another student on the
class attendance form will receive an "F" for the course.
Students must arrive on time. Arriving on time is a form of respect towards other students, the
instructor, and the guest speakers. Late arrivals disrupt class. Late arrivals often require the
instructor to repeat information, which wastes the time of other students. Late arrivals disrupt the
presentations of guest speakers and many guest speakers find late arrivals a form of disrespect.
Please, don’t be late. Habitual lateness to class will be penalized.
9. Miscellaneous requirements:
Throughout the Greif Center’s classes and events, students will be exposed to proprietary
information from other students, guest lecturers and faculty. It is the policy of the Entrepreneur
Program that all such information is to be treated as confidential.
By enrolling in and taking part in the Greif Center’s classes and activities, students agree not to
disclose this information to any third parties without specific written permission from students,
guest lecturers or faculty, as applicable. Students further agree not to utilize any such proprietary
information for their own personal commercial advantage or for the commercial advantage of any
third party.
In addition, students agree that any legal or consulting advice provided without direct fee and in an
academic setting will not be relied upon without the enlisted opinion of an outside attorney or
consultant, without affiliation to the Program.
Any breach of this policy may subject a student to academic integrity proceedings as described in
the University of Southern California University Governance Policies and procedures as outlined in
SCAMPUS, and to any remedies that may be available at law.
The Greif Center for Entrepreneurial Studies, the Marshall School of Business, and the University
of Southern California disclaim any responsibility for the protection of intellectual property of
students, guest lecturers or faculty who are involved in Greif Center classes or events.
Receipt of this policy and registration in our classes is evidence that you understand this policy
and will abide by it.
10. Academic integrity:
Please be familiar with the Grading Policy and Academic Standards section of the USC Catalogue
and the information on University Governance in the SCAMPUS, particularly Appendix A:
Academic Dishonesty Sanction Guidelines.
The use of unauthorized material, communication with fellow students during an in-class
examination, attempting to benefit from the work of another student, and similar behavior defeats
the intent of an examination or other class work is unacceptable to the University. It is often




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difficult to distinguish between a culpable act and inadvertent behavior resulting from the nervous
tensions accompanying examinations. Where a clear violation has occurred, however, the
instructor may disqualify the student's work as unacceptable and assign a failing mark on the
paper.
11. Policy regarding returned graded work:
Returned paperwork, unclaimed by a student, will be discarded after 4 weeks and, hence, will not
be available should a grade appeal be pursued by a student following receipt of his/her course
grade.
12. Course Requirements

This course will consist of several lectures, case studies, written assignments, a participation
component, and guest speakers. The following are detailed descriptions of the various
assignments.

Case Studies (due dates posted in the Course Schedule)
The course includes several case studies designed to demonstrate how real businesses are
dealing with the issues related to technology commercialization. Case studies are used to analyze
and explore typical problems encountered by scientists, engineers, and entrepreneurs in creating
their ventures. Your conscientious participation is critical to the success of this aspect of the
course. As there are rarely “right” answers, much of the learning comes from the exchange of
ideas among the students. You should come to class prepared to present and support your views
on the case. Case studies are found in the public folder for the course.

Case study briefs should be typed single-spaced, not exceed two pages, and should answer the
questions for each case study at the end of the case. We will do six case studies. You may
choose any three on which to complete a case brief. You may not submit more than three case
studies for grading.

Semester Project Proposal (due February 5 at start of class)
You will submit a three-to-five page proposal for the semester project (single or 1.5 spaced). It
should consist of a description of the goals for your research as well as your research plan using
both secondary and primary data. See Semester Project below. The proposal should address the
following issues:

   The purpose of the project
   The goals of the research
   Why this research is important to you and to building the knowledge base of this course
   The plan for gathering secondary resources
   The plan for doing primary research
   A timeline to completion

Semester Project (due April 16 at start of class)
Within certain parameters, you may design your research project for the semester. This
assignment is designed to make you an expert in a particular narrow topic or on a particular
technology company or industry. For example, one of the best ways to learn about technology
ventures and how they operate is to study one in depth. You may choose a technology company




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in an area that interests you. (Be advised that for purposes of this course, Internet service
companies do not fit the definition of a technology company. Merely selling products or services,
or providing information that would normally be provided through a retail outlet is not an example
of a technology-based company. Amazon.com is a retail bookstore on the Web. The vital factor
in its business model is fulfillment, which is a back office task not associated with the Internet.
Therefore, it is not a high technology company. We are interested in companies that have
proprietary technologies in their industries. If you have any doubts about whether or not a
particular company or topic qualifies for this assignment, please contact me.)

Then, for this example, you might do the following:
       • Research to find out if anything has been written about this company and the industry
            in which it operates. This will give you background information before you actually go
            to the company and allow you to ask more interesting questions.
       • Call the company and arrange to spend approximately a half-day (morning or part of
            the afternoon) to interview people and get a better picture of how the company
            operates.
       • Write a 12-15 page, single-spaced, case study to include the following major headings.
                 Introduction and description of the business and key players
                 Background of the company - history (how they got started, etc)
                 An overview of the industry (status, trends, challenges)
                 Current challenges and opportunities facing the business based on interviews
                    with several people at the company
                 End the case study with a question or challenge that needs to be explored.


Requirements for all projects
Appropriate topics for the final project include but are not limited to:

   An in-depth case study of a technology company
   An in-depth look at a specific industry
   A more in-depth look at a topic presented in class

The paper will be 12-15 pages in length, single-spaced with appropriate headers. You may
choose to do this assignment as a team of two if you wish, but be advised that team papers
should come in at 15 pages. Working with someone else is not required. Use rich, thick
description and be thorough. Full citations are required for all material gathered from other
sources whether it be a direct quote or paraphrase. (Be advised that www.onesource.com is not a
complete citation. Title, author, source, date, and so forth are required.). Please use footnote or
endnote format, NOT bibliographic style. The paper should be typed, single-spaced, using 12 pt
type with normal margins and appropriate headers to organize the paper. Include a cover page
with the title and your name and date, and staple the paper in the upper left corner. Please
submit a diskette with the paper in one document file. THE PAPER and accompanying diskette
with Word Document file are DUE APRIL 16. Please do not fax or e-mail.

Knowledge Share Segment
On each night at the opening session, we will have the opportunity to allow two students to do up
to a five-minute presentation of something they believe should be of interest to the class and
relevant to the course material being covered. You are encouraged to use 1-2 transparencies or



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PowerPoint slides (these must be loaded prior to class starting) to get your key points across. To
qualify for the Knowledge-Share Segment, send an e-mail request to me at least one week in
advance of the date you want so that I can confirm that you are on for a particular night. You
must have confirmation to present, as there will not be time for all students to do a Knowledge-
Share Segment. Therefore, students will be selected in the order in which they make their
requests and on the relevancy of the knowledge to be shared. If you are referring to an article you
read, please bring copies to class for your classmates or send it to me in digital form so I can
make it available in the class folder. Doing a Knowledge-Share Segment will earn 20 bonus
points toward your participation grade in the class.

Guest Entrepreneurs and Other Speakers
We will have guest speakers this year who are high technology entrepreneurs in various stages in
the development of their businesses as well as others who bring a particular expertise from which
students can learn. The guest speakers are one of the most valuable aspects of the course and
should not be missed. Arriving late or leaving early on a speaker date is not acceptable. Please
contact me by phone or email in advance if you are unable to come to class or will be late.

Website
The Greif Center website is found at www.marshall.usc.edu/entrepreneur
On it, you will find information about the program and bios and photos of the faculty and staff.
The graduate program has its own section where you can find a current schedule.

The Technology Commercialization Alliance Web site is found at www.usc.edu/techalliance. This
is a new site focused on commercialization activities at USC. Your input and suggestions are
welcome.




13. Guidelines for all Course Assignments
The following guidelines apply to all assignments without exception.

The course projects provide an opportunity for each student to explore aspects of technology
commercialization of particular interest and through the case studies and guest speakers to
analyze a variety of entrepreneurial strategies

All assignments must be typed in 12 pt font and organized for easy reading. Do not exceed the
page limit requirement. Additional pages will not be read for grading purposes. Please read the
following “on time” requirements for assignments. They are designed to help me return your
papers quickly and to avoid losing papers.


All written work must be submitted (1) before the beginning of class on the date due, or (2) in my office in
Bridge Hall One, or (3) by fax (213-740-2976) before the due date if you will not be in class on the due
date. Do not submit assignments by email without prior approval. If you will be in class on the due
date, your paper must accompany you. You are certainly encouraged to turn in papers before the deadline. If
you leave an assignment in Bridge Hall One with anyone other than me, please make sure that the
assignment is “time-date” stamped, and ask that the paper be put directly into my box. Please note that I will




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not accept an email as a substitute for a written assignment. Please keep copies of all your papers until the
end of the semester.


Papers will be accepted after the date due deadline with the following penalties: Papers turned in
after the class begins and during the class period will lose ½ (.5) of a full letter grade. Papers
turned in after class, and within 24 hours of the date due, will lose a full letter grade. Papers
turned in 24 hours after the due-date will lose two full letter grades. No papers will be accepted 48
hours after the date due.

14. Grade breakdown and expectations:
Your final grade is based on an evaluation of the following activities:

Case Study Briefs (3@ 50pts ea)                    14%                    150 pts
Research Proposal                                  23%                    250
Semester Project                                   36%                    400
Presentation                                       18%                    200
Participation                                       9%                    100
                                                                          1100 pts

This subject cannot be learned just by reading books and writing papers. You must get involved.
Entrepreneur classes are, by their very nature, interactive. You will learn from the professor, the
guest entrepreneurs and experts, and from the wealth of knowledge and varied experience of your
classmates.

The energy generated by everyone’s commitment to attend class and participate will insure the
success of your experience. We have a lot of material to cover in a semester, so it is important
that you plan to be present for each class on time and remain the entire time. If you must miss an
entire class or a portion of a session, please notify me by phone or e-mail prior to the class
meeting. Please plan to meet with me at least once during the semester, preferably in the first
half of the semester, so that we can make sure all your needs are being satisfied and your
questions are answered.
What earns an “A”? An “A” at USC requires excellence. We look for excellence in this class in a
number of ways, as described below. Since the Marshall School of Business requires the use of a
grading curve, most of you can expect to earn a B+ or an A-. The class average for an elective in
the Marshall School of Business is a 3.5. The grading system for this class is simple. It consists
of assigning "points" that correspond to the “A to F” curve that will be reflected in your final grade.
We will provide individual grade summaries about two times during the semester. If you have any
questions about your grade during the semester, please make an appointment to see the
instructor to discuss these issues. If you do not notify me of an incorrect or missing grade based
on the grade summaries, the grade will be assumed to be correct.

15. Evaluation of participation

Participation is evaluated in a number of ways. Obviously, participation is correlated with




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attendance. It is impossible to earn a participation grade if the student is not in class.

The professor will evaluate participation using a number of methods.

        “Cold call” students during the class to ascertain whether students have read assigned
        material and are prepared to discuss this material in class.

        Evaluate student participation during class and generate contemporaneous notes about
        the quality of each student’s contribution.

        Ask students to return note cards for a class that ask each student to offer evidence of the
        quality and impact of their class participation contribution.

        Ask students to provide a self-evaluation of their participation contribution for the entire
        semester.

All of these methods are likely to be used to generate a profile of the comparative quality of
participation vis-à-vis other students in the class. Instructors will provide students with an
evaluation of their participation at least once during the semester.




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Grading Standards
Grade distributions over time, across departments and courses, and within departments and
courses, should be consistent and in conformity with recommended Marshall School of Business
grading standards below. Evaluation should be measured against an undergraduate population
that is limited to students who have taken or are currently enrolled in the course in question,
including multiple section courses. ...
In order to avoid substantial disparities across courses, instructors in MSB courses are required to
adhere to specific target grade point averages for each course they teach. This policy statement
includes the standards, allowable deviations, and implementation details of MSB grading
standards.
        Elective Courses:         regular sections          3.5 (targeted grade average)
 Instructors are not permitted to have their average GPA in a single course deviate by more than
0.1 above the target.
Pass/No Pass
Students who are non-business majors/minors taking the class for elective credit may elect the
pass/no pass option. A pass/no pass class will NOT count towards a student’s major or minor
requirements.
Policy on Accommodations for Students with Disabilities
Any student requesting academic accommodations based on a physical, psychological or learning
disability is required to register with Disability Services and Programs (DSP) each semester. A
letter of verification for approved accommodations can be obtained from DSP. Please be sure the
letter is delivered to me as early in the semester as possible (by the second week of the
semester). DSP is located in STU 301 and is open from 8:30 AM to 5 PM, Monday through
Friday. The telephone number for DSP is (213) 740-0776.


Receipt of this Syllabus and registration in this class will serve as evidence that you
understand and accept the requirements of this course.




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                                  Course Schedule
Note: The schedule of cases, readings, speakers, and activities may be modified or changed
during the semester to fit the needs of the class.


Week 1           1/8     Topic: Introduction and Overview of the Course
                                  Philosophy, syllabus, assignments, expectations
                                  Your goals for the course
                                  A plan of attack
                                  Why leaders must understand technology commercialization
                                  Why the huge interest in intellectual property

Assignments:     (a) Student Data Sheet (Submitted during class)
                  (b) What do you want to learn about technology commercialization? (Submitted during
                         class)



Week 2           1/15    Topic: Innovation and Commercialization


                 Opening Discussion:                 Current article or situation in Public Folder
                 Lecture/Discussion:                 The Foundations of Technological Innovation
                                                     Overview of the Commercialization Process
                 Case Study Example:                 Innovation in the Palm of His Hand --text


                 Required Reading:                   Chapter 1, Innovation and Commercialization
                                                     Case Study: In the Palm of His Hand

Web resources:
PBS Series “Innovation”
http://www.thirteen.org/innovation/

Journal of the Industrial Designers Society of America
http://www.idsa.org/resources/innovation_online/innovation_online.htm




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Week 3              1/22     Topic: Recognizing and Screening Technology Opportunities

                    Lecture/Discussion                   Opportunity Strategy
                                                         Sources of opportunity
                                                         Screening Technology Opportunities

                    Guest Speaker:                       TBA

                    Case Discussion #1:                  The Art of Invention: Claude Shannon & Yoshiro
                                                         Nakamatsu

DUE:                Case Brief #1
                    Required Reading:                    Chapter 2, Recognizing and Screening Technology
                                                         Opportunities

Web resources:
Here are some resources on creative thinking to get you started thinking opportunistically about technology.
URL:           http://www.ozemail.com.au
Title:         Creativity Web
Annotation:    Yes, it is located in Australia, where it appears they are very much interested in creativity.
               On this site, you will find many articles on various aspects of creativity. It is your one-stop
               shop for resources on creativity. Check out the article called "What Can I Do to Increase My
               Creativity?" to get started. It's at
               http://www.ozemail.com.au/~caveman/Creative/Techniques/intro.htm.

URL:                http://www.inc.com 
Title:              Where Really Bad Ideas Come From

URL:                http://inc.com/incmagazine/article
Title:              Where Great Ideas Come From

URL:                http://edge.lowe.org/
Title:              Thinking up a Storm
Annotation:         A brief article on brainstorming that will help you generate more ideas.

URL:                http://edge.lower.org
Title:              "Ten Hot Trends for New Product Ideas"





    For all Inc Magazine and Lowe Foundation articles, go to the main site and search the archives for the title.




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Week 4           1/29    Topic: Developing and Testing a Technology Business Concept

                 Opening Discussion:               Current article or situation in Public Folder
                 Lecture/Discussion:               Overview of feasibility analysis
                                                   The case of Zondigo Wireless
DUE:             Proposal for Semester Project

                 Required Reading:                 Chapter 3, Developing and Testing a Technology Business
                                                   Concept
                                                   Case Study: Zondigo: Chaos in the Wireless World



Week 5           1/5     Topic: High-Technology Product Development Strategies

                 Opening Discussion:               Current article or situation in Public Folder
                 Lecture/Discussion:               The new product development process
                                                   Metrics
                                                   Outsourcing Technology Innovation
                 Case Discussion:                  IDEO
DUE:             Case Brief #2

                 Required Reading:                 Chapter 4, High Technology Product Development
                                                   Strategies
                                                   Case Study: IDEO: Where Innovation is the Culture

Web Resources

The National Technology Transfer Center
http://www.nttc.edu
This organization helps companies work with federal laboratories to turn their work into technology that
businesses can use and sell.

Product Development & Management Association
www.pdma.org/
A non-profit organization dedicated to improving the effectiveness of product development practices.

SBA Office of Technology (SBIR)
http://www.sbaonline.sba.gov/sbir

Visions Magazine – PDMA
http://www.pdma.org/visions/
The online magazine from the PDMA. A valuable resource for product developers.

Worldwide Rapid Prototyping Service Bureau




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http://home.att.net/~castleisland/sb_ci.htm
An up-to-date directory of over 525 locations where RP capability is available



Week 6           2/12    Topic: The Concept of Intellectual Property
                 Opening Discussion:               Current article in Public Folder
                 Lecture/Discussion:               The basics of patents, trademarks, copyrights, and trade
                                                   secrets.
                 Required Reading:                 Chapter 5: The Concept of Intellectual Property
                                                   Case Study: Gordon Gould

Web Resources;

European Patent Office
http://www.epo.co.at/epo

Japan Patent Office
http://patent-jp.com

The Digital dilemma: Intellectual Property in the Information Age.
http://www.nap.edu/books/0309064996/html/
A free online book th9Eg
at presents comprehensive information on protecting digital property.

The National Technology Transfer Center
http://www.nttc.edu
This organization helps companies work with federal laboratories to turn their work into technology that
businesses can use and sell.

KuesterLaw
http://www.kuesterlaw.com/
The technology law resource guide

SBA Office of Technology (SBIR)
http://www.sbaonline.sba.gov/sbir

U.S. Copyright Office
http://lcweb.loc.gov/copyright

U.S. Patent and Trademark Office
http://www.uspto.gov




Week 7           2/19    Topic: Licensing Intellectual Property

                 Opening Discussion:               Current article in public folder




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                 Lecture/Discussion:               Licensing from the licensor’s POV
                                                   Licensing from the licensee’s POV
                                                   The licensing agreement

                 Guest Speaker                     TBA
                 Case Discussion #3:               P&G: Finding Value in the Licensing Network
Due:             Case Brief #2:

Required Reading:                                  Chapter 6: Licensing Intellectual Property
                                                   Case Study: P&G

Web Resources

International Trademark Association
http://www.inta.org/
A non-profit organization dedicated to protecting and advancing the importance of trademarks as essential
elements of international commerce.

Patent and Trademark Depository Library Program
http://www.uspto.gov/web/offices/ac/ido/ptdl/index.html
Administers a nationwide network of public, state and academic libraries designated as Patent and
Trademark Depository to provide information to the public.

The Trademark Center
http://www.tmcenter.com/
You can do a free trademark search here, plus access a variety of information.

The Patent and License Exchange
http://www.pl-x.com/
Financially oriented intellectual property management tools and services.

Yet2.com
http://www.yet2.com
A marketplace for licensors and licensees



Week 8           2/26    Topic: Intellectual Property Strategy

                 Opening Discussion:               Current article or situation in Public Folder
                 Lecture/Discussion:               Developing a patent strategy
                                                   Developing a trademark strategy
                                                   Strategy issues
Required Reading:                                  Chapter 7, Intellectual Property Strategy
                                                   Case Study: Robotic Surgery to the Rescue




Week 9           3/5     Topic: Building and Valuing the Business Model




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                 Opening Discussion:      Current article in Public Folder
                 Lecture/Discussion:      Radical innovation business models
                                          The drivers of vaue
                                          Financial models for assessing value
                 Case Discussion:         Pixstream, Inc.
                 Guest Speaker:           TBA

Due:             Case Brief #3:

                 Required Reading:        Chapter 8: Building and Valuing the Business Model
                                          Case Study: Pixstream Inc.
Web resources:

Valuation Resources
www.valuationresources.com
A clearinghouse for publications and other resources on the valuation of technology

The Valuation of Technology
http://www.boer.org/
The home page for Peter Boer’s research and book on the valuation of technology




Week 10          3/12    Topic: SPRING BREAK



Week 11          3/19    Topic: Funding the Technology Start-Up

                 Opening Discussion:      Current article or situation in Public Folder
                 Lecture/Discussion:      Start-up risks and stages of financing
                                          Seed and early stage capital
                                          Costs of raising Capital
                 Case Discussion #4:      Prepare for the Money Hunt
DUE:             Case Brief #4
Required Reading:                         Chapter 9, Funding the Technology Start-up
                                          Case Study: Prepare for the Money Hunt
Web Resources:
BusinessWeek.com – Your Money
www.businessweek.com
Articles with advice on financing small businesses




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Free Government Grants Site
http://businessgrants.small-large-government.com/
Online grant directories, links, and proposal writing.

Netpreneur Exchange
www.netpreneur.org
An online community hosted by the Morino Institute that supports entrepreneurial Internet businesses.




Week 12          3/26    Topic: Funding Growth


                 Opening Discussion:       Current article or situation in Public Folder
                 Lecture/Discussion:       Debt v. equity
                                           Financial strategy
                                           Venture capital
                 Case Discussion #5:       From Riches to Rags and Back?


DUE:             Case Brief #5:
                 Required Reading:         Chapter 10: Funding Growth
                                           Case Study: From Riches to Rags and Back?

Web Resources:

The SBI Resource Center
http://www.win-sbir.com/
Tools and services to support SBIR and STTR Applicants.

Venture Private Equity and Investors’ Capital
http://www.venturepie.com/
In alliance with KPMG, VenturePi matches venture capital finance firms with entrepreneurs seeking financing
for technology companies.

Venturewire
www.venturewire.com
A daily e-mail newsletter about venture capital funding activity.


Week 13          4/2     Topic: Moving from R&D to Operations
                 Opening Discussion:       Current article or situation in Public Folder
                 Guest Speaker:            TBA
                 Lecture/Discussion:       Challenges in transitioning from project to operations
                                           Organizational models
                                           Legal forms of organization




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Required Reading:                         Chapter 11, Moving from R&D to Operations
                                          Case Study: Quantum Dots




Week 14          4/9     Topic: Marketing High Technology
                 Opening Discussion:      Current article or situation in Public Folder
                 Lecture/Discussion:      Characteristics of Technology-Intensive markets
                                          Understanding customer needs
                                          Collecting market intelligence
                                          Developing a marketing plan
                 Case Discussion #6:      Will GPS Ever Cross the Chasm?
DUE:             Case Brief #6
Required Reading:                         Chapter 12, Marketing High Technology
                                          Case Study: Will GPS Ever Cross the Chasm?

Web Resources

Companies Online
www.companiesonline.com

Farcast
www.farcast.com

Hoover’s Online
www.hoovers.com

Marketingprofs.com
www.marketingprofs.com

SEC’s Edgar
www.sec.gov/cgi-bin/srch-edgar

Society of Competitive Intelligence Professionals
www.scip.org


Week 15          4/16    Topic: Entrepreneurial Venturing Inside a Corporation


                 Opening Discussion:      Current article or situation in Public Folder
                 Lecture/Discussion:      Nature of corporate venturing
                                          Paths to corporate venturing
                                          The importance of venture champions




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DUE:             Semester Project at start of class

Required Reading:                         Chapter 14: Entrepreneurial Venturing Inside a Corporation
                                          Case Study: New Pig Corporation

Web Resources:

Intrapreneurship
http://entrepreneurs.about.com/cs/intrapreneurship/
Articles on intrapreneurship and how to infuse entrepreneurship in a corporation

A Process for Intrapreneurship
http://www.bradfuller.com/Publications/innovate.html
Article on how intrapreneurship works

Corporate Venturing
http://www.corporateventuring.com/
A source of information on what’s going on in the world of corporate venturing



Week 16          4/23    Topic: Semester Project Presentations




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