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Patents and Teams

Patents and Teams. Superlens Bretley Hanson Carol Leibinger Jered Wikander. New Drug Delivery Sarah Fister Jimmy Neyhart Carly Stoughton. Bird Flu Test Christopher Bush Kevin Irish Kyle Winkler . Expander/Compressor

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Patents and Teams

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  1. Patents and Teams Superlens Bretley Hanson Carol Leibinger Jered Wikander New Drug Delivery Sarah Fister Jimmy Neyhart Carly Stoughton Bird Flu Test Christopher Bush Kevin Irish Kyle Winkler Expander/Compressor Greg Beamer Katherine Herman Alex Polvi Dan Skotte Printable Electronics Nate Edwards Adam Ivey Tim Louden Evan Sekulic

  2. Inventors and Mentors • Superlens- Alexander Govyadinov (inventor), Loreli Fister (mentor) • Bird Flu Test – Manoj Pastey (inventor), Rob Schneider (mentor), Sukanya Rengaswamy (mentor) • Novel Drug Delivery- Mark Christensen (inventor), Gordon Shadle (mentor) • Expander/Compressor- Richard Peterson, Tom Herron (inventors), Dan Whitaker (mentor), Todd Miller (mentor) • Printable Electronics- Alex Chang (inventor), Chris Oriakhi (mentor)

  3. Team and Patent Assignment- Appeal Process • Everyone received one of their top three choices • Teams and patent assignments were made attempting to balance the skills of individual team members as much as possible • If you are not satisfied with your team or assignment, you can appeal one of three ways • find someone on another team who wants to switch • if all team members agree, you can select another patent from the OSU portfolio (with TTO approval) • come see me

  4. Next Steps • Meet with your team today to plan • Commercialization Ideas-initial thoughts on marketing approach and challenges • Marketing Research- Detailed questions to answer to develop a commercialization plan • Group logistics- Roles, communication, meeting times and locations, holding each other accountable • Contacting mentors and inventors- who will call, meeting times & locations, and questions to ask them

  5. Questions??? Concerns ???

  6. Commercialization Options- • As you develop your commercialization strategy, you will need to consider four related decisions: • Commercialization approach- spinoff vs licensing • Form of your offering- product, service, “razor blade” model, • Position in the Value chain- where are there profitable openings? • Risk vs benefit- harvest the “low-hanging fruit” or plant a new tree? • Decisions for each will depend upon • The nature of your intellectual property • Effective market research- KNOW YOUR CUSTOMER, MARKET, AND COMPETITION!

  7. Commercialization Options • All IP under consideration is “owned” by OSU, which as a public entity cannot run a for-profit enterprise • Fundamental possibilities are • Spin-off: Start a new company from the ground, OSU transfer rights to the company to market products or services based on IP • Cash or Equity stake? • License: Identify an established company which could benefit from use of IP to improve its product, reduce costs, etc. Sell a license to use OSU IP. • Exclusivity? • License fee, based on enhance revenue, or other approach?

  8. Spin-Off or License ??? ???

  9. Form of Commercial Offering • Be creative in defining your market entry! • There are many ways to extract value from intellectual property • Consumer product • Consumer service • B2B product or service • Host unit and replacement model • Etc • This is where you can add the greatest value! You have a very different perspective than the inventors

  10. Positioning in the Value Chain Value chain: “The activities that one undertakes to deliver a product or service” Identify the best entry points into the value chain that offered by your IP which * Have a low barrier to entry * Can be protected with existing IP * Have perceived value to customers (this can be the consumer or other businesses- B2B) * Are profitable!

  11. Risk vs Benefit • Know the risks in your commercialization plan, and the level of risk your sponsor will tolerate • Be up-front about the risks and address them whenever possible! • Types of risk: People, funding, infrastructure, technology, market acceptance, regulatory issues, schedule… • Risk is not always bad! However avoid risk without a corresponding benefit • Is there a less risky way to achieve the same benefit • Keep a list of risks and contingency plans • Know the “project killers” and track them

  12. Let’s get started!!!

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