Strategic Technical Information Analysis “Using science and technology intelligence to drive business results” Philippe Bergevin, CTI Program Officer Tamara

Strategic Technical Information Analysis“Using science and technology intelligence to drive

business results”

Philippe Bergevin, CTI Program Officer

Tamara Keating, Technical Information Analyst

NRC-CISTI

FPTT Annual Meeting, Halifax, NS, June 2007

© National Research Council Canada 2007

Agenda

• A few words on Competitive Technical Intelligence (CTI)

• S&T Innovation… An Integrated Approach

• Issues and Challenges

• Strategic Technical Information Analysis– What it is?– What it does?– How it works?– Benefits

• “What next?”


Canada Institute for Scientific and Technical Information

• Premier source S&T information in Canada

• Locations across Canada

• Team of highly skilled and experienced Technical Information Analysts

• Wide range of subject expertise

• Access to a leading edge suite of information search and analysis tools

• Access to a national network of experts


The Pillars of Success

• Create wealth for Canada– Invest in projects that will translate into commercial success

• Avoid reinventing the wheel– Understand the S&T landscape and emerging trends– Identify alternative or competing technologies

• Know who you are dealing with– Know the players, their level of activity, the collaboration

networks…

• Maximize the ROI– Identify new fields of application for your technology


The Lesson of a Champion

Wayne Gretzky

“Skate to where the puck is going to

be…not where it is…”

“Skate to where the puck is going to

be…not where it is…”


The Power of Vision

Based on Dr. Randy Goldsmith, Oklahoma Technology Commercialization Centre.

Business Business MaturityMaturity

Market Market DiversificationDiversification

Production Production SupportSupport

6-MATURITY6-MATURITY

Business Business GrowthGrowth

Sales and Sales and DistributionDistribution

Full-scale Full-scale productionproduction

5-FULL SCALE 5-FULL SCALE PRODUCTIONPRODUCTION

COMMERCIAL PHASECOMMERCIAL PHASE

Business Start-Business Start-upupMarket ValidationMarket ValidationPre-production Pre-production

prototypeprototype4-PILOT 4-PILOT

PRODUCTIONPRODUCTION

Strategic Strategic Business PlanBusiness Plan

Strategic Strategic MarketingMarketing

Engineering Engineering PrototypePrototype

3-PLANNING3-PLANNING

Economic Economic FeasibilityFeasibilityMarket StudyMarket StudyTechnology Technology

FeasibilityFeasibility2-2-

FEASIBILITYFEASIBILITY

DEVELOPMENT PHASEDEVELOPMENT PHASE

Venture Venture AssessmentAssessment

Market Needs Market Needs AssessmentAssessment

Technology Technology Concept AnalysisConcept Analysis

1-1-INVESTIGATIOINVESTIGATIO

NN

EXPLORATORY PHASE

3-3-BUSINESSBUSINESS2-MARKET2-MARKET1-1-TECHNICALTECHNICAL

TYPE of COMMERCIALIZATION ACTIVITYTYPE of COMMERCIALIZATION ACTIVITYSTAGESSTAGES


Where SynergyReally Pays


Business MaturityBusiness MaturityMarket Market DiversificationDiversification



Business GrowthBusiness GrowthSales and Sales and DistributionDistribution


COMMERCIAL PHASE

Business Start-upBusiness Start-upMarket ValidationMarket ValidationPre-production Pre-production prototypeprototype

4-PILOT 4-PILOT PRODUCTIONPRODUCTION

Strategic Strategic Business PlanBusiness PlanStrategic MarketingStrategic MarketingEngineering Engineering

PrototypePrototype3-PLANNING3-PLANNING




DEVELOPMENT PHASE


NN

EXPLORATORY PHASE






• State of the art

• S&T Database search

• Patent search

• Competing technologies

• Alternative technologies

• State of the art

• S&T Database search

• Patent search

• Competing technologies

• Alternative technologies

• Perceived trends

• Market need

• Technology or product

uniqueness

• Competitor overview

• Barriers to market entry

• Perceived trends

• Market need

• Technology or product

uniqueness

• Competitor overview

• Barriers to market entry

• Perceived ROI

• Risk assessment

• Product commercialization issues

• IP issues

• Key players

• Potential partners

• Perceived ROI

• Risk assessment

• Product commercialization issues

• IP issues

• Key players

• Potential partners5-FULL SCALE 5-FULL SCALE PRODUCTIONPRODUCTION


CTI Reinforces Competitiveness

INFORMATIONINFORMATIONSEARCHSEARCH

INFORMATIONINFORMATIONSEARCHSEARCH

ACTIONABLEACTIONABLEINFORMATIONINFORMATIONACTIONABLEACTIONABLE

INFORMATIONINFORMATION

NEEDS &NEEDS &KEY ISSUESKEY ISSUESNEEDS &NEEDS &

KEY ISSUESKEY ISSUES

ANALYSIS &ANALYSIS &SYNTHESISSYNTHESIS

ANALYSIS &ANALYSIS &SYNTHESISSYNTHESIS

drive…

provides input to…

deliver…

Intelligence CycleIntelligence Cycle

provides insights …

COMPETITIVECOMPETITIVETECHNICAL TECHNICAL

INTELLIGENCEINTELLIGENCE

COMPETITIVECOMPETITIVETECHNICAL TECHNICAL

INTELLIGENCEINTELLIGENCE

improves…

INNOVATIONINNOVATIONINNOVATIONINNOVATIONINVESTMENTINVESTMENTINVESTMENTINVESTMENT

COMPETITIONCOMPETITIONCOMPETITIONCOMPETITION

PRODUCTIVITYPRODUCTIVITYPRODUCTIVITYPRODUCTIVITY

spurs…

allows for…

makes possible

…

Competitive Cycle of SMEs

Competitive Cycle of SMEs

Reduces R&D costsReduces risk factor Improves chances of commercial success Improves time to market Increases firm’s efficiency and effectiveness Fosters partnerships and alliances

Reduces R&D costsReduces risk factor Improves chances of commercial success Improves time to market Increases firm’s efficiency and effectiveness Fosters partnerships and alliances


• Nature and level of R&D activity• Niches and opportunities • Potential breakthroughs• Networks of collaboration

The Essence of CTI

TechnologyTechnology

MarketMarket CompetionCompetion

CTICTI

• Best-in-class Best-in-class competitorscompetitors• Potential partnersPotential partners• Promising areas for Promising areas for development development

• Market segmentsMarket segments• Market driversMarket drivers• Perceived market Perceived market needsneeds• TrendsTrends


STIA Impact


Business Business MaturityMaturity

Market Market DiversificationDiversification



Business Business GrowthGrowth

Sales and Sales and DistributionDistribution


5-FULL SCALE 5-FULL SCALE PRODUCTIONPRODUCTION

COMMERCIAL PHASECOMMERCIAL PHASE

Business Start-Business Start-upupMarket ValidationMarket ValidationPre-production Pre-production

prototypeprototype4-PILOT 4-PILOT

PRODUCTIONPRODUCTION

Strategic Strategic Business PlanBusiness Plan

Strategic Strategic MarketingMarketing

Engineering Engineering PrototypePrototype

3-PLANNING3-PLANNING




DEVELOPMENT PHASEDEVELOPMENT PHASE





NN

EXPLORATORY PHASE




A Rigorous and Focused Work Process

Client Client FFocusocusClient Client FFocusocus

PUBLISHED

SOURCES

PUBLISHED

SOURCES

VERBAL SOURCESVERBAL

SOURCES

INTERNETINTERNET

NETWORKS

NETWORKS

3. Search /validation3. Search /validation

5. Assembly/ Report writing5. Assembly/ Report writing

Inte

llige

nce

not

e

6. Presentation/ delivery

6. Presentation/ deliveryEvaluation

4. Analysis/ synthesis

4. Analysis/ synthesis1. Needs

assessment1. Needs

assessment

The The IIntelligence ntelligence CCycleycleThe The IIntelligence ntelligence CCycleycle

TARGETSTARGETS

1.2.3.4.5.6. Etc…

2. Key issues2. Key issues

DECISION &DECISION &ACTIONACTION

DECISION &DECISION &ACTIONACTION

Search & validationSearch & validation Analysis & reportAnalysis & reportNeeds & prioritiesNeeds & priorities DisseminationDissemination

What are thefacts?

What do thefacts suggest or mean

for the decision?

Define issue ordecision

“I want it fast,

factual,and actionable.

”


What CTI is not…

• Industrial Espionage– Accessing information ethically and by legal means

• Market Research– More than understanding customer demand

• Quick Internet checks, library keyword / literature searches– Beyond gathering…Uncovering the meaning

• Fortune telling– Lowering the risk factor to decision


STIA… What it is

• Strong IP focus– Data mining tools and techniques

• Cleaned and interpreted data that identify:– Trends, patterns, threats and opportunities

• Assistance in deciding the next steps for your innovation and commercialization activities


Who are the major players Who are the major players ??

• Indicates level of activity and importance they place on the worldwide market

• Indicates level of activity and importance they place on the worldwide market

STIA- What it does…


• Illustrate links between major players• Adjust your business strategy• Monitor trends, gaps, opportunities • Identify what niches are controlled by the

major players

• Illustrate links between major players• Adjust your business strategy• Monitor trends, gaps, opportunities • Identify what niches are controlled by the

major players


Business networksBusiness networks

Cargill carries

joint R&D with KFRO

Bayer uses SoyOyl in

Baydur 7308

Bayer uses SoyOyl in

Baydur 7308

Dow uses SoyOyl in BioBalance

Dow uses SoyOyl in BioBalance

Cargill carriesout jointresearch

with KPRC

Cargill carriesout jointresearch

with KPRC

Urethane SoySystems Co.produces

SoyOyl

Urethane SoySystems Co.produces

SoyOyl

Cargill Dowjoint venture

with FLA

Cargill Dowjoint venture

with FLA

BioPolymers uses SoyOyl in

Healthy SealSpray foaminsulation

BioPolymers uses SoyOyl in

Healthy SealSpray foaminsulation

Universal TextileTechnologies

uses BioBalancein carpetbacking

Universal TextileTechnologies

uses BioBalancein carpetbacking

AshlandSpecialtyChemicalsproduces

Envirez 500

AshlandSpecialtyChemicalsproduces

Envirez 500

J. Deere usesBaydur 7308 inbody panels &

Envirez 500in hoods

J. Deere usesBaydur 7308 inbody panels &

Envirez 500in hoods

Kansas PolymerResearch Ctre

Pittsburgh StateUniversity

Kansas PolymerResearch Ctre

Pittsburgh StateUniversity


• Identify experts• Identify potential partners• « Who’s working with who? »• « Where is the greatest concentration of experts? »

• Identify experts• Identify potential partners• « Who’s working with who? »• « Where is the greatest concentration of experts? »

Who works with whom ?Who works with whom ?



Source: Market potential for soy-baesdLubricants (from a report prepared byOmni Tech International for the UnitedSoybean Board - February 2002).

Market Opportunity SummaryMarket Opportunity Summary

Soy-Based LubricantsSoy-Based Lubricants

Market Potential

Nine areas were investigated to determine the potential acceptance of soybean oil as a commercial alternative to mineral-based oils.

Prob. ofAcceptance

(%)

Possible Market share

(%)

Hydaulic fuel

Wire Rope

Rail & Flange

Drip oil

Crankcase

Bar/ Chain

Two-cycle

Dedusting

Metal Cutting

40

70

55

65

80*

60

20

50

30

5

70

50

80

10

50

10

50

10


What else is out What else is out there?there?

• Identification of market and business infromation

• Links to market studies• Complement to IP related

commecial information

• Identification of market and business infromation

• Links to market studies• Complement to IP related

commecial information


Cdex Inc.

Collectricon

Becton,Dickenson& Co.

Chang, Richard K.

ChemImage

BrookhavenScienceAssociates


Who is who?Who is who?

• Details on companies• Information on potential licensees• Corporate affiliation between

companies

• Details on companies• Information on potential licensees• Corporate affiliation between

companies


How it works

• Compile– Comprehensive search in patent, SciTech and business

databases• Organize

– Clean data to eliminate noise– Tabulate and synthesize large datasets– Look for patterns and trends

• Establish Links– Verify and validate data with other sources, esp. business

• Analyse– Interpret the information– Identify actions for decision-making


STIA Impacts and Benefits

STIA provides CTI on global R&D advances, business trends and

market demands that will help you:

• Invest resources wisely;

• Develop successful business strategies;

• Anticipate emerging needs and trends;

• Accelerate the decision making process;

• Expand network of contacts, partners, collaborators;

• Discover new applications of your technology.


What you can take away from it

1. Define the technological landscape surrounding an innovation

• Avoid reinventing the wheel

• Identify and understand trends

2. Identify key players and their level of activity

• Know who you are dealing with

3. Identify existing technologies and their level of IP protection worldwide

• Optimize your strategy

4. Identify networks of collaborators, their partners and licensing potential

• Maximize returns

1. Define the technological landscape surrounding an innovation

• Avoid reinventing the wheel

• Identify and understand trends

2. Identify key players and their level of activity

• Know who you are dealing with

3. Identify existing technologies and their level of IP protection worldwide

• Optimize your strategy

4. Identify networks of collaborators, their partners and licensing potential

• Maximize returns


What you can take away from it

5. Identify new fields of application

Optimize the return on investment

6. Position yourselves in the value chain

Create leveraging effects

7. Target the zones that require specialized expertise

Call on patent agents at the right time

…Avoid paying more than is needed!

8. Give yourself a bird’s eye view of the market potential

Oriented towards better decisions

Target the aspects to drill down or to confirm

5. Identify new fields of application

Optimize the return on investment

6. Position yourselves in the value chain

Create leveraging effects

7. Target the zones that require specialized expertise

Call on patent agents at the right time

…Avoid paying more than is needed!

8. Give yourself a bird’s eye view of the market potential

Oriented towards better decisions

Target the aspects to drill down or to confirm


Documents

Strategic Technical Information Analysis “Using science and technology intelligence to drive business results” Philippe Bergevin, CTI Program Officer Tamara