Career Development and Lifestyle Planning



Discovery to Market I & IIBU.150.710.xx and BU.150.715.xx[Day & Time / ex: Monday, 6pm-9pm][Start & End Date / ex: 3/24/15-5/12/15]Spring 2016[Location / ex: Washington, DC]InstructorToby Gordon, Sc.D.Contact InformationPhone Number: 410-234-9432E-mail Address: tgordon@jhu.edu Office HoursThursday, 4:00-6:00pmRequired Texts & Learning MaterialsBoni A.A. (2012) Project, Product Or Company. Journal Of Commercial Biotechnology, 18, 13–28. Gold, E.R., & Baker, A.M. (2012). Evidence-based policy: Understanding the technology landscape. Journal of Law, Information & Science, 22(1), 76. Johnson M.W. Reinventing Your Business Model. HBR, December 2008. (on reserve)Kotler, P., & Keller, K. (2012). Marketing Management (14th [ed.]. ed.). Upper Saddle River, N.J.: Prentice Hall. Stickney, C. (2010). Financial accounting: An introduction to concepts, methods, and uses (13th ed.). Mason, OH: South-Western/Cengage Learning. Tannock, Q. (2012). Exploiting carbon flatland. Nature Materials, 11(1), 2. Harvard Business School Press CasesAquion Energy, HSBP 811047Bang & Olufsen: Design Driven Innovation, HSBP 607016 Biocon: Launching a New Cancer Drug in India, HSBP 508026Daktronics (A): The Digital Signage Industry In 2010, HSBP NA0232Early Stage Business Vignettes, HBSP E304Langer Lab, HSBP 605017Viagra In China, HSBP HKU902Tablet Teach Opportunity Analysis, HSBP KEL900Stanford Business School CasesCorning Incorporated: Reinventing New Business Development, SM167AHarvard Business School Press ArticlesBuilding a Business Model and Strategy: How They Work Together, HBSP 5337BCCustomer Discovery and Validation for Entrepreneurs, HBSP 812097Customer Segmentation In Business-To-Business Markets, HBSP UV5749Disruptive Technologies: Catching The Wave, HBSP 95103-ReserveEarly Tests Of Business Potential: Stage-Gates And Quick Kills, HBSP 7232BCHow Venture Capitalists Evaluate Potential Venture Opportunities, HBSP 805019Integrated Strategy: Market And Nonmarket Components (Baron), HBSP CMR105Intellectual Property And Strategy, HBSP 704493Learning From Extreme Customers, HBSP 314086Match Your Innovation Ecosystem To Your Innovation Strategy, HBSP R0604FNote on Business Model Analysis for the Entrepreneur, HBSP 802048Note On The Structural Analysis Of Industries (Porter), HBSP 9-376-054Strategic Management Of Intellectual Property: An Integrated Approach, HBSP CMR550Technical Note: Innovation And Invention--A Patent Guide For Inventors And Managers, HBSP KEL104Technology Transfer At US Universities, HBSP 807124The Role Of Physicians In Device Innovation, HBSP OIT105Understanding User Needs, HBSP 695051Why the Lean Start-up Changes Everything, HBSP R1305CRecommended (Healthcare specific)Cucoranu, I.C., Parwani, A.V., Vepa, S., Weinstein, R.S., & Pantanowitz, L. (2014). Digital pathology: A systematic evaluation of the patent landscape. Journal of Pathology Informatics, 5(1), 135. Mehta, Shreefal S. (2008). Commercializing Successful Biomedical Technologies, Ch. 2, 3.Wanerman, R. (2012). The Basics Of Coverage, Coding, And Reimbursement For New Medical Devices And Diagnostics: If You Build It, Will They Buy It, Journal Of Commercial Biotechnology, 18, 19–23.Course DescriptionThe focus of this course is the commercialization of scientific and technological discoveries. As a result of this course students should be able to assess the feasibility of commercializing a discovery, define the process required to bring it to market and recommend the best strategy to do so. The course uses lectures, case analyses and experiential learning projects. Students will work in small project teams on early stage invention projects sourced by the instructor from university and government technology transfer offices.This course will help answer questions such as: When is an idea an invention? Who owns the invention? How can the invention be protected so as to maximize its commercial value? What are the steps to bringing the invention to market? What are the strategic options and which best fits the situation? Discovery to Market I provides the foundational content for the project work in Discovery to Market II. Prerequisite(s)BU.410.620 Marketing Management or BU.911.610 People & MarketsLearning ObjectivesBy the end of this course, students will be able to: Understand innovation and invention and the process of commercializing new technologies Understand what constitutes an invention and ways to extract market value from itDetermine the market potential of an invention Develop strategies for successful commercialization and create a viable business modelTo view the complete list of Carey Business School’s general learning goals and objectives, visit the Teaching & Learning@Carey website. Attendance Attendance and class participation are part of each student’s course grade. Students are expected to attend all scheduled class sessions and team meetings. Each class will include opportunities for teams to work together. Failure to attend class will result in an inability to achieve the objectives of the course. Excessive absence will result in loss of points for team participation. Regular attendance and active participation are required for students to successfully complete the course.In D2M, there are no excused absences from class or any meetings with course instructors for any reason. Students must attend all team meetings and team project presentations and the final presentation of selected projects.Additional D2M Course Policies and Procedures Students must disclose actual and potential conflicts of interest with course projects in the required Conflict of Interest (COI) Statement (excluding NIH projects)Worked prepared by a team may be disclosed by individual students as an example of work done at the Carey Business School as long as no confidentiality agreements are violated, team members are informed of the disclosure and full attribution is given to team members.Teamwork and Communication:Students will be assigned to project teams based on their expressed preferences. Details of this preference indication process will be announced in class. The instructor will endeavor to match students to their preferred project – however, this is not guaranteed given the need to form well-balanced teams. Students should indicate preferences very carefully as project assignments, once finalized, will not be changed. Students should note the following important points regarding the team project:Ability to function effectively in your teams is a key to learning in this course. All team assignments are binding for the duration of the course.Each team must establish its own equitable work norms to meet client/instructor expectations. Each team will develop a team contract that documents these expectations.Team members must abide by the expectations stated in the team contract in completing course assignments. The contract requires that each member contributes a fair share to each course assignment. The instructors will normally assume that all team members are contributing as expected. Therefore, grades typically will not vary among team members.If this assumption seems to be breaking down in your team, please first discuss the problem with your team members immediately. If no quick resolution is reached, contact the instructor without further delay (and definitely before, rather than after, submitting an assignment). Only written complaints are actionable. The instructor will discuss the issues raised with those involved and determine the resolution and penalties (grade/other) if any. These decisions are subject to applicable grade appeal procedures at the Carey Business School.Your projects will involve significant intellectual property and proprietary information. It is essential that you respect your mutual interests in this area. Your team contract must include an explicit non-disclosure agreement with respect to intellectual property share by the project sponsor. During the project, you will come in contact with a variety of outside contacts. In such contacts, you represent both the Carey Business School and the client and are accountable for the highest norms of professional conduct. If any problems arise during such interactions, please contact the instructor immediately.Assignments & RubricsD2M 1AssignmentCourse Learning Objective(s)WeightClass Participationn/a25%Homework1, 2, 325%Team Assignment 11, 2, 35%Team Assignment 21, 2, 345%Total100%D2M 2AssignmentCourse Learning Objective(s)WeightClass Participation1, 2, 3, 420%Homework410%Team Assignment 1410%Team Assignment 21, 2, 3, 430%Team Assignment 31, 2, 3, 430%Total100%D2M 1Class ParticipationStudents are expected to be actively engaged in discussions about the assigned readings and cases, and make comments or contributions that raise the level of discourse. Students will complete a self-evaluation after each class and document their contributions that support the evaluation. The instructor will review the assessment, provide feedback to the student and revise the grade if necessary.(See attached rubric)Homework AssignmentsHomework assignments will consist of questions related to the assigned readings and cases. The grading rubric will be based on points earned per question as assigned by the instructor. Team ProjectStudents will be assigned to teams of four to five students for the duration of the project, spanning D2M Part 1 and Part 2. Teams will complete project related research and analysis assignments in D2M 1 and 2. The preparation of the feasibility analysis is an iterative process based on the primary and secondary research and analysis in these assignments.By the conclusion of D2M Part 2, teams will prepare a feasibility analysis of an assigned invention based on methods learned in class. Team Project Assignment 1 Project Management and Project Work PlanTeams will prepare detailed work plans for completion of the final deliverable, including specific sources and methods for primary and secondary researchConflict of Interest Statement (COI) (excluding NIH projects) -Each student must disclose any existing or potential conflicts of interest with their assigned project. Actual or potential conflicts will be addressed by reassigning the student to another project. Team Project Assignment 2 Invention Overview; Technology Sector Overview, Competitive Analysis (9 Forces), Strategic Patent Landscape Analysis, Patent Landscape Of The InventionInvention OverviewThe technology, how the invention works, stage of development, potential applicationsDescription of the problem the invention solves, how the invention solves the problem, and ways the problem is currently solvedTechnology Sector Background and Overview Competitive Analysis (“9 forces”) Stakeholder AnalysisStrategic Patent Landscape AnalysisIntellectual Property Status and Patent LandscapeD2M 2Class ParticipationStudents are expected to be actively engaged in discussions about the assigned readings and cases, and make comments or contributions that raise the level of discourse. Students will complete a self-evaluation after each class and document their contributions that support the evaluation. The instructor will review the assessment, provide feedback to the student and revise the grade if necessary.(See attached rubric)Homework AssignmentsHomework assignments will consist of questions related to the assigned readings and cases. The grading rubric will be based on points earned per question as assigned by the instructor. Team Project Assignment 1 Market Opportunity and PricingMarket segmentationIdentification of target customersAnalysis of market size by segmentPricing analysisTeam Project Assignment 2 Project PresentationThe presentation will be assessed on the quality of the presentation and the presentation materials. Teams will be allotted 25 minutes to present and 5 minutes for questions and answers. Presentations should include the following sections:Problem Statement Invention Overview and Value PropositionIntellectual Property StrategyMarket and Non-Market Forces Analysis and StrategyPotential licenseesCosts and milestones to commercialization, likely funding sourcesLicensee start-up and operating budgets, including revenue and expense models based on market sizing and price analysis, market comparablesBusiness Models, Terms, Potential Funding SourcesRecommendations, Go/No GoTeam Project Assignment 3 Executive Summary of the Feasibility AnalysisThe Executive Summary should convey all relevant information for the client, so that someone not present at the presentation can fully understand the invention, the feasibility analysis and team recommendations. The summary must include a bibliography, and relevant charts, tables and appendices. Use APA style, and do not exceed 20 pages double-spaced for the body of the summary. Charts and tables should follow the body of the summary.GradingThe grade of A is reserved for those who demonstrate extraordinarily excellent performance. The grade of A- is awarded only for excellent performance. The grade for good performance in this course is a B+/B. The grades of D+, D, and D- are not awarded at the graduate level. Please refer to the Carey Business School’s Student Handbook for grade appeal information. Tentative Course Calendar**The instructors reserve the right to alter course content and/or adjust the pace to accommodate class progress. Students are responsible for keeping up with all adjustments to the course calendar.DateCasesArticlesDueD2M 1SESSION 1: INNOVATION AND INVENTIONBang & Olufsen: Design Driven Innovation, 607016 Langer Lab, HBSP 605017Disruptive Technologies: Catching The Wave, HBSP 95103-ReserveTechnology Transfer At US Universities, HBSP 807124Match Your Innovation Ecosystem To Your Innovation Strategy, HBSP R0604FDUE: HOMEWORK 1.1 SESSION 2: OPPORTUNITY ASSESSMENT: TRADITIONAL AND DISRUPTIVE APPROACHESEarly Stage Business Vignettes, HBSP E304Corning Incorporated: Reinventing New Business Development, HBSP SM167ABoni A.A. (2012) Project, Product Or Company. Journal Of Commercial Biotechnology, 18, 13–28. How Venture Capitalists Evaluate Potential Venture Opportunities, HBSP 805019Early Tests Of Business Potential: Stage-Gates And Quick Kills, HBSP 7232BCDUE: HOMEWORK 1.2 SESSION 3: FIELDWORK; TEAM MEETINGS WITH INVENTOR, TLA’S, INSTRUCTORDUE: PROJECT ASSIGNMENT 1.1SESSION 4: INTELLECTUAL PROPERTY STRATEGY: US AND INTERNATIONAL CONSIDERATIONSViagra In China, HKU902Intellectual Property And Strategy, HBSP 704493Technical Note: Innovation And Invention--A Patent Guide For Inventors And Managers, HBSP KEL104Strategic Management Of Intellectual Property: An Integrated Approach, HBSP CMR550DUE: HOMEWORK 1.3 SESSION 5: FIELDWORK, TEAM MEETINGS WITH INSTRUCTOR Cucoranu, I.C., Parwani, A.V., Vepa, S., Weinstein, R.S., & Pantanowitz, L. (2014). Digital pathology: A systematic evaluation of the patent landscape. Journal of Pathology Informatics, 5(1), 135. Gold, E.R., & Baker, A.M. (2012). Evidence-based policy: Understanding the technology landscape. Journal of Law, Information & Science, 22(1), 76. Tannock, Q. (2012). Exploiting carbon flatland. Nature Materials, 11(1), 2. SESSION 6: 9 FORCES ANALYSIS; STAKEHOLDER ANALYSIS; IDENTIFYING REGULATORY REQUIREMENTSDaktronics (A): The Digital Signage Industry In 2010, HBSPNote On The Structural Analysis Of Industries (Porter), HBSP 9-376-054Integrated Strategy: Market And Nonmarket Components (Baron), HBSP CMR105DUE: HOMEWORK 1.4 Breakout Sessions By Project Industry Sectors: Formulating Regulatory Strategies Healthcare: FDA; Insurance Coverage And PaymentMehta, Shreefal S. (2008). Commercializing Successful Biomedical Technologies, Ch.2, 3Wanerman, R. (2012). The Basics Of Coverage, Coding, And Reimbursement For New Medical Devices And Diagnostics: If You Build It, Will They Buy It, Journal Of Commercial Biotechnology, 18, 19–23.Other Sectors- TBD By InstructorSESSION 7: MARKET RESEARCH TECHNIQUES; LIBRARY RESOURCESUnderstanding User Needs, HBSP 695051Customer Segmentation In Business-To-Business Markets, HBSP UV5749The Role Of Physicians In Device Innovation, HBSP OIT105DUE: HOMEWORK 1.5 SESSION 8: TEAM PRESENTATIONSDUE: PROJECT ASSIGNMENT 1.2DateCasesArticlesDueD2M 2SESSION 1: PRIMARY MARKET RESEARCH, DEFINING THE VALUE PROPOSITIONAquion Energy, HBSPTablet Teach Opportunity Analysis, HBSPLearning From Extreme Customers, 9-314-086Customer Discovery and Validation for Entrepreneurs, 812097-HBSPDUE: HOMEWORK 2.1 SESSION 2: MARKET SIZING AND PRICINGBiocon: Launching a New Cancer Drug in India, 508026Marketing Reading: Pricing Strategy, 8203Review from Marketing Management 410.620Marketing Management by Kotler and Keller (14th edition), Prentice Hall, Ch. 3 &: HOMEWORK 2.2 SESSION 3: FIELDWORK, TEAM MEETINGS WITH INSTRUCTORSESSION 4: BUSINESS MODELS FOR TECHNOLOGY TRANSFER LICENSING AND START-UPS; STRATEGIES FOR SUCCESSFUL COMMERCIALIZATIONBuilding a Business Model and Strategy: How They Work Together, HBSPJohnson M.W. Reinventing Your Business Model. HBR, December 2008. (reserve)Note on Business Model Analysis for the Entrepreneur, 9-802-048 Review from Accounting and Financial Reporting 210.620Stickney; Weil; Schipper; Francis, Financial Accounting: An Introduction to Concepts, Methods and Uses, 13th Edition, Ch. 4 & 5DUE: PROJECT ASSIGNMENT 2.1: MARKET SIZING AND PRICING ANALYSISSESSION 5: FIELDWORK, TEAM MEETINGS WITH INSTRUCTOR DUE: Review of materials as determined by the instructorSESSION 6: FIELDWORK, TEAM MEETINGS WITH INSTRUCTOR DUE: Review of materials as determined by the instructorSESSION 7 PROJECT PRESENTATIONSDUE: PROJECT ASSIGNMENT 2.2SESSION 8 WRAP-UP AND DEBRIEFDUE: PROJECT ASSIGNMENT 2.3 Carey Business School Policies and General InformationBlackboard SiteA Blackboard course site is set up for this course. Each student is expected to check the site throughout the semester as Blackboard will be the primary venue for outside classroom communications between the instructors and the students. Students can access the course site at . Support for Blackboard is available at 1-866-669-6138.Course EvaluationAs a research and learning community, the Carey Business School is committed to continuous improvement. The faculty strongly encourages students to provide complete and honest feedback for this course. Please take this activity seriously; we depend on your feedback to help us improve. Information on how to complete the evaluation will be provided toward the end of the course.Disability ServicesJohns Hopkins University and the Carey Business School are committed to making all academic programs, support services, and facilities accessible. To determine eligibility for accommodations, please contact the Disability Services Office at time of admission and allow at least four weeks prior to the beginning of the first class meeting. Students should contact Priscilla Mint in the Disability Services Office by phone at 410-234-9243, by fax at 443-529-1552, or by email. Honor Code/Code of ConductAll students are expected to view the Carey Business School Honor Code/Code of Conduct tutorial and submit their pledge online.?Students who fail to complete and submit the pledge will have a registrar’s hold on their account. Please contact the student services office via email if you have any questions.Students are not allowed to use any electronic devices during in-class tests. Calculators will be provided if the instructor requires them for test taking. Students must seek permission from the instructor to leave the classroom during an in-class test. Test scripts must not be removed from the classroom during the test.Other Important Academic Policies and ServicesStudents are strongly encouraged to consult the Carey Business School’s Student Handbook and Academic Catalog and Student Resources for information regarding the following items:Statement of Diversity and InclusionStudent Success CenterInclement Weather PolicyCopyright StatementUnless explicitly allowed by the instructor, course materials, class discussions, and examinations are created for and expected to be used by class participants only.?The recording and rebroadcasting of such material, by any means, is forbidden. Violations are subject to sanctions under the Honor Code.1. Class Participation Self-assessment RubricCircle the value that best captures your in-class participation, and provide evidence in the comments section. High-quality comments have one or more of the following properties:Offer a different and unique, but relevant, perspective based upon analysis and theoryHelp move the discussion and analysis forwardBuild upon the comments of classmatesTranscend the “I feel” syndrome: that is, include some evidence or logicLink relevant concepts to current events or personal work experiences012345Did not participateEngaged listener 1+ comments per class2+ comments2+ high quality commentsJustificationInstructor commentHomework RubricThe grading rubric will be based on points earned per question (as assigned by the instructor) based on content and depth of response. D2M 1 Assignment 1 Team CharterThe grading rubric will be based on points earned for completeness and thoroughness of elements required, i.e. detailed work plans for completion of the final deliverable, including specific sources and methods for primary and secondary research4. D2M 1 and D2M 2 Team Project Presentations (Scale: 5-Strongly agree, 4-Agree, 3-Neither agree or disagree, 2-Disagree, 1-Strongly disagree)Quality of Presentation (50%)The presentation was well-organized; time was appropriately allocated to cover the material.The presentation effectively engaged the audience.The verbal communications were clear. Speakers were articulate, and explained concepts well.The slides were visually clear and conveyed the information clearly, with tables and charts used to summarize information. The slides were graphically pleasing.All members of the team actively participated.The team appeared professional and interacted in a professional manner with the client.Proper attribution was given to sources and participants.Quality of Presentation Material (Content) (50%)The content included all required components in a thorough yet concise mannerStrong evidence of primary and secondary market research, Outstanding analysis and synthesis of dataConclusions and recommendations were well-supported by the research and analysisDetailed appendices were included to support the presentation materials5. D2M 2 Assignment 3 Summary Report (Scale-5-Strongly agree, 4-Agree, 3-Neither agree or disagree, 2-Disagree, 1-Strongly disagree)The Executive Summary should convey all relevant information for the client, so that someone not present at the presentation can fully understand the invention, the feasibility analysis, and team recommendations. The summary must include a bibliography, and relevant charts, tables and appendices. Use APA style, and do not exceed 20 pages double-spaced for the body of the pleteness of Analysis (50%)The same content requirements as for the presentation are required. The Executive Summary should go into the level of detail necessary to support the conclusions and recommendations, and should discuss the research conducted to reach the final conclusions and recommendations.Adherence to content requirements (25%)20 pages double-spaced for the body of the summaryIncluded a bibliographyIncluded relevant charts, tables and appendices Used APA styleQuality of Final Written Product (adapted from MIT writing rubric) (25%)Clarity/Conciseness: sentences were structurally correct, succinct, and easy to understand Hierarchy of assessment Sentences flow smoothly, are structurally correct, and convey the intended meaning; no wordiness Five percent or less of sentences are awkward, incorrectly constructed, or wordySix to ten percent of sentences are awkward, incorrectly constructed, or wordyMore than 10 percent of sentences are awkward, incorrectly constructed, or wordyMajority of sentences are awkward, incorrectly constructed, or wordyMechanics: There were no grammar, punctuation, or spelling errorsNo grammar, punctuation, or spelling errorsNo more than three grammar, punctuation, or spelling errors Four to six grammar, punctuation, or spelling errorsSeven or more grammar, punctuation, or spelling errorsTen or more grammar, punctuation, or spelling errors ................
................

In order to avoid copyright disputes, this page is only a partial summary.

Google Online Preview   Download