Market Assessment Final
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S L I D E S A N D I N F O R M A T I O N © 2 0 1 2 E A R L E H A G E R
A L L R I G H T S R E S E R V E D
MARKET ASSESSMENT
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REMEMBER
• “If you don’t know where you are going, you
probably aren’t going to get there.”
• “Crossing the Chasm: Marketing and Selling High-
Tech Products to Mainstream Customers or
simply Crossing the Chasm
1991, revised 1999),
Geoffrey A. Moore
April 2012 CRDF Training Ivano-Frankivsk and
Dnepropetrovsk © 2012 Earle Hager 2
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THE BASICS
• Everything is about Process
April 2012 CRDF Training Ivano-Frankivsk and
Dnepropetrovsk © 2012 Earle Hager 3
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AGENDA
• The Basics
• What is It?
• Product Assessment – Good and Bad Examples
• Defining Your Customers
• The Pie Fight and how it relates to Customers
• Conclusion
• Lots of Forms
April, 2012 CRDF Training Ivano-Frankivsk and
Dnepropetrovsk © 2012 Earle Hager 4
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THE BASICS
• Define Product
• Define Customers
April 2012 CRDF Training Ivano-Frankivsk and
Dnepropetrovsk © 2012 Earle Hager 5
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VALUE STATEMENT
• Eventually, your technology will become part of a
product on the market.
• What is the product?
• Why buy the product?
• What is your value to each part of the product
chain?
April 2012 CRDF Training Ivano-Frankivsk and
Dnepropetrovsk © 2012 Earle Hager 6
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DEFINE PRODUCT
• Who has the problem?
• Who is willing to pay to fix the problem?
• What is it worth to fix the problem?
April 2012 CRDF Training Ivano-Frankivsk and
Dnepropetrovsk © 2012 Earle Hager 7
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MARKET ASSESSMENT
• The market assessment also includes the evaluation
of your ability to enter the market.
April 2012 CRDF Training Ivano-Frankivsk and
Dnepropetrovsk © 2012 Earle Hager 8
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TWO STATEMENTS
• These two statements will end any discussion of your
idea:
• “I have no competition.”
• “Everyone in the world is my potential customer.”
April 2012 CRDF Training Ivano-Frankivsk and
Dnepropetrovsk © 2012 Earle Hager 9
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COMMODITY
• Is the product a commodity? Both products and
services can be commodities.
• Define your market so you will be first or number one
in your market. This is how you differentiate.
April 2012 CRDF Training Ivano-Frankivsk and
Dnepropetrovsk © 2012 Earle Hager 10
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INTELLECTUAL PROPERTY
• Do you need protection
in multiple countries?
April 2012 CRDF Training Ivano-Frankivsk and
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PRODUCT SYSTEM
• Is the Product part of a larger system?
• Will you be part of a larger product?
April 2012 CRDF Training Ivano-Frankivsk and
Dnepropetrovsk © 2012 Earle Hager 12
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OUR EXAMPLE - WHAT IS IT?
• The technology is a smartphone application which
will allow medical staff to scan patient information
and medications and upload them to the patient
accounting system via hospital Wi-Fi.
• Cost savings will be found in more efficient inventory
tracking and more accurate patient billing.
April 2012 CRDF Training Ivano-Frankivsk and
Dnepropetrovsk © 2012 Earle Hager 13
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WHAT IS IT? PART ONE
• It’s an inexpensive application to be sold online.
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WHAT IS IT? PART TWO
• It’s part of a hospital inventory system which allows
the hospital to manage on floor inventory as well as
managing the ordering process.
April 2012 CRDF Training Ivano-Frankivsk and
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WHAT IS IT? PART THREE
• Therefore, it’s part of a hospital information system.
Inventory tracking is part of the ordering and
patient billing process. The more efficient this
process, the more efficient the billing process.
April 2012 CRDF Training Ivano-Frankivsk and
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WHAT IS IT? A SUMMARY
• In the first slide, limited. In the second slide and third
slide, your customers are software companies which
sell hospital information system, hospital
administration groups, and other groups which
need to track inventory and billing.
April 2012 CRDF Training Ivano-Frankivsk and
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COMPELLING PROBLEM WITH COST
• Problem Definition is Key
• Establish interest of listener who will follow your
solution.
• Assume listener is knowledgeable in your business
area.
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COMPELLING PROBLEM WITH COST - EXAMPLE
• Administrative time for keying information – 12%
• Lack of timely inventory management
• More efficient order management
• More accurate patient billing
April 2012 CRDF Training Ivano-Frankivsk and
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BAD EXAMPLE - COMPELLING PROBLEM WITH COST
• Hospital staff must enter information on patient
medicines on a regular basis
• Time savings from use of scanning system
• Less mistakes
• Everyone has a smart phone
April 2012 CRDF Training Ivano-Frankivsk and
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DISCUSSION OF HOW PRODUCT IS USED
• Demonstrate your knowledge of the business and
the products currently in use
• Demonstrate why your idea is an improvement on
the current systems
• Justify why your solution
is unique or protected by patent
April 2012 CRDF Training Ivano-Frankivsk and
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DISCUSSION OF HOW PRODUCT IS USED - EXAMPLE
• Doctors and nurses scan information at patient
bedside
• Synchronization occurs automatically on
predefined intervals or events
• In the event a bar code is unreadable, the
information will be manually reentered at the
nurses’ station
April 2012 CRDF Training Ivano-Frankivsk and
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BAD EXAMPLE - NO DISCUSSION OF HOW PRODUCT IS USED
• Nurses scan patient and medical bar codes and
therefore save time using our system
April 2012 CRDF Training Ivano-Frankivsk and
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DISCUSSION OF SYSTEMS
• Your product is part of a larger system
• How the product is implemented and utilized is key
to your success
• Your understanding of systems demonstrates your
knowledge of the business issues
April 2012 CRDF Training Ivano-Frankivsk and
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DISCUSSION OF SYSTEMS - EXAMPLE
• The smartphone application uploads a CSV file to
the main hospital IS systems which can be imported.
• The application uses the hospital Wi-Fi for
communications.
• By scanning patient medicine bar codes, there will
be no requirement to download information, only
uploading data.
April 2012 CRDF Training Ivano-Frankivsk and
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BAD EXAMPLE - NO DISCUSSION OF SYSTEMS
• The smartphone application is a standalone device
and can be used with any hospital information
system.
• It reads all bar codes.
April 2012 CRDF Training Ivano-Frankivsk and
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DOCUMENTATION OF ROI
• Definition of the problem leads to definition of the
cost of fixing the problem.
• Key step is to identify the groups who have the
problem and can justify spending to fix the
problem.
• ROI includes the cost
of not fixing the problem,
which is an option.
April 2012 CRDF Training Ivano-Frankivsk and
Dnepropetrovsk © 2012 Earle Hager 27
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DOCUMENTATION OF ROI - EXAMPLE
• Efficient tracking allows more thorough accurate
billing of products.
• More efficient tracking of administrative costs /
overhead associated with the product.
• Updated inventory management allows for more
efficient order quantities
and floor stocking.
April 2012 CRDF Training Ivano-Frankivsk and
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DOCUMENTATION OF ROI – BAD EXAMPLE
• Less administrative time for nurses.
• Less nurses and hospital staff required.
• Low cost to enter information.
April 2012 CRDF Training Ivano-Frankivsk and
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NOT EVERYONE IS A CUSTOMER
• Startups cannot focus on ‘everyone’ as a target.
• Defining targets by a problem area or size allows
you to allocate resources for specific groups.
• Building on successes at one customer will allow you
to use their testimonial at similar customers.
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NOT EVERYONE IS A CUSTOMER - EXAMPLE
• Targeting 100-500 bed hospitals in the EU
• Larger hospitals have their own systems
• Smaller hospitals will not see the ROI
• There are 252 hospitals in the EU who fit our profile
April 2012 CRDF Training Ivano-Frankivsk and
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BAD EXAMPLE - EVERYONE IS A CUSTOMER
• All hospitals give medicine to patients and need to
track the accounting.
• We need to cover all hospitals.
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THERE IS COMPETITION
• Competition is necessary – it defines a market which
has needs you can address.
• Competition allows you to define your solution in
terms of options on the market.
• Competition allows you to develop a sales strategy
in terms of products already in the marketplace.
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THERE IS COMPETITION - EXAMPLE
• Multiple competitors exist in larger IS systems for
hospitals.
• There is a low barrier to entry in the development of
smartphone applications.
• Under current billing processes, hospitals may not
have a compelling reason to implement the system.
April 2012 CRDF Training Ivano-Frankivsk and
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BAD EXAMPLE - THERE IS NO COMPETITION
• There are no competitors in this space who are
focusing on the hospital market.
• It is difficult to create systems which solve the
problem we have described.
April 2012 CRDF Training Ivano-Frankivsk and
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IP STRATEGY
• IP allows you to mark off a space in the
marketplace for your product.
• Without IP, you must create a sales / marketing
advantage for your product.
• Both models will work.
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IP STRATEGY - EXAMPLE
• We have developed a provisional patent
application in conjunction with our attorney.
• The product is a sales / marketing play and we will
be developing the name
brand by trademarks and
web site reservations.
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BAD EXAMPLE - NO IP STRATEGY
• We have taken no steps to copyright, trademark, or
patent our product line.
• We have no strategy to create a name brand for
products which are a sales / marketing play.
April 2012 CRDF Training Ivano-Frankivsk and
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INTERNAL EXPERTS AND ADVISORS
• Seek external advisors with industry experience.
• Experts are critical for networking and introductions,
not just advice.
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INTERNAL EXPERTS AND ADVISORS - EXAMPLE
• Key advisor – Herbert von Karajan, former hospital
administrator, Berlin Philharmonic Hospital.
• Beta site – Staff members of the PDQ Bach Hospital,
Warsaw, Poland have agreed to help evaluate the
product during the pre-beta and beta stages.
April 2012 CRDF Training Ivano-Frankivsk and
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BAD EXAMPLE - NO INTERNAL EXPERTS OR ADVISORS
• We are a team of 5 programmers who have
developed several games for the iPhone and
Android phone.
• Sales are small but we have demonstrated our
ability to create and sell the game.
April 2012 CRDF Training Ivano-Frankivsk and
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SALES PROCESS
• Critical to all planning
• Understand customer targets, length of time to
close sale, time to place orders, time to supply, time
to receive payment.
• From the initial contact, this can be 6-9 months on a
successful sale.
• Establish plan which allows
you to survive between the
sale and payment.
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SALES PROCESS - EXAMPLE
• Pilot of 1 hospital for beta phase
• Target 15 geographical advantageous hospital for
first quarter
• Develop sales plan for additional 100 hospitals for
2011
• Advance sales plan for
additional 100 hospitals
in 2012-2013
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BAD EXAMPLE - NO SALES PROCESS
• Roll out to 75 new hospitals each quarter
• System is self supporting
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PARTNERSHIPS FOR MANUFACTURING AND SALES FORCE
• As a startup, you have limited resources for
infrastructure.
• Use contract manufacturing and determine the
point in sales when it is feasible to develop your own
manufacturing.
• Use relationships with
complementary sales
organizations to
move product.
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PARTNERSHIPS FOR MANUFACTURING AND SALES FORCE - EXAMPLE
• We plan to leverage relationships with groups who
already sell to hospitals in our target market.
• We plan to interface with other hospital IS systems
and become key partners to these organizations.
• For manufacturing, we have identified contract
manufacturers.
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BAD EXAMPLE - CREATE OWN MANUFACTURING AND SALES FORCE
• We will hire a small sales force to contact these
hospitals and sell the product.
• If there is manufacturing, we will need to build our
own plant.
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GOAL FOR END OF SECOND YEAR
• Develop a vision for your organization at the end of
the second year.
• Include revenue, staffing, customer base.
• Develop implementation plan backwards from that
point and create milestones.
• Stay focused on goals.
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GOAL FOR END OF SECOND YEAR - EXAMPLE
• Develop stable business process by mid 2012.
• Develop network and relationships for growth with
revenue target of $1.5M US.
• Anticipated sales to 175 hospitals by late 2013 with
staffing levels of 15 people for sales, support,
administration, and development.
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BAD EXAMPLE - NO GOAL FOR END OF SECOND YEAR
• Continue to grow sales
• Add Asia and Middle East to targets in 2013
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REALISTIC FINANCIALS
• Start from the bottom with planning.
• Identify specific customers, action plans, and
expectations for closures.
• Assign probabilities to unknowns.
• Create realistic growth plan.
• Do not create expectations
of controlling a percentage
of the market without putting
a name to the customers.
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REALISTIC FINANCIALS
• Financial statement included with sales costs and
realistic process and startup costs.
• Assumptions noted in revenue cost calculations.
• Justifications for assumptions along with
explanations of issues which would affect the
financials.
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DEFINE COMPETITION
• You always have competition.
• Who is your market? Geographic? Vertical?
• Are competitors acting individually or moving
together?
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FIND LOCATION OF OPTIMAL MARKET
• Geographical Linking of
Markets
• After this country,
who is next?
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RESEARCH MARKET
• Localization Issues
• Government Regulation to Import
• Easy to do in bulk?
• Process for importation?
• Tariffs or favoritism to local products?
• Directions / Labels / Manual in correct grammar?
• Government Regulations to Sell
• Local taxes and business establishment
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REMEMBER
• “The place most crossing-the-chasm marketing
segmentation efforts get into trouble is at the
beginning, when they focus on a target market or a
target segment instead of on a target customer.”
• From Crossing the Chasm
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DIFFERENTIATION OF COMPETITION
• How you are different
• How you are the same
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DEFINE CUSTOMERS
• Sales Barriers to Competition
• Relationships in place
• Funding
• How accepted is the technology in the marketplace?
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COMPLIMENTARY COMPETITION
• Other products in different spaces which will affect
budget decisions
• If they don’t spend money on you, where else will
they spend it?
• When drug companies introduce new products,
insurance companies need to determine
reimbursement rates and hospitals must adjust their
budgets and make decisions on purchasing other
medications or treatments.
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DEVELOPMENT STATE FOR COMPETITORS
• On Market
• Under Review
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FUNDING SOURCES FOR COMPETITORS
• Sales
• Investors
• Corporate Partners
• Sales Channels
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MARKET SALES FOR COMPETITORS
• Total Sales
• Length of Sales Process
• Optimal time to start selling?
• Optimal time to close?
• Is the market open for competitors?
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PRICING MODEL
• What Problem does this product solve?
• How much does it cost to fix this problem?
• What is the urgency to fix this problem?
• What is the urgency to fix competitive problems?
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PRICING SOLUTION
• How short or long term is the fix to this problem?
• If licensing, will your customers be willing to share
the data?
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DEFINE CUSTOMERS
• Where are my customers?
• Where do they go?
• What do they have in common?
• When do they make their buying decision?
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UNDERSTANDING CUSTOMERS
• End Users
• Evaluators, Purchasers
• Decision Makers
• Gatekeepers
• Tire-Kickers
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THE GREAT RACE
• Key roles explained in terms of a pie fight
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END USER
• A end user is the person who will use the product
• The thrower
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EVALUATOR
• An evaluator is the person who will be the first point
of contact in the organization who is responsible for
considering new technologies or changes and will
make recommendations to others in the
organization.
• The cast will
evaluate the
product.
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INFLUENCER
• An influencer is a key person to the evaluator who
will be part of the decision process.
• The gentleman in white will not throw pies or be hit
by one, but will influence the choices.
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PURCHASER
• The purchaser is the person responsible for budgets
and purchasing decisions.
• Becoming an approved vendor is a critical step.
• The director and crew will make the decision on
what and how much to buy.
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DECISION MAKER
• The decision maker is the senior manager who will
have final authority to move ahead with the
project.
• The director is the final decision maker. He also gets
to throw a
few pies at
the cast.
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GATEKEEPER
• The gatekeeper is the administrator or secretary
who will block you from talking to the decision
maker.
• If you ask these folks, you will get nowhere in the
buying
process.
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TIRE KICKER
• A tire-kicker is someone who will waste your time by
having meetings while they have no authority on
the project.
• Two characters
not in the scene
will not help
you.
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FOR OUR TECHNOLOGY
• User – Nurse
• Evaluator – Hospital Administrator
• Influencer – Accounting Department, Medical Staff, Insurance Companies
• Purchaser – Developer of Hospital Information System, Application Store, Purchasing Department
• Decision Maker – Hospital Administration, Product Development at Hospital Software Group
• Tire Kicker – Anyone who is there for the free coffee and snacks
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IN CONCLUSION …
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FINAL EXAMINATION
• You should be able to fill out the information on the
following slides about your idea and technology.
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INFORMATION ON YOUR TECHNOLOGY – PAGE 1
Company
Innovator
Address
Phone
Website
Evaluation
Reviewer
Date
Type of Interview (In
Person/Skype/Phone)
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INFORMATION ON YOUR TECHNOLOGY – PAGE 2
Definition of the
Technology
This section is to be filled out by the initial
reviewer. The definition is a short summary of
the technology.
Problem the Technology
Solves
The problem should be defined as one which
has financial impact and therefore, has value
in solving the problem.
Existing Solutions to
Problem
Solutions include current technologies as well
as the option of not solving the problem.
Competitors Competitors include direct product
competitors as well as alternative solutions or
projects which compete for budget dollars
Advantages of
Technology over Existing
Solutions and Competitors
Is there a market advantage?
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INFORMATION ON YOUR TECHNOLOGY – PAGE 3
Status of the
Technology
Prototype or Market
Ready Versions
Description of the product status
Status of Local IP
Protection
Status of Global IP
Protection
IP Barriers to Market
Entry
Are existing patents affecting the
technology?
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INFORMATION ON YOUR TECHNOLOGY – PAGE 4
Technology Systems
Describe first and
second level systems
Product will be part of larger system which
will be part of additional system
Describe advantage to
product as part of the
system
Key System providers
in the marketplace
Who are the key system competitors?
Targets of System
Providers
Who are the targets / providers of the
system?
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INFORMATION ON YOUR TECHNOLOGY – PAGE 5
Commercialization
Process
What is the path to the marketplace?
Define ‘Next Steps’ for
Successful Project
What are the innovators seeking –
partnership, licensing, sales, investment?
Resources Required for
Next Steps
Team Required for
Next Steps
Who are their resources and what will they
need to advance the innovation?
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INFORMATION ON YOUR TECHNOLOGY – PAGE 6
Definition of the
Market
Development Stage of
the Market
New, mature market, commodity based
market?
Major Players in the
Market
Competitors
Opportunities for
Partnership
Companies seeking to enter the market
Barriers to Market Entry Issues to market entry?
Time Frame for Market
Entry
Requirements to Enter the market
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• Search Google for examples of your technology or
similar ideas
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INFORMATION ON YOUR TECHNOLOGY – PAGE 7
• Google Search Topic 1:
• Results
• Google Search Topic 2:
• Results
• Google Search Topic 3:
• Results
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INFORMATION ON YOUR TECHNOLOGY – PAGE 8
Overall Comments on
Technology
Ranking
0-5
Overall Comments on
Team
Ranking
0-5
Overall Comments on
IP
Ranking
0-5
Overall Comments on
Next Steps
Ranking
0-5
Overall Comments on
Other Issues
Ranking
0-5
Total Score 0 -25
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THANK YOU
• Earle Hager
• Managing Partner, The Neutrino Donut, LLC
• Commercialization of Science and Technology
• Skype: earle.hager.panidea
• +1 512 662 1728
• http://www.linkedin.com/in/earlehager
• http://tinyurl.com/6vy4uum
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QUESTIONS?