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Frank Larsen Birkeland Innovation AS Technology Transfer Office, University of Oslo

Frank Larsen Birkeland Innovation AS Technology Transfer Office, University of Oslo. Washington 2. December 2004. Birkeland Innovation AS. Technology Transfer Office at the University of Oslo (UiO)

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Frank Larsen Birkeland Innovation AS Technology Transfer Office, University of Oslo

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  1. Frank LarsenBirkeland Innovation AS Technology Transfer Office, University of Oslo Washington 2. December 2004

  2. Birkeland Innovation AS • Technology Transfer Office at the University of Oslo (UiO) • Responsible for commercialization of UiO research results. Our task is to secure the IPR and to do technology transfer to industry. • Established 1. January 2004, 100% owned by UiO. • All Norwegian Universities have established TTOs.

  3. Transatlantic Co-operation • TTO licensing • Companies with technology to license out (and in) • Companies that need capital and/or partner • Companies with products that need access to markets and set up business in North America

  4. Licensing and Springboard Americas • Licensing of technology is one of the main tasks of the TTOs • Especially for biotechnology there is very often a need to license to a company located in North America • Proposal: The Norwegian TTOs could have one licensing officer located in US to get a more efficient licensing process as part of the Springboard Americas program

  5. How Can a Norwegian Technology Company succeed in US? • Technology • Products • Market and key target customers • Co-lobaoration and partners • US subsidiary

  6. Scandinavia as a Test Market • ICT and biotechnology: Scandinavia is a fast adapter of new products • Average four years for a new successful product to be widespread in the market compared to eight years in UK • Norwegian companies should seek success in Scandinavia before going for the US market

  7. What is expected in US? • The product must work as specified • Deliver what you promised • Deliver on time • Efficient service and product support • Often tougher requirements than from Scandinavian customers

  8. The GenoVision Story • Product: Fully automated system for isolation of genetic material from a wide range of biological samples (blood, tissue, hair etc.) • Target customers: Companies and universities doing genetic research/ diagnostics • 2000: Applications developed in collaboration with University Hospital Labs in Norway (OFU) • Spring 2001: Sold systems to all University Hospitals in Norway and Sweden (20 systems) • Autumn 2001: Commercial breakthrough in US: (selected target customers) • June 2002: GenoVision sold to Qiagen for $ 30 million. 2004: Revenue of > $ 10 million – total of more than 200 systems sold

  9. GenoVision Facts • GenoVision Inc. For sales & marketing & service. Personell with strong background in molecular research and diagnostics • Invested in identifying key target customers: (Quest Diagnostics, UCLA, John Hopkins, American Red Cross, Althea) • Used the Norwegian key people when meeting with the customers and managed in this way to talk to decision makers • Strict quality control before and during system installation • ”24 h service and support”, both the American and Norwegian organisation on alert to deliver what we promised. Flew over from Norway when needed for the first systems. • Biggest challenge: Success created a back order problem, but we managed to serve the customers.

  10. Springboard Americas • Local presence is needed • Select your customers • Technology/product must be ready • Norwegians must under-stand the urgency to deliver • Relationship selling; always check that the customer is happy • Springboard US can facilitate this • Springboard US can help with local advisors • Selection criteria • Selection criteria • You have spent millions in R&D, invest to get top sales and marketing people – can Springboard help?

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