gateway to finnish expertise 1 commercialization guidelines – nanocom and pronano results dr. eeva...

GATEWAY TO FINNISH EXPERTISE1

Commercialization guidelines – NanoCom and ProNano results

Dr. Eeva Viinikka, Business DirectorProgramme Director of National Nanotechnology Cluster Programme Culminatum Innovation Ltd Oywww.nanobusiness.fi, www.nanocluster.fi

GATEWAY TO FINNISH EXPERTISE

Commercialization guidelines

o The barriers and best practices in commercializing nanotechnologieso Web-based survey with >250 companies, 30 +30 interviews

o Commercializing related coarching for nano start ups

o Promotions of nanotech companies along the industrial value chainso Fast growth in nanotech business during the last 3 years


The success factors in commercializing nanotech

1. Focus in business point of view Marketing, strategy, team, customer contacts, IPR Market opportunities, scalability, costs, ROI Business model

2. Organized in-house innovation activities R&D project management

3. Utilizing local support Technology support Business support

4. Collaborations; research and companies Other companies in R&D phase

5. Focus in establishing the production– Efficiency, reliability, reproducibility, early planning

6. Taking care of funding issues7. Getting prepared to tackle the insecurities

Identifying the best practices of commercializing nano www.nanocom-eu.org


Success factor no 1: Focus in business point of viewo Business strategyo Market opportunitieso Discussion with customerso Marketing: focus on added value, not on nanoo Production: scalability, costs, ROIo IPRo The team’s business skillso Consider including services in the business model

Success factors focus in business vs statistics on >250 companies• Recognized as key success factors by the companies• Source of competitive advance• Result strongly supported by 30 interviews

4Identifying the best practices of commercializing nano www.nanocom-eu.org


Recommendation

From “solution looking for a problem” to differentiation and added value to a customer

• In case of “ a solution looking for a problem” – analyze potential applications – contact potential end users

• In case of “a solution to many problems”– Identify application that differentiates and provides the highest

added value for potential customers– focus on it

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Success factor 2: organize your in-house innovation activitieso Key success factor: R&D project management

KSF especially for SMEs and companies in R&D phase Also one of the key BARRIERS

Success factor In-house innovation activities vs statistics on 278 companies• Statistically significant correlation with success• Source of competitive advance• Recognized as success factors by companies• Result supported by interviews



Success factor no 3: Utilize local supportLocal support provides you competitive advance, once the basic needs have been satisfied. Local support meansotech support: incubators, R&D facilities, technology centersobusiness support: development agencies, networks, clusters

Success factor local support vs statistics on >250 companies• Statistically significant correlation with success• Sources for competitive advance• Recognized as success factors by companies• US companies rely on strong local business support in R&D phase.



The current tech transfer is pretty ok • the most efficient to identify potential commercialization projects.

but…• Often public bodies, closely linked with public research institutions; • often lacking a clear commercial perspective

to make TT even better• improve access to commercial and financial advisory services• combine local TT offices and innovation consultants for

commercialization support process.

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Recommendation


Success factor no 4: Collaborate, utilize open innovationThe successful ones appreciate all collaborations!R&D phase success factors: o external knowledgeo open innovationo collaborations with especially other companies!

Success factor Collaborations vs statistics on >250 companies• Statistically significant correlation with success• Sources for competitive advance• Recognized as success factors by companies



Recommendation

From proof of concept to proof of industrial performance

Proof of concept is not enough to make business. Industries need to know technical and economic performance in real industrial conditions

Need pilot applications at industrial scale:o collaborative demonstration or scaling-up project o Interested industrial licensee

Success factors for production: o efficiency, reproducibility, reliability,o early planning of production process

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Recommendation

From selling nanotech to VC’s to partnerships with corporate investors

o Instead of VC, consider corporate investor from the targeted market Includes the opportunity to learn true client needs

o If you still go for VC, focus on market opportunities, not on nano

European VC see no nano specific issues in what’s attractive Strong management team Strong business model enabling a suitable exit 50% of VCs: strong IP Interest in very early stage start-ups = strong scientific team

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How to tackle with commercialization barriers already in project building phase?

Barrier 1: Acceptabilityo Create EHS and LCA strategies an communicate itBarrier 2: Competitiono Study potential customers and current solutionsBarrier 3: reproducibility, reliability, efficiencyo Consider production process already in R&D phaseo Team with industrial production design skills?Barrier 4: Organized absorption of external knowledgeo Networking with the experts and potential customers Barrier 5: R&D project managemento There is a difference between university research and

industrial R&D management… you can learn it.

Identifying the best practices of commercializing nano www.nanocom-eu.org


Thinking about commercial outcome already in project building phase?

Engage• Industrial players of the potential value chain• VC or end user industries for investments• IP experts• Industrial production (process) design know-how• Business support (yes, already in R&D phase!)

Consider the steps after the project• Funding for the closer-to-market activities? National?• Business model? Licensing, start-ups?• Local innovations support networks!



Finnish nanotechnology based business has been growing fast!o The number of nanotech companies has trippled within 3 yearso Nanocluster’s role in the growth

practical, customer oriented information on the opportunities, added value and implementation to several different industrial sectors and public sector

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The success factors; national point of view?Simultaneous & parallel support of all public players

o Infrastructure investments: Ministry of education and science o Basic research: FinNano program of Academy of Finland o Applied research: FinNano & Functional materials of Tekeso Long term funding for the best: Centres of excellence in research o Commercialization: Tekes TULI funding, FinNano, Nanocluster o Skilled labour: Graduate Schools, networked o Industrial R&D: FinNano & Functional materials programs of Tekes o Cohesion within the nano community: FinNano, Nanocluster o Domestic promotions to potential user clusters: Nanoclustero International promotions: Nanotech Finland: Nanocluster & Tekeso Growth: Tekes Young innovative enterprises funding o Industry point of view: private sector participates & adviceso External resources: private service providers’ expertise utilized

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Nanocluster is the gateway to Finnish nanotech based business, reaching >90% of Finnish nanotech activities.

Offering contacts tooFinnish nanotech business and researchoNeutral information

oMission to foster the growth of Finnish nanotechnology based business

Welcome to visit our Nanotech Finland ständ!

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Oulu

Mikkeli

Joensuu

Kokkola

Turku

Tampere

Jyväskylä

Helsinki Region & Coordination

Thank you for your attention!

gateway to finnish expertise 1 commercialization guidelines – nanocom and pronano results dr. eeva...

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o tech support

nano o production

teams business skills

nanotech business

business model success

customers o marketing

key success factors