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CE Points: 18
An understanding the scope of the Business Development role;
How our role interfaces with the academic role and with other KT roles;
How to re-frame research strengths as commercial propositions;
The five elements of a commercial hypothesis;
Using those elements to develop and understanding of the Value Chain;
Using the value chain to identify potential partners;
The ideal characteristics of a potential innovation partner – ‘absorptive capacity’;
Tactics for identifying potential leads using the internet;
Using Social Media to identify thought leaders and active innovators;
The power of forums to link with potential partners;
Using ‘search terms’ to identify active areas of growth;
Understanding the sales process using the ’SPIN’ methodology;
Realising the superiority of the ‘question’ approach over ‘pitches’;
The distinction between ’simple’ and ‘complex’ sales;
The importance of starting ’small’ – but with strategic intent;
What constitutes a success client conversation;
Realising why we so often dislike negotiation and conflict;
The value of teamwork in setting negotiation tactics and issues;
Structuring complex research partnerships;
Converting research objectives into fully contingent agreements;
Using small projects to build mutual understanding and trust;
The foundations of strategic partnerships with businesses.
The ‘Business Development’ role in an academic context.
The support that researchers want and need from us
Developing a Commercial Strategy
Finding leads – who to ‘market’ to.
Using Social Media to find leads
The Sales process
Why we dislike negotiating
Dealing with stress and conflict
Capturing the essence of an agreement
Building lasting relationships.
Overcoming obstacles – building a roadmap.
Why join this course?
Most knowledge transfer courses assume that the partner is already identified and concentrate on the ‘technical’ aspects of structuring a robust deal. However, the more difficult and time-consuming part of process is finding a partner and generating commitment and enthusiasm to the point where they want to invest in the relationship and do the deal. Using a series of case studies and reflections from experienced practitioners, this course develops frameworks and tools that can be widely used to develop new research and licensing collaborations and structure those relationships in a way that benefits and aligns the motivation of both parties.
Who should attend?
This course is designed for those whose job involves finding and ‘warming up’ potential research partners and licensees; the human elements of negotiating a deal. It largely focuses on the part of the ‘process’ where, having identified a promising technology or research strength, it is time to find external partners willing to commit resources to take it to market and structure that deal.
Perfect training for a new Business Developer in academic tech transfer.
Cecile Cavalade, Université Libre de Bruxelles, Belgium
Very nice course with passionate speakers and great to be able to talk and discuss things with others in the same field.