Prof. Thomas Baaken:Science-to-Business Marketing - A new Model in Knowledge Transfer

Science-to-Business Marketing
- A new Model in Knowledge Transfer

FITT Conference 2011
ICT INNOVATIONS: Research / Business / Society
10 May 2011, Brussels

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1

It is just simple

If you expect money for an accomplishment, like
research …

… you are on a market!

If you are on a market, you have to use marketing
models and instruments to be successful.

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Professor Thomas Baaken, FITT for Innovation, Brussels, 10.05.2011 4

What is meant by successful research?

Universities are Research Institutions !!!
Many publications? Many first tier publications?


High amounts of external funding?
High industrial financial contributions (Third Stream Money)?

Many projects with companies?
Long lasting collaborations and strategic alliances? ?
Many patents?
Many Spin offs?

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Sorry for the reminder to Marketing

The principle of Marketing is very very simple:

• First have a look at your potential customers and ask them, what they are after

• Produce and offer exactly that

• Offer it at a price level, that both of you could achieve

• Let your customers know, what you have done and are able to deliver

• Provide them with high quality and in a convenient way

That’s all!
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Agenda

External
Marketing

Internal Marketing

Processes and
Structures

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External
Marketing

Internal Marketing

Processes and
Structures

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An example of market analysis outcomes

high
Position of
the University
Position
RESEARCH

Market view
Self view
Future
Companies with
experience
Companies without
any experience low

Simplified

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Marketing-Funnel

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Marketing-Trichter

Awareness-
Surveys

Image- &
Competitive
Surveys

Potential Analysis

Customer
Satisfaction
Analysis

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I am going to read off a list of criteria
to you now ...
non clients clients
Total Agreement
9
8,36 8,35
8,06
7,77
7,78 7,71
8
7,52 7,38
7,28 7,24
7,06 6,98
6,82
7
7,33 6,66
7,37 7,10 6,70
6,83 6,71 7,01 6,78 6,84
6,84 6,70 6,60 6,23
6
6,29 5,81
5,90 6,03 5,90

5
5,37
4,53

4

No Agreement
3
R iar

gr ed

ro r o ted

s
ro cc air

l
in le
or l e

es
Fr le

or ed
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ua no e
Fa ly

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Fl d

m tic
ea na
N Tra ME
bl

In siv

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ia

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O t b diti
ce rie
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g uc
el

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es
Li

mean

co
ro

us ity

ur
A

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clients: n = 125
bl

to

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o
Q

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non clients: n = 300
P

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C

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Customer satisfaction is a balance of

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Requests and assessments for
Research Providers
1 very important
1,24 Success factors
1,55
1,35
1,78 1,92 1,93 1,98
2,02
2

2,22

2,58
2,75 2,70
3
2,86
3,04 3,01
3,11
3,17
D Relevance D Performance
3,44
less important
4

.

lic
tio
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re
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k
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es
tim

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om

nc

tu

b
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ra

lr
w

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tc

a
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fit

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th
m

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xp

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rm
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/b

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in
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al

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or
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/p

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ex

Means

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External
Marketing

Internal Marketing

Processes and
Structures

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Offering incentives (Pull Approach)

10% in addition to successful acquired and done projects in the technical
departments and non technical departments like Social Sciences

x% of the project budget for cash out for researchers or for their discipline to
choose

23m² for each 35.000,-- euro acquired Third Party Money
under the condition of a space negotiating model

Less teaching obligations

Make Transfer as a key issue in advertising academic
and staff positions and change the promoting system

Help desk for legal and management support, seminars for academics to get
more familiar with the market and to face clients
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Education of academics

e.g. seminars to face and to deal with markets:
(Here a visitors group)
Create experiences or light bulb moments,
Use give aways, offer and take Business Cards,
offer coffee out of a chemical jar, use helmets, little
events, surprising actions, take and send follow up
contacts, some photos, make it touchable, address
Emotions, …

Direct the situation to the target group
Listen, ask for the customers needs and interests,
intelligible discussion, short term follow up-mail,
individualised gift e.g. with name, meet the customers
language, prepare the visit by learning names, let people
talk – don‟t talk too much by yourself, listen …

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Potential Analysis

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External
Marketing

Internal Marketing

Processes and
Structures

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Professionalise the research and
transfer management

Blue Prints for every single Process

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Partnership Development Model

Coordination
and
Strategic
Commitment Partnership
Partner

Common
Activities
Some complex
projects
Several
Projects
Project

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CRM / PRM / KAM
in Partnership Development Model

CRM PRM KAM
Customer Relationship Management Partner Relationship Management Key Account Management

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Select examples of instruments

Select
examples Processes Internal Marketing External Marketing

•Vice President •Survey on customer
•Research Offensive
•„Partnering” •Incentives
needs
Strategic •Vice President with for academics
•Market segmentation
Marketing Background •Customer satisfac-
•New Reputation System
•Privatise the TTO •SWOT Analysis
tion surveys
•CRM/PRM/KA •USP - Profile - Brand
•Company targeted
•Making delegates •“Speed dating” •Science-Business
of companies members •Teaching and Meetings
Opera- of committees Training of academics •Professionalised
•Early stage partnerships •Key Account
tive Fairs & Exhibitions
•IP Portfolio Management •Creating Value
•Small projects first Networks
– then bigger ones •Follow the Value
Chains Concept

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The Toolbox

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xxx

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Lessons learned

There need to be a real willingness and commitment of the board and management of
the University

Analysis. Analysis. Analysis. Lacking a strong data base and without market information
you cannot build any strategy

Produce and use Success Stories and Role Models, don„t be afraid of high swell, use
untrodden paths, its easier to get forgiveness than permission

Science-to-Business Marketing and successful research commercialisation need a
decent strategy and operations built on this

Science & Technology is not for itself, we need to take it somewhere, out of the
University; but academics need to have the framework provided

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Prof. Thomas Baaken:Science-to-Business Marketing - A new Model in Knowledge Transfer

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