The following is provided as a course outline for Innovators who would like to Commercialise their Intellectual Property. This is a four-week course of video, audio, PowerPoint and notes, complete with a weekly workbook for you to download and compile into your Intellectual Property Commercialisation journal, over the six weeks. The Modules are available weekly, so that you can complete each module in sequence and also get the very most you can out of the weekly powercalls. The Content for each week is as follows:
The first week of the course is an introduction to the intellectual property process, including terms used and profiles of parties that can help. We start with getting your project definition formalised and your expectations realistic.
We show optimum models for packaging your concept, so that it can be the most attractive to the most suitable audience. We examined the options for investor profiles, where investors will have a greater affinity for your intellectual property and can maximise the benefit immediately. These potential investors representing a greater opportunity with less risk for both them and yourself, in the early-stage commercialisation phase.
We break the investment process down to different phases so that equity requirements and equity requests unmatched and funding is not sought upfront, and stored in the bank until required. We also provide an outline of the pitch required for each of the core investor profiles. This will help the reader to frame the pitch and get it early result for the right amount of money, at the right price.
In week two we’ll be examining appropriate structures for the entity that will own and/or operate the intellectual property. In most cases innovators expect that they will be able to hold the intellectual property in their name and lend it or contract it to the entity that will commercialise. We show why this isn’t practical and we explain why. For the entity to only have a license to the intellectual property the entity would not have the commercial entity would not have the ability to raise capital against the title of that intellectual property and therefore may find it very difficult to move project forward.
This is an in-depth look at preventing project roadblocks. You’ll learn to set up a review process, how to handle accountability, changing teams to ensure results, and learn how to promote your processes (as opposed to your project).
A range of structures is discussed with the ownership and protection benefits and options but ultimately this is the domain of IP lawyers and other experts in contract and corporations law, within your jurisdiction. In this section we provide options for you to discuss with your IP lawyer and/or corporations and contract lawyers.
In week three we will review options and preferred outcomes of early-stage commercialisation. Then we’ll walk through the investment process. After that we look at how to transition your project following funding and how to grow your revenue streams quickly. Finally, we take a look at some practical steps for when the project isn’t hitting its expected sales targets. These include using microfinance to break the deadlock for transitioning from R&D to Early-Stage Commercialisation (ESC).
So your R&D concept is now a commercial project and you have some funding to get you into the commercial arena. Now it’s time to work out how to manage the project for commercialisation and how to ensure that sub-projects are handled effectively. We also take a glance at the use of collaborative research partners for success. It’s important how to channel and manage the flow of information to the project’s advantage, and we show you how to control disclosures effectively.
The Masters course is restricted to those that have completed the Commercialisation Course first.
This week is all about the ways to ensure your project grows and remains profitable. We examine your project management and accountability, budgeting and resource allocation process, etc. We also give you an overview of the more common exit options, such as strategic trade sales, Initial Public Offerings (IPO), Reverse Takeover (RTO) as well as the strategic growth options. Growth strategies (such as multi-site operation and franchising) can be slower, more expensive and can provide a greater response time for competitors, but can be ultimately more beneficial for equity percentages for the principal. We also look at the option of licensing your IP.
In our final week you’ll learn how to set your project up for the big pay day. This is more known as the exit phase of R&D commercialisation. Although this is usually planned prior to commencing the project we provided to you later in the lessons, so you can plan your process and have the end fresh in your mind when you start the project.
A critical difference on the exit program is that your commercialisation team will have a different skill set from those that need to operate a business in its own right. In most cases a good commercialisation team does not have the skill set that R&D team would have but may also not have the skill set required as operators of any standard business. This is why most Publically-listed companies do not operate an R&D division. In most circumstances, commercialisation personnel would excel such as high-growth new businesses, but in low growth mature businesses and in mature industries, the skill-set required is more of an operator model with less innovation, with more consistency and accountability.
We provide methods to identify strengths and weaknesses within your team. You’ll ensure that you become available much earlier in your next project’s life cycle. You’ll be able to identify other projects that you can share your skills with. Then we’ll teach you how to manage a portfolio and become a cornerstone investor yourself.
Finally, there’s a bonus video at the end of the course for people who want to know what lies beyond their commercialisation project. Why not see how valuable our content can be and sign up for your trial first lesson today?