ENTREP 3005 - Technology Commercialisation
North Terrace Campus - Semester 1 - 2017
General Course Information
Course Code ENTREP 3005 Course Technology Commercialisation Coordinating Unit Entrepreneurship, Commercialisation & Innov Centre Term Semester 1 Level Undergraduate Location/s North Terrace Campus Units 3 Contact Intensive: 36 to 40 hours Available for Study Abroad and Exchange Y Course Description Aims:
This course has been designed for those who need a basic understanding of the concepts of successful commercialisation of innovation.
Students will have a sound understanding of the processes, benefits and outcomes of commercializing innovations in a commercial environment. Students will be able to assess the intellectual property issues and other risks and prepare a business case.
The Commercialisation Process; Linking with Industry; Marketing & Business Communication of the commercialisation process; Economic factors; Risk factors; Intellectual Property; Technology transfer.
Course Coordinator: Dr Gary HancockProgram Director Contact Details:
Innovation and Entrepreneurship
Name: Dr Gary Hancock
Phone: +61 8 8313 0125
Name: Jenifer Varzaly
Short Bio:Ms Jenifer Varzaly completed her Masters at Oxford University, is the current Cambridge International & Evan Lewis Thomas scholar, and the lead research associate in international commercial law reform at the Oxford Commercial Law Centre. Jenifer lectured at Adelaide University Business School (2008-2012), and is lecturing at Cambridge University and UniSA in 2017. She founded her own consultancy in the areas of international commercial law, corporate governance for Techstart-ups, and development finance for corporate clients in NYC, Australia, and London. She has been invited to present at a range of international forums, including Oxford University, the United Nations, Cambridge University, and the Hong Kong Securities & Futures Commission. Jenifer is admitted to practice as a barrister and solicitor in Australia, consulting to barristers on federal commercial law matters, and serving as a legal advisor and outside director on a public company board.
The full timetable of all activities for this course can be accessed from Course Planner.Opening intensive:
Wednesday 3rd, Thursday 4th and Friday 5th May 2017
9am - 6pm
Marjoribanks, 126, SANTOS Lecture Theatre
Wednesday 24th, Thursday 25th and Friday 26th May 2017
9am to 6pm
Marjoribanks, 126, SANTOS Lecture Theatre
Course Learning Outcomes
On successful completion of this course, students will be able to:
1 Describe the relevance of entrepreneurship to scientists and engineers 2 Apply the core topics of technology commercialisation to new ventures 3 Develop and protect intellectual property 4 Examine the critical aspects of marketing strategy for new technology ventures. 5 Determine a financial strategy for funding of technology start-ups.
University Graduate Attributes
This course will provide students with an opportunity to develop the Graduate Attribute(s) specified below:
University Graduate Attribute Course Learning Outcome(s) Deep discipline knowledge
- informed and infused by cutting edge research, scaffolded throughout their program of studies
- acquired from personal interaction with research active educators, from year 1
- accredited or validated against national or international standards (for relevant programs)
1, 2, 3, 4, 5 Critical thinking and problem solving
- steeped in research methods and rigor
- based on empirical evidence and the scientific approach to knowledge development
- demonstrated through appropriate and relevant assessment
1, 2, 3, 4, 5 Teamwork and communication skills
- developed from, with, and via the SGDE
- honed through assessment and practice throughout the program of studies
- encouraged and valued in all aspects of learning
1, 2, 3, 4, 5 Career and leadership readiness
- technology savvy
- professional and, where relevant, fully accredited
- forward thinking and well informed
- tested and validated by work based experiences
1, 2, 3, 4, 5 Intercultural and ethical competency
- adept at operating in other cultures
- comfortable with different nationalities and social contexts
- Able to determine and contribute to desirable social outcomes
- demonstrated by study abroad or with an understanding of indigenous knowledges
2, 4 Self-awareness and emotional intelligence
- a capacity for self-reflection and a willingness to engage in self-appraisal
- open to objective and constructive feedback from supervisors and peers
- able to negotiate difficult social situations, defuse conflict and engage positively in purposeful debate
1, 2, 3, 4, 5
Required ResourcesThe University’s preferred textbook supplier is Unibooks: http://www.unibooks.com.au/
Allen, K. (2010), Entrepreneurship for Scientists and Engineers. Upper Saddle River, New Jersey, Pearson Prentiss Hall. ISBN-10: 0132357275 ISBN-13: 978-0132357272
Readings made available through MyUni:
Chapter 21 of the text: Information for capital expenditure decisions
Langfield-Smith, K., Thorne, H., Hilton, R. (2009), Management Accounting: Information for Creating and Managing Value, Fifth Edition, McGraw-Hill Higher Education
Total 1180 pages
1. Carrithers, Ling and Bean, “Messy Problems and Lay Audiences: Teaching Critical Thinking Within The Finance Curriculum”, Business Communications Quarterly; Volume 71, Number 2, June 2008 Pgs 152-170.
2. Simonin and Ozsomer, “Knowledge Processes and Learning Outcomes in MNCS: An Empirical Investigation of the Role of HRM Practices in Foreign Subsidiaries”, Human Resource Management, July-August 2009, Vol. 48, No. 4, Pgs 505-530.
3. Karr, “Critical Thinking: A Critical Strategy for Financial Executives”, Financial Executive, December 2009.
4. Aadland, “Values in Professional Practice: Towards a Critical Reflective Methodology”, Journal of Business Ethics, 2010, 97: Pgs 461-472.
5. Batra, Kaushik and Kalia, “System Thinking: Strategic Planning”, SCMS Journal of Indian Management, October – December, 2010.
6. Groysberg, Kelly and MacDonald, “The New Path To The C-Suite”, Harvard Business Review, March 2011, Pgs 60-68.
7. Kanter, “Zoom In, Zoom Out”, Harvard Business Review, March 2011, Pgs 112-116.
8. Keinz and Prugl, “A User Community-Based Approach to Leveraging Technological Competences: An Exploratory Case Study of a Technology Start-Up from MIT”, Creativity and Innovation Management, Volume 19, Number 3, 2010, Pgs 269-289.
9. West and Noel, “The Impact of Knowledge Resources on New Venture Performance”, Journal of Small Business Management, 2009, 47(1), Pgs 1-22.
10. Hsiao and Brown, “The Role of an Advisory Board in the Incubation Stage of a Technology-Based Start-Up”, Memorial University of Newfoundland, St. John’s, Canada.
11. Evans-Pughe, “Do you have what it takes to start up a technology company?”, IEE Review, June 2004, Pgs 43-45. www.iee.org/review
12. Andries and Debackere, “Adaption and Performance in New Businesses: Understanding the Moderating Effects of Independence and Industry”, Small Business Economics (2007) 29:81-99.
13. Popovic, “Modelling the Marketing of High-Tech Start-Ups”, Journal of Targeting, Measurement and Analysis for Marketing”, Vol. 14, 3, Pgs 260-276.
14. Kraft, J. & Ravix, J.-L. 2008, “Corporate governance and the governance of knowledge: rethinking and relationship in terms of corporate coherence”, Economics of Innovation and New Technology, Vol. 17, no. 1-2, Pgs 79-95.
15. Anokhin, Wincent, Frishammar, 2011, “A conceptual framework for misfit technology commercialization”, Technology Forecasting & Social Change, Vol. 78, Pgs 1060-1071.
Recommended Resources1. http://www.yet2.com
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Learning & Teaching Activities
Learning & Teaching Modes
This course is offered in blended learning mode with the face-to-face component offered as intensives.
The information below is provided as a guide to assist students in engaging appropriately with the course requirements.As a guide, a 3 unit course comprises a total of 156 hours work (this includes face-to-face contact, any online components, and self directed study).
Learning Activities SummaryThis is a draft schedule and session dates are a guide only. The timetable may be changed during the course delivery if necessary.
Content Readings 1 • Commercialisation
1. Evans-Pughe, “Do you have what it takes to start up a technology company?”, IEE Review, June 2004, Pgs 43-45.
2. Popovic, “Modelling the Marketing of High-Tech Start-Ups”, Journal of Targeting, Measurement and Analysis for Marketing”, Vol. 14, 3, Pgs 260-276
2 • Starting a Company
• Building a Team
• Development & Protection of IP
Chapters 3, 4 & 5
1. Groysberg, Kelly and MacDonald, “The New Path To The C-Suite”, Harvard Business Review, March 2011, Pgs 60-68.
2. Aadland, “Values in Professional Practice: Towards a Critical Reflective Methodology”, Journal of Business Ethics, 2010, 97: Pgs 461-472.
3. Hsiao and Brown, “The Role of an Advisory Board in the Incubation Stage of a Technology-Based Start-Up”, Memorial University of Newfoundland, St. John’s, Canada.
3 • Patents, Trade Marks, Trade Secrets, and Licensing of IP Reading:
1. Anokhin, Wincent, Frishammar, 2011, “A conceptual framework for misfit technology commercialization”, Technology Forecasting & Social Change, Vol. 78, Pgs 1060-1071.
Case Study – Skycar
Case Study & Discussion
4 • Critical Aspects of Strategy from Product Development to Marketing Strategy Chapters 7 & 8
1. Batra, Kaushik and Kalia, “System Thinking: Strategic Planning”, SCMS Journal of Indian Management, October – December, 2010.
2. Kanter, “Zoom In, Zoom Out”, Harvard Business Review, March 2011, Pgs 112-116.
5 • Technology Adoption Patterns and Associated Marketing Strategies
• Financial Strategy going deeper into Business Models
• Fund Raising of Technology Start-ups
Chapters 9, 10 & 11
1. Andries and Debackere, “Adaption and Performance in New Businesses: Understanding the Moderating Effects of Independence and Industry”, Small Business Economics (2007) 29:81-99.
2. Karr, “Critical Thinking: A Critical Strategy for Financial Executives”, Financial Executive, December 2009.
3. Simonin and Ozsomer, “Knowledge Processes and Learning Outcomes in MNCS: An Empirical Investigation of the Role of HRM Practices in Foreign Subsidiaries”, Human Resource Management, July-August 2009, Vol. 48, No. 4, Pgs 505-530.
6 • Funding Growing Technology Companies Chapters 12 & 13
Chapter 21: “Information for Capital Expenditure Decisions”, Management Accounting: Information for Creating and Managing Value, Langfield-Smith Thorne Hilton
Carrithers, Ling and Bean, “Messy Problems and Lay Audiences: Teaching Critical Thinking Within The Finance Curriculum”, Business Communications Quarterly; Volume 71, Number 2, June 2008 Pgs 152-170.
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- Assessment must encourage and reinforce learning.
- Assessment must enable robust and fair judgements about student performance.
- Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
- Assessment must maintain academic standards.
An overview of the course assessment appears in the following Table. Details appear in the following section:
# Assessment Length Weighting Due Date Learning Outcomes 1 Assignment 1500 words 25% See MyUni 1-4 2 Quiz 10% See MyUni 1-5 3 Case Study 3000 words 55% See MyUni 1-5 4 Participation 10% Ongoing 1-5 Total 100%
Assessment Related RequirementsStudents should attend all classes in order to pass the course. There is considerable experiential learning in workshops during the intensive classes that build your knowledge and thus enable you to be successful in this course.
Course results are subject to moderation by the ECIC Board of Examiners
Assessment 1: Identify & Plan an Opportunity
Submission Details: Online through MyUni
· Identify a technology with potential for commercialising from search and describe your process (e.g. patent, university, company, etc)
· Identify a potential product opportunity with this technology
· Discuss the anticipated development of this product opportunity and the IP implications
· Discuss your vision of starting the company and building the team
· Use at least two references to support your efforts
This assignment will assess your understanding of the first 4 steps in the technology commercialisation process model presented in figure 1-2 of the text. A detailed analysis is not expected, but a clear understanding and expression of how it will be applied to your opportunity is required. You must find a new technology (e.g. from patent offices, corporate technology licensing sites, NASA, university technology sites, etc.) and not just rehash an old business plan. Discussion must be in regards to your specific technology and NOT in general terms.
Length and Presentation:
Approximately 1500 words in length
Criteria by which your assignment will be marked:
The standards by which the assignment will be assessed include clear and logical process presentation, completeness of process concepts, and full consideration of commercial implications in regards to the state of development of the technology chosen (e.g. time to market, anticipated market size, etc)
Assessment 2: Quiz
Submission Details: In-class
The quiz is designed to assess the overall theoretical understanding of both text and readings. Material will incorporate all material covered in text, readings, and class discussion.
Assessment 3: Case Study
Submission Details: Online through MyUni
Choose one of the three cases that are on MyUni to apply the conceptual framework presented in this course in order to commercialise the technology. The case study should provide a concise discussion based upon the Commercialisation Process, but with particular emphasis on the Business Model, Financial Projection, Valuation, and the Funding Strategy.
This assignment will assess your understanding of the all course topics.
Length and Presentation:
Approximately 3000-4000 words in length
Criteria by which your assignment will be marked:
The standards by which the assignment will be assessed include the complete incorporation of the technology commercialisation process model concepts into your assessment of the case. There is no right or wrong answer, but your conclusions must be supported by clear and logical consideration based upon analysis. The emphasis must be on a clear development of the Business Model and Funding Strategy.
Assessment 4: Participation
Submission Details: In class
Active and knowledgeable involvement in class discussion and activities covering both text and reading material as relates to specifics of discussions.
This will to assess your understanding of topics as well as provide indication of your ability to work with others in a team environment. Reading materials will be discussed and must be read prior to classes to insure participation and learning.
Length and Presentation: N/A
Criteria by which your participation will be marked:
The standard for this activity will be both actual attendance in addition to active and fruitful participation in class discussion, activities, and in-class presentations as may be required as part of activities. Short quizzes may be used to indicate participation in the reading materials required for class discussions.
SubmissionAll text based assignments must be submitted via MyUni.
Please refer to step by step instructions: MyUni Learning Centre
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- Cover Sheet: Please submit, separate to your assignment, the completed University of Adelaide Assessment Cover Sheet providing details of yourself and your team members (if applicable), your assignment, the course, date submitted, etc. as well as the declaration signed by you that this is your (your team’s) work. Note that the declaration on any electronically submitted assignment will be deemed to have the same authority as a signed declaration.
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Resubmission & Remarking
Resubmission of an assignment for remarking after reworking it to obtain a better mark will not normally be accepted. Approval for resubmission will only be granted on medical or compassionate grounds.
Grades for your performance in this course will be awarded in accordance with the following scheme:
M10 (Coursework Mark Scheme) Grade Mark Description FNS Fail No Submission F 1-49 Fail P 50-64 Pass C 65-74 Credit D 75-84 Distinction HD 85-100 High Distinction CN Continuing NFE No Formal Examination RP Result Pending
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