The Experts below are selected from a list of 84066 Experts worldwide ranked by ideXlab platform
Won Jun Choe - One of the best experts on this subject based on the ideXlab platform.
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The Performance of Supply-Push Versus Demand-Pull Technology Transfer and the Role of Technology Marketing Strategies: The Case of a Korean Public Research Institute
Sustainability, 2019Co-Authors: Won Jun ChoeAbstract:Technology transfer is one of important strategies in sustainable economic growth. There are supply-push and demand-pull directions of Technology transfer, and recently Korean research institutes have paid increasing attention to demand-pull Technology transfer in an attempt to improve public research institutes’ Technology transfer performance (TTP). However, our view is that simply adopting a demand-pull or a supply-push model does not always guarantee improved TTP. We argue that Technology Marketing strategies, such as mass Marketing and target Marketing, should also be considered. This study aims to investigate the relationship between Technology transfer directions and TTP, and the role of Technology Marketing strategies. We collected a Korean research institute’s Technology transfer data from 2014 to 2015, and then employed a two-way ANOVA to analyze the data. The result of the analysis shows that TTPs differ by Technology transfer directions and Technology Marketing strategies. More importantly, we found that the demand-pull model yields higher TTP, especially when the model is associated with target Marketing strategies rather than mass-Marketing strategies. This result implies that Marketing strategies, such as market segmentation and customer targeting, are needed if an organization wants to improve TTP by implementing the demand-pull Technology transfer model.
Hugo Tschirky - One of the best experts on this subject based on the ideXlab platform.
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Technology Marketing: A New Core Competence of Technology-Based Enterprises
Bringing Technology and Innovation into the Boardroom, 2004Co-Authors: Jean-philippe Escher, Hugo TschirkyAbstract:Even in the area of Technology, firms are increasingly contracting in from external sources, or contracting out their own work to third parties. This involves the areas of licensing, R&D cooperation, production and OEM briefs and commerce in technologically demanding components and part-products. The activities, which we call, ‘Technology Marketing’, depend on new processes and concepts. Why? Because known Marketing methods do not sufficiently address the unique knowledge-defined nature of technologies. This chapter seeks to answer the questions: What new tasks does Technology Marketing embody, how should Technology Marketing be organized and to what extent is top management involved in Technology Marketing tasks?
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Technology Marketing: a firm's core competence?
International Journal of Technology Management, 2004Co-Authors: Hugo Tschirky, Stefan M. Koruna, Eckhard LichtenthalerAbstract:For the last three decades, global competition has dramatically changed. Formerly dominating firms from the Triad are facing competition from nearly all over the world. Due to an unprecedented exponential growth of global knowledge production and consumption, no longer do firms rely on go-it-alone strategies. Rather, firms have become proficient in sourcing technologies that are either state of the art or non-available inside their boundaries or they have intensified their activities regarding the external commercialisation of knowledge (mainly technological knowledge). This paper discusses the major drivers and challenges regarding the processes of knowledge acquisition and knowledge exploitation. And it introduces some of the instruments firms will have to master to compete in the global economy of the 21st century.
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Technology Marketing a new core competence of Technology intensive enterprises
International Journal of Technology Management, 2000Co-Authors: Hugo Tschirky, Jean-philippe Escher, Deniz Tokdemir, Christian BelzAbstract:Even in the area of Technology, firms are increasingly contracting in from external sources, or contracting out their own work to third parties. This involves the areas of licensing, R&D cooperation, production and OEM briefs and commerce in technologically demanding components and part-products. The carrying out of such Technology business, here christened "Technology Marketing", is dependent upon new processes and concepts, because known Marketing methods do not sufficiently take into account the knowledge-defined uniqueness of technologies as the object of commerce. This paper is the result of a cooperative research study carried out by the ETH Centre for Enterprise Science (formerly BWI, Section for Technology and Innovation Management) and the Research Institute for Sales and Commerce of the University of St Gall.
Dong Sik Jang - One of the best experts on this subject based on the ideXlab platform.
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a Technology valuation model using quantitative patent analysis a case study of Technology transfer in big data Marketing
Emerging Markets Finance and Trade, 2015Co-Authors: Sunghae Jun, Sangsung Park, Dong Sik JangAbstract:Technology valuation (TV) is an important issue in management of Technology (MOT). We use TV results for Technology transfer, research and development (R&D) planning, and Technology Marketing. Diverse TV studies have been applied to MOT. Most of them were dependent on domain experts’ knowledge, so their TV results could be subjective and unstable. To solve this problem, we propose an objective TV model using quantitative patent analysis. In this article, we consider text mining, social network analysis, Technology clustering, and descriptive statistics in constructing our TV model. To verify the performance of our model, we perform a case study of Technology transfer in big data Marketing.
Flemming Forsberg - One of the best experts on this subject based on the ideXlab platform.
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Ultrasonic biomedical Technology; Marketing versus clinical reality.
Ultrasonics, 2003Co-Authors: Flemming ForsbergAbstract:Clinical ultrasound imaging is the most frequently used imaging modality in the world accounting for almost 25% of all imaging studies performed. Hence, manufacturers of commercial ultrasound equipment are committing significant engineering resources to advance the Technology behind the modality and to improve the diagnostic capabilities of ultrasound imaging. Consequently, new imaging technologies are constantly being introduced to the market under a host of different trademarked names. Hence, this paper will review many of the recent advances in ultrasound imaging and try to differentiate between developments aimed at Marketing and those providing real clinical improvements. In particular, we will describe the technologies behind concepts such as coded ultrasound imaging, real time spatial compounding, tissue harmonic imaging, extended field of view imaging as well as 3D and 4D (i.e., real time 3D) imaging. Some of the latest advances in blood flow imaging e.g., B-flow, advanced dynamic flow (ADF) and automatic optimization methods will also be described.
Ulrich Lichtenthaler - One of the best experts on this subject based on the ideXlab platform.
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Managing external Technology commercialisation: a process perspective
International Journal of Technology Marketing, 2007Co-Authors: Ulrich LichtenthalerAbstract:To appropriate rents from innovation, most industrial firms have concentrated on internal innovation processes in the past. Thus, they have focused on Marketing their technological knowledge in their own products. Along with the trend towards open innovation, however, many firms currently try to actively commercialise technologies outside their organisational boundaries. External Technology Commercialisation (ETC) refers to commercialising technological knowledge exclusively or in addition to its application in a firm's own products, e.g., out-licensing agreements. To overcome the focus of prior research on the new product development process, this paper addresses the ETC process, which represents a complementary mode of Technology Marketing. Based on a thorough analysis of the literature, the ETC process at the multiproject level is examined in depth. This analysis permits us to identify the critical tasks along the ETC process from a managerial perspective. Against the background of increasing managerial interest in ETC, this article deepens our understanding of Technology Marketing in open innovation systems and has major implications for research into Technology transfer.
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External Technology commercialisation as an alternative mode of Technology Marketing
International Journal of Technology Marketing, 2006Co-Authors: Ulrich LichtenthalerAbstract:External Technology Commercialisation (ETC) refers to the commercialisation of disembodied technological knowledge, either exclusively or in addition to its application in own products of a firm. Recently, a few firms have realised enormous benefits by externally leveraging Technology assets. Most firms, however, experience major difficulties when they try to actively use the external mode of Technology Marketing. Despite these difficulties, a substantial increase in ETC could be observed during the last years. Therefore, the present paper focuses on ETC as a complementary mode of Technology Marketing to balance the focus of prior works on the application of Technology inside the firm. Based on an analysis of the existing literature, the characteristics of the ETC perspective are detailed, and the strategic and monetary functions of ETC are examined. Then, an integrated approach to Technology Marketing is developed, which may help to explain the contradictory situation of enormous benefits and major managerial difficulties in ETC. A more holistic approach is particularly relevant due to the strong interdependencies between internal and external Technology exploitation. Finally, the implications of an integrated Technology Marketing approach for research and practice are discussed, and suggestions for further research are given
