Technological Competence Leveraging Play at high customer-specificity

Technological Competence Leveraging (TCL) helps to identify new applications (problems) for existing technologies (solutions) and commercialize them again.

We sorted out some key facts to understand the need of TCL:

PATENTS
up to   70  %
CAPABLE FOR COMMERCIALIZATION
Several studies
All industries
WORLDWIDE
De Vries, D., & Herstatt, C. (2012) et. al.
PATENTS    
more than 8Billion    
UNUSED, READY FOR IMPLEMENTATION
underrated
Study
Technology-intensive sectors
GERMANY
Institut für Wirtschaft Köln (2004)
FIRMS OWNING PATENTS
approx.  23 %
WILLING BUT UNABLE TO LICENSE OUT
Study
All industries
EUROPE
Prügl, R. (2012)

What it is all about

SUBJECTS
INDUSTRIES
REGIONS
Reasons for underutilization

Consequently, one underlying reason for this problem can be found at the front end of the technological competence leveraging process: searching for market opportunities for a technology is a major challenge to many companies.

In many cases, alternative fields of application (or even a single viable market opportunity) for given technologies are simply unknown to the entity in charge of commercialisation..

TCL & Resilience

Diversification into other industries can improve survivability. Especially customer-specific business models are vulnerable for single-accounts or high customer-dependencies.

Another study with those companies shows that customer segments with > 50% turnover ratio will cause more significant sales collapses in a time of crisis. The same study revealed that the average time for opening new markets counts 3,7 years. Amongst therefore, TCL helps suppliers to create own brands.

Regional differences

Growth in inward and outward patent licensing in the OECD survey was reported more frequently by firms in the Asia Pacific region and in North America than in Europe.

A survey of EPO patent applicants (about 700 total responses) showed that the average share of licensed patents in a respondent's patent portfolio in 2003 was 8% among Japanese firms, 11% among European firms and 15% among US firms.

Definition
To get started, first get an overview of your potential benefit layers.
Abstracting
Change between micro and macro perspective, ask interdisciplinary externals.
Exploration
Start a systematic search and iterate your definition synchroneously.
Trailblazing
Combine different searching strategies into an all-inclusive leveraging methodology.
Evaluation
Again synchroneously evaluate your findings within the different exploration stages.
Analyzing
Use sophisticated but understandable methods and taylor-made tools.
Realization
You have experts about your internal realization? Nevertheless you have to develop the right frame conditions.
Carrot Licensing
For all external processes e.g. in terms of Licensing – Trailblazing cares about it.

Start a sustainable process
with maximum success chances.

See the guideline

Modified exploration and valuation methods based on combined existing instruments are offering a more intense validation of application and pilot customer suitability in form of a guideline.