Innovation, Commercialization, and Start-Ups in Life Sciences : James F. Jordan, Carnegie Mellon University, Pittsburgh, Pennsylvania, USA. txt

Por:

Jordan, James F, author

Editor: Boca Raton : CRC Press, Taylor & Francis Group, 2015Descripción: xxi, 234 p. 24 cm. illTipo de contenido:

text

Tipo de medio:

unmediaded

Tipo de soporte:

volume

ISBN:

9781482210125

Tema(s):

Clasificación CDD:

338.4/76606 23

Clasificación LoC:

HD9999.B442 J67 2015

Contenidos:

Contents: Foreword xiii -- Acknowledgments xv -- The Book's Web Sites xxi -- Section I Innovation Is A Process Of Connected Steps -- 1 Investment Uses a Translation Process to Deliver Innovation 3 -- 2 Investment Is Critical to a Nation's Prosperity 9 -- 3 The Journey of Innovation Begins with Investment 11 4 The United States Helps Small Companies Conduct R&D 19 -- 5 Commercialization Is Primarily Executed yhrough Two Organization Types 25 -- SECTION Il INVESTMENT MUST BE CONNECTED TO EXIT : 6 Angels and Venture Capitalists Invest in Commercialization 33 -- The Stages of Start-Up Financing 33 -- The Players in Start-Up Financing 38 -- 7 Create Liquidity for Your Investors 51 -- 8 A Liquidity Event Is Not Consummated without Due Diligence 59 -- A Start-Up Is Designed to Be Temporary 59 -- The Reasons for Due Diligence 60 -- Risks Associated with Due Diligence 61 -- 9 Due Diligence Reputation Is a Critical Business Process 73 -- Due Diligence Reputation Is a Critical 73 -- Brand Component Do What You Say, Then They Will Trust What You Forecast 74 -- Ambiguous Processes Are a Quality Assurance Problem 76 -- The Components of a Due Diligence Business Process 79 -- SECTION III ALIGN WITH THE INDUSTRY NORMS : 10 Find the Industry Norms 91 -- 11 Solve an Important Customer Problem 97 -- The Disease State Model Identifies the Triggers to Risk and Creating Market Value 102 -- The Health Care Flow Chart Visualizes the Market's Value Chain 103 -- 12 Demonstrate the Ability to Access the Sales Channel 109 -- 13 Gather Domain-Experienced Personnel to Reduce Risk 117 -- Government 122 -- Channel Partners 132 -- Customers 137 -- Domain Experienced Personnel 138 -- Acquirers 138 -- Capital Providers 139 -- Suppliers and Contractors 140 -- The Management Team 140 -- A Thoughtful Gathering of Experience 143 -- Reduces Risk 148 -- 14 Determine the Acquirer's Strategic Future and Purchase Triggers 149 -- Find Your Targets (Potential Acquirers) 149 -- Develop Industry Micro and Macro Maps 150 -- Analyze the Industry's Product Life Cycle 154 -- Analyze Your Acquirer's Product Life Cycle 156 -- Finalize Your Target List and Uncover the Acquirer's Purchase Triggers 156 -- Map Your Start-Up's Exit Points 157 -- Determine What They Want to Buy: It Could Be More Than IP 157 -- The Acquirer Purchase Trigger Database 60 -- 15 Align an Investor's Fundable Milestones and an Acquirer's Exit Points 161 -- Know Your Targets: Arrive Early and Cheaply 161 -- Add the Acquirer's Exit Points to Your Funding Map 166 -- Create a Funding Relationship Management System 166 -- Plot Your Funding Syndicate by Working Backward 168 -- Create Your Tactical Approach by Investment Class 169 -- Install a Management and Measurement System 170 -- Plan Do Check Act (PDCA) 170 -- 16 Create an IP Pyramid for Impervious Positioning 173 -- Can the Technology Create a Franchise Category? 178 -- Can the Technology Create a Product Category? 178 -- Is There a Specific Class of Patient or Clinical Situation Where the Patent Would Be the Obvious Answer? 179 -- Is There Outcomes Evidence? 179 -- How Can the Patent Be Built upon over Time to Evolve for Distance as Other Players Attempt to Enter the Market? 179 -- SECTION IV A START UP MUST TELL A COMPELLING STORY : 17 Address Your Story to the Needs of All Constituencies 183 -- The Customer's Story 183 -- The Acquirer's Story 184 -- The Funder's Story 186 -- 18 Deliver to Your Plan 187 -- Mission Statement 188 -- Executive Summary 188 -- Overview 189 -- The Opportunity 189 -- The Market 192 -- The Competition 194 -- The Unfair Advantage 196 -- Proprietary Relationships 196 -- Proprietary Knowledge 197 -- Intellectual Property 198 -- Regulatory and Reimbursement 200 -- The Company and Management 201 -- The Commercialization Plan 201 -- Capitalization and Exit Strategy 202 -- Financial Projections and Risks 202 -- Tell a Compelling Story with the Investor Pitch 205 -- The Preview 206 The Venture Concept 206 -- The Market Need 207 The Product Offering 208 -- The Market Opportunity 209 -- The Competition 210 -- The Business Model 210 -- The Commercialization Plan 211 -- Future Milestones 211 -- The Management Team 212 -- Funding Needs 212 -- The Acquirer's Needs 213 -- Opportunity Summary 213 -- Continuously Improve Your Message with the Plan Do Check Act Cycle 215 -- Notes 219 -- Index 225 --

Resumen: "This book specifically provides the reader with the methodologies necessary to create a successful life sciences start-up from initiation to exit. The readers gain an appreciation for the necessary data, partnership, and skills to be acquired and the constituencies that must be satisfied, along the way. It presents data and analytical processes articulating the fundable milestones for angel and venture capital. It also provides tools for creating branding for public investors and more"--Provided by publisher.

Existencias
Imagen de cubierta	Tipo de ítem	Biblioteca actual	Biblioteca de origen	Colección	Ubicación en estantería	Signatura topográfica	Materiales especificados	Info Vol	URL	Copia número	Estado	Notas	Fecha de vencimiento	Código de barras	Reserva de ítems	Prioridad de la cola de reserva de ejemplar	Reservas para cursos
	Libro	CARIBET Biblioteca Arquitectura Colección General CARIBET				General HD9999.B442 J67 2015 (Navegar estantería(Abre debajo))				1	Disponible			91000000058784

Total de reservas: 0

Descripciones mejoradas de Syndetics:

Innovation is the translation of a new method, idea, or product into reality and profit. It is a process of connected steps that accumulates into your brand or reputation. However, there can be many pitfalls and wrong turns on the road to realizing this goal. Innovation, Commercialization, and Start-Ups in Life Sciences details the methodologies necessary to create a successful life sciences start-up from initiation to exit. You will gain an appreciation for the necessary data, partnership, and skills to be acquired and the constituencies that must be satisfied along the way.

The book examines how life sciences start-ups can create an exit for their investors by recognizing that a liquidity event is not consummated without due diligence. Due diligence is bigger than validating accounting transactions. It ensures the company is solving an important customer problem, demonstrating sales access, and making sure that intellectual property is impervious to competitive advancement. The due diligence process supports the telling of a compelling story to customers, investors, regulators, and acquirers.

Written by an expert who has worked with more than 200 life sciences start-ups during the past decade, the book discusses specific processes and investor milestones that must be navigated to align customer, funder, and acquirer needs. It examines these processes from the perspective of marketing value through a focus on the needs of individual constituents--investors, regulators, customers, and exit candidates. The book presents data and analytical processes articulating the fundable milestones for angel and venture capital. It gives you the tools needed to create branding for public investors and more.

Includes bibliographical references (p. 219-224) and index.

Contents:
Foreword xiii --
Acknowledgments xv --
The Book's Web Sites xxi --
Section I Innovation Is A Process Of Connected Steps --
1 Investment Uses a Translation Process to Deliver Innovation 3 --
2 Investment Is Critical to a Nation's Prosperity 9 --
3 The Journey of Innovation Begins with Investment 11
4 The United States Helps Small Companies Conduct R&D 19 --
5 Commercialization Is Primarily Executed yhrough Two Organization Types 25 --
SECTION Il INVESTMENT MUST BE CONNECTED TO EXIT :
6 Angels and Venture Capitalists Invest in Commercialization 33 --
The Stages of Start-Up Financing 33 --
The Players in Start-Up Financing 38 --
7 Create Liquidity for Your Investors 51 --
8 A Liquidity Event Is Not Consummated without Due Diligence 59 --
A Start-Up Is Designed to Be Temporary 59 --
The Reasons for Due Diligence 60 --
Risks Associated with Due Diligence 61 --
9 Due Diligence Reputation Is a Critical Business Process 73 --
Due Diligence Reputation Is a Critical 73 --
Brand Component Do What You Say, Then They Will Trust What You Forecast 74 --
Ambiguous Processes Are a Quality Assurance Problem 76 --
The Components of a Due Diligence Business Process 79 --
SECTION III ALIGN WITH THE INDUSTRY NORMS :
10 Find the Industry Norms 91 --
11 Solve an Important Customer Problem 97 --
The Disease State Model Identifies the Triggers to Risk and Creating Market Value 102 --
The Health Care Flow Chart Visualizes the Market's Value Chain 103 --
12 Demonstrate the Ability to Access the Sales Channel 109 --
13 Gather Domain-Experienced Personnel to Reduce Risk 117 --
Government 122 --
Channel Partners 132 --
Customers 137 --
Domain Experienced Personnel 138 --
Acquirers 138 --
Capital Providers 139 --
Suppliers and Contractors 140 --
The Management Team 140 --
A Thoughtful Gathering of Experience 143 --
Reduces Risk 148 --
14 Determine the Acquirer's Strategic Future and Purchase Triggers 149 --
Find Your Targets (Potential Acquirers) 149 --
Develop Industry Micro and Macro Maps 150 --
Analyze the Industry's Product Life Cycle 154 --
Analyze Your Acquirer's Product Life Cycle 156 --
Finalize Your Target List and Uncover the Acquirer's Purchase Triggers 156 --
Map Your Start-Up's Exit Points 157 --
Determine What They Want to Buy: It Could Be More Than IP 157 --
The Acquirer Purchase Trigger Database 60 --
15 Align an Investor's Fundable Milestones and an Acquirer's Exit Points 161 --
Know Your Targets: Arrive Early and Cheaply 161 --
Add the Acquirer's Exit Points to Your Funding Map 166 --
Create a Funding Relationship Management System 166 --
Plot Your Funding Syndicate by Working Backward 168 --
Create Your Tactical Approach by Investment Class 169 --
Install a Management and Measurement System 170 --
Plan Do Check Act (PDCA) 170 --
16 Create an IP Pyramid for Impervious Positioning 173 --
Can the Technology Create a Franchise Category? 178 --
Can the Technology Create a Product Category? 178 --
Is There a Specific Class of Patient or Clinical Situation Where the Patent Would Be the Obvious Answer? 179 --
Is There Outcomes Evidence? 179 --
How Can the Patent Be Built upon over Time to Evolve for Distance as Other Players Attempt to Enter the Market? 179 --
SECTION IV A START UP MUST TELL A COMPELLING STORY :
17 Address Your Story to the Needs of All Constituencies 183 --
The Customer's Story 183 --
The Acquirer's Story 184 --
The Funder's Story 186 --
18 Deliver to Your Plan 187 --
Mission Statement 188 --
Executive Summary 188 --
Overview 189 --
The Opportunity 189 --
The Market 192 --
The Competition 194 --
The Unfair Advantage 196 --
Proprietary Relationships 196 --
Proprietary Knowledge 197 --
Intellectual Property 198 --
Regulatory and Reimbursement 200 --
The Company and Management 201 --
The Commercialization Plan 201 --
Capitalization and Exit Strategy 202 --
Financial Projections and Risks 202 --
Tell a Compelling Story with the Investor Pitch 205 --
The Preview 206 The Venture Concept 206 --
The Market Need 207 The Product Offering 208 --
The Market Opportunity 209 --
The Competition 210 --
The Business Model 210 --
The Commercialization Plan 211 --
Future Milestones 211 --
The Management Team 212 --
Funding Needs 212 --
The Acquirer's Needs 213 --
Opportunity Summary 213 --
Continuously Improve Your Message with the Plan Do Check Act Cycle 215 --
Notes 219 --
Index 225 --

"This book specifically provides the reader with the methodologies necessary to create a successful life sciences start-up from initiation to exit. The readers gain an appreciation for the necessary data, partnership, and skills to be acquired and the constituencies that must be satisfied, along the way. It presents data and analytical processes articulating the fundable milestones for angel and venture capital. It also provides tools for creating branding for public investors and more"--Provided by publisher.

Notas de autor provistas por Syndetics

Jim Jordan, a Distinguished Service Professor of Healthcare & Biotechnology Management and Senior Director of Healthcare and Biotechnology Programs at Carnegie Mellon University's Heinz College, serves as the Chief Investment Officer of the Pittsburgh Life Sciences Greenhouse, a public-private economic and venture fund owned by Carnegie Mellon University and the University of Pittsburgh.

As an accomplished Fortune 20-level executive with companies such as Boston Scientific, Johnson & Johnson and McKesson, Jim has leveraged his experience in several startup ventures and is active on multiple Boards of Directors. Through the Pittsburgh Life Sciences Greenhouse, he has applied his 25 years of experience in industry, consulting and academia to work with over 400 life science startup companies, with direct investment in 75 of them.

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