Technical and Commercial Evaluation

Based on elements of the Strategic Analysis, we will employ a standardised 3-step process with following elements to support your commercialisation process:

  • Identify unused knowledge that inherit a promising business opportunity and evaluate the commercial potential
  • Develop a well-defined commercialisation concept
  • Implement the commercialisation concept through license deals, spin-off creation or marketing of R&D services

More details are given in the following sections.

Technology Licencing or Sale

Licensing or selling unused knowledge most often requires similar "packaging" solutions as results from public research to facilitate their take up by an external user. Such packaging of knowledge into products or services is highly critical for the rapid success of a technology licensing concept.
The "packaging" includes for instance experimental or simulation data giving proof of viability, operating parameters that have been tested, designs and mock-ups that can be inspected, IP rights, and the more. Most often before any commercialisation decision can be taken, there is also a need to define how the knowledge to be licensed can be successfully commercialised by the licensee including and a convincing business model.
We have particular expertise in developing knowledge packages ready for successful licensing or technology sale. 

Spinning-out New Ventures

The commercial potential of a business idea based on unused knowledge from an organisation is usually strongly related to the capabilities of the development team behind that knowledge. Very often, these are highly qualified researchers who most likely lack the appropriate management capabilities. Therefore, beyond the elaboration of a successful business model, solid business planning and appropriate financing solutions there are three key issues that need to be addressed to secure the success of a spin-out creation:

  • Entrepreneurial culture: researchers are usually geared towards "being right" in understanding and explaining new areas of science and technology. Entrepreneurs, on the other hand, must be geared towards "being the first" in front of their competitors. The necessary condition for researchers to turn into a successful entrepreneur is to understand this difference in decision making between these two orientations.
  • The second challenge for successful implementation of spin-offs is to match commercially experienced talent from the private sector with the researchers bringing in the new knowledge. Moreover, such external talent must be willing and able to thrive in a start-up environment.
  • And the third key point is the understanding of the specific requirements of potential investors that need to be satisfied before closing a financing deal, and the knowledge of the rather diversified market for technology financing solutions.

Our experts have more than 20 years of experience in supporting spin-out creation processes from the first business idea to the market development of the new firm, with references from hundreds of successful business start-ups. 

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i.con. innovation GmbH | Herzog-Carl-Strasse 2 | 73760 Ostfildern | Telefon +49 711 782 608-60