Ways to commercialize an innovative product. Standard strategies and models of action for the commercialization of applied research and development results

The textbook contains a wide range of practical recommendations, the purpose of which is to develop in readers the skills of building an effective business based on both promising scientific and technical developments and original management decisions.
The manual can be used in training programs for managers and specialists at various levels for the national innovation infrastructure, as well as employees of enterprises whose functions include managing the development, production and promotion of a new product. The manual can also be used for self-study.

TECHNOLOGY COMMERCIALIZATION PROCESS.
Technology commercialization is the process by which the results of research and development are timely transformed into products and services on the market. This process requires an active exchange of ideas and opinions on both technology and market issues. The results of the commercialization process bring benefits not only in the form of a return on investment in R&D, but also in the form of increased production volumes, improved product quality and reduced foam, and help determine the training requirements for employees to ensure the company operates in existing and newly created markets. It is the commercialization of technology that is often the main driving force behind the creation of new and rejuvenation of old industrial sectors.

What is meant by commercialization today? Just 10-15 years ago in Russia there was simply no such word in either professional or everyday use. In the early 90s. XX century this term came to our country along with foreign projects, the purpose of which was to search for and purchase Russian technologies for their implementation in Western markets. From a market point of view, it was stupid for the West to miss the opportunity to search for and acquire interesting inventions and technologies for little money, on the basis of which a new highly profitable business could be built.

Since then the situation has changed significantly. Today, commercialization is, first of all, building a business based on the results of scientific research, in which, as a rule, the authors of the technologies themselves participate, and the participation of foreign partners is not at all necessary. Quite often, scientists understand commercialization as the process of finding and attracting additional funds to continue their scientific research. This is a fundamentally wrong idea. The essence of commercialization is to build a “device for generating money,” that is, a business that generates sustainable financial flows.

TABLE OF CONTENTS
Preface. 7
Introduction 9
Chapter 1. Transition from the krynku idea: commercialization of technologies II
1.1. Technology commercialization process 11
1.2. Need for innovation. The essence of innovation 14
1.3. Transition from the idea of ​​a jug. 19
Idea generation stage 23
Growing stage 28
Demonstration stage 29
Stages of promotion. 32
Stability stage 34
1.4. Creation of additional value. Increase in the value of innovation in the process of commercialization 35
Model 1:10:100. 36
Enthusiasm-time and cost-time curves 37
1.5. Innovation: classic mistakes and their correction 41
Chapter 2. Commercializability of the results of intellectual activity. Technical and market view of new technologies 47
2.1. The concept of “commercializability” 47
2.2. Methods for assessing the commercial potential of technologies 48
2.3. Understanding the term “technology” 50
2.4. Linear and market approach to technology commercialization 52
2.5. Development of new technologies in large and small companies 54
2.6. Disruptive and enabling technologies 55
Chapter 3. Technological audit and methodology for its implementation 60
3.1. Goals of technology audit in organizations of various types 60
The duality of technology as a body of knowledge, technical solutions and rights to its commercial use. Formation of an innovation monopoly 60
Two fundamental strategies for extracting commercial benefits: the use of technology in one’s own production or the transfer of rights to the technology for a fee. 61
Differences in the goals of technological audit of organizations depending on the chosen strategy for extracting commercial benefits 63
3.2. Technology audit methodology 65
Methodology and basic techniques of technological audit. Rules for its conduct, collection and concentration of information, preparation of a report 65
Preparing the organization for an audit. 67
Features of conducting a technological audit of organizations, determined by their strategy for extracting commercial benefits 72
Questionnaire for technology audit 74
Chapter 4. Classification of technologies as a necessary stage in the development of new business ideas 84
4.1. The nature of the benefits provided by technology as the basis for its qualification 84
Marginal economic value 95
4.2. Ranking of technologies according to the level of production problems solved 101
The place of assessing the usefulness of a technology at a technical level in assessing its commercial potential. 101
Principles and indicators for assessing the usefulness of technology. 103
Procedure for assessing the usefulness of technology. 104
Sources of information needed to evaluate the usefulness of a technology. 105
Procedure for assessing the usefulness of technology. 105
4.3. Ranking by market potential 124
Procedure for assessing innovations 124
Transferability of technology 144
What prevents you from building an intellectual property management system 145
Chapter 5. Forecasting scientific and technological development as an element of strategic management 147
5.1. The relationship between scientific and technological development and socio-economic development 147
The importance of technology in society 147
The place and role of forecasts of scientific and technological development in the system of corporate strategic management 150
Basic concepts of prognostication. Problems of forecasting scientific and technological development 159
Classification of forecasts. 160
5.2. Patterns of development of technological systems 162
S-shaped model of technology development and determination of the potential for increasing its efficiency 162
Technology life cycle as a factor of enterprise competitiveness 164
Changing trends in technological development and technological level in various sectors of the economy. 167
Tasks and functions of forecasting in the innovation process 172
Chapter 6. Basic principles of forecasting scientific and technological development 179
6.1. Forecasting process 179
Generalized block diagram of scientific and technical forecasting 179
Systematic approach to forecasting 184
Verification of forecasts, assessment of their accuracy and reliability 196
Features of forecasting scientific and technological development 199
6.2. Sources of information and information technologies used in forecasting scientific and technological development 201
Types and sources of information used in forecasting scientific and technological development 201
Scientific, technical and special literature 202
Patent information 208
Market and economic information 218
Expert information 222
The concept of continuous monitoring of the state of research, development, technology in Russia and abroad 223
Chapter 7. Methods for forecasting scientific and technological development 226
7.1. Statistical forecasting methods 226
Basic provisions of statistical forecasting methods 226
Methods for extrapolating development trends of the object under study 227
Methods for analyzing publication flows (patent and non-patent information) 233
Regression analysis. Using the S-shaped Progress Curve in Forecasting 235
Methods of multivariate analysis 237
Modeling methods 239
7.2. Expert forecasting methods 240
Prerequisites for the use of expert forecasting methods 240
Criteria for selecting experts 241
Methods of individual expert assessments 243
Methods of collective expert assessments 250
Advantages and disadvantages of expert forecasting methods 259
7.3. Complex methods and forecasting systems 260
Areas of application of complex forecasting methods (systems) 260
Basic principles of integrated forecasting methods (systems) 261
The “goal tree” method, its advantages and disadvantages 263
Automation of forecasting. 267
Chapter 8. Practice of scientific and technical forecasting 268
8.1. Scientific and technical forecasting at the enterprise 268
Identifying the enterprise's need for forecasting 268
Organization of forecasting activities at the enterprise 269
Forecasting and management decisions regarding the company's production capacity 274
Systematic strategy-oriented forecasting. Taking into account the environmental component when developing technological forecasts 276
8.2. Scientific and technical forecasting in the country, industry and region 278
Legal framework for scientific and technical forecasting in Russia 278
Prospects for the development of leading industries, industry complexes: regional aspects. 279
Foreign experience of state scientific and technical policy and technological forecasting 284
Chapter 9. Building an Effective Commercialization Strategy 290
9.1. Concept of commercialization strategy 290
9.2. The place of technological strategy in the overall competitive strategy of an enterprise 291
9.3. General and technological business strategies 292
Technology strategy 294
Technology policy and types of technology strategy 295
Technological vision. 299
Elements of technology strategy 303
9.4. Areas of application of technology strategy 305
9.5. Product line strategy 308
9.6. Knowledge Management Strategies 312
Literature 315.

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Commercializationresults of scientific and technical activities (RNTD)

Commercialization of the results of scientific and technical activities (RSTD) is a process associated with the practical application and implementation of technologies in order to bring new or improved production, goods, works and services to the market with an economic effect.

The commercialization of technologies takes quite a long time and consists of several basic steps; these steps can change in sequence and also occur simultaneously.

commercialization scientific technical Belarus

The main ways to commercialize the results of scientific and technical activitiesThe details boil down to the following:

carrying out R&D (T)R within the framework of government programs and innovation projects and transferring the results obtained to manufacturing enterprises;

carrying out R&D (T)R within the framework of business contracts and mastering the results obtained from customers;

carrying out R&D(T)R under contracts with non-residents of the Republic of Belarus and transferring the results obtained to foreign customers;

use of the results of scientific and technical activities in our own production;

transfer of results of scientific and technical activities.

Necessary conditions for commercialization of scientific and technical resultsactivities (NTD) are:

1) documentary confirmation of the fact of creation of the result of the technical documentation;

2) availability of rights to the results of scientific and technical documentation;

3) assessment of the competitiveness of a knowledge-intensive (high-tech) product obtained using the results of scientific and technical documentation;

4) assessment of the value of rights to the results of scientific and technical documentation;

5) reflection of the results of scientific and technical documentation in accounting.

Documentary confirmation of the fact of the creation of a scientific and technical documentation result means that this result must be described in a volume sufficient for its practical implementation, or materialized in some known way.

The organization has rights to the results of scientific and technical activities, incl. containing objects of intellectual property must have documentary evidence in the form of: an agreement for the creation of scientific and technical products: the possibility of owning and disposing of rights to the results of scientific and technical documentation must be secured in the section of the agreement “Rights to the results of work”; agreement with the state customer or other manager of budget funds for the disposal of the results of scientific and technical activities created at the expense of the republican or local budgets (section “Rights to the results of work”; scientific, technical and accounting documentation of the organization confirming the creation of the results of scientific and technical activities at the expense of own funds; a document of protection (patent, certificate) for an object of industrial property rights; a license agreement for the right to use an object of intellectual property (OIP), if the right to use the IPO was acquired from third parties; an agreement for the assignment of rights to objects of intellectual property; another agreement ( agreement) confirming the organization’s rights to the results of scientific and technical activities.

The legislation of the Republic of Belarus regarding the commercialization of the results of scientific and technical activities includes more than one hundred regulatory legal acts.

All regulatory legal acts can be divided into the following main blocks:

1 international treaties and agreements of the Republic of Belarus on scientific and technical cooperation;

2 stimulating the creation and development in the Republic of Belarus of industries based on new and high technologies;

3 stimulation of scientific, technical and innovative activities;

4 legislation of the Republic of Belarus in the field of creation and use of intellectual property;

5 stimulating the creation and introduction into civil circulation of intellectual property objects;

6 assessment of the value of rights to the results of scientific and technical activities;

7 organization of accounting of the results of scientific and technical activities as intangible assets;

8 state regulation of foreign trade activities in terms of the results of scientific and technical activities;

9 state regulation of the use of the results of scientific and technical activities that constitute state secrets;

10 state regulation of the use of the results of scientific and technical activities of military and dual use;

11 transfer of rights to use the results of scientific and technical activities. References to regulatory legal acts related to the results of scientific and technical activities are given as the material is presented in the relevant sections.

On February 4, 2013, President of Belarus Alexander Lukashenko signed a decree “On the commercialization of the results of scientific and scientific-technical activities created at the expense of public funds,” aimed at intensifying the processes of mastering and introducing into production the results of scientific research and development. “A requirement has been established for the state customer to ensure the commercialization of the results of scientific and scientific-technical activities (NTD) within three years after their creation.”

In this regard, they explained, the customer, who after a year has not been able to independently commercialize the results of scientific and technical documentation, is obliged to transfer the rights to them to an interested resident of the Republic of Belarus. At the same time, the transfer of property rights to the results of scientific and technical documentation is possible to any organization, regardless of the form of ownership, that can ensure the effective implementation of the results of scientific and technical documentation into production within a year after acquiring the rights to them.

To stimulate the involvement of the results of scientific and technical documentation in economic activity, a number of tax incentives are provided, in particular, exemption from payment of VAT and income tax when selling the results of scientific and technical documentation contained in this state register. “The adoption of the decree will help improve the efficiency of scientific and innovative activities and the development of public-private partnerships in this area,” the presidential press service said.

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Control questions

Control questions

1. What is the relationship between the concepts of “innovation”, “novelty” and “innovation”?

2. What is the essence of innovation?

3. What are the types of innovation activities?

4. What are the main types of innovation and reveal their features?

5. What are the basic concepts of the innovation process?

6. Draw the innovation process cycle?

7. List all participants in innovation activities?

1.2 The process of implementing innovation as a technological process

The concept of “technology”, classification of technologies, types of technology life cycles

Technology is the main innovative product. Innovation and marketing specialists view technology in a broader context than engineers. For example, K. Christensen understands the term “technology” as “the processes by which an organization transforms labor, capital, raw materials and information (knowledge) into products and services of higher value. This broad view covers not only production processes, but also marketing, investment, logistics and management processes. We will understand innovation as a change in one of these processes.”

First the technology, then its applications - products and services , and then a constant stream of innovation. Thus, F. Jansen built the TAMO model. showing the structure of this flow.

Fig. 1.2.1 Flow of innovations according to the model of F. Jansen

T – technological innovation, including new technologies and new research;

A – products and services as applications of technology that are the basis

emergence and development of the market;

M – marketing innovations, including marketing, logistics and sales technologies, as well as the corresponding marketing mix;

О – organizational and managerial innovations, including production, logistics and management new technologies and methods.

Let's look at some classifications of these innovative products.

Classification of the company "Arthur D. Little". The research firm Arthur D. Little, assessing the strategic role of new technologies, identified three types: key, basic, and emerging. Then there was a need to highlight closing technologies. Thus, the classification includes four types of technologies:

· key technologies – Progressive little-known technologies mastered by the company that provide the company with competitiveness and a leading position at the current moment. Such technologies can precisely be called “radical innovative products” or “high-tech products”;

· basic technologies – well-developed and widely known modern technologies that provide the company with acceptable product quality;

· emerging technologies– still at the experimental stage, but in the future capable of providing good positions in changing the competitive base.

· closing technologies– some technologies, as a result of their emergence due to radical novelty or due to ultra-high quality, simply “close” some industries and their jobs. Thus, the advent of the personal computer “closed” the profession of typewriters. The appearance of the automobile “closed” horse-drawn transport. The advent of transistor radios “closed” the tube radio industry.

K. Christensen's classification is “disruptive” and “supportive” technologies. Innovations are classified according to many criteria. However, although traditional classifications of innovation in some way structure many innovations, they rather poorly reflect the cyclical development of innovative business and do not answer many questions. When does a new innovative business emerge, and through what innovations? How does it develop? When does it give way to a new generation? When does the old basic technology change and a new technological era begins? How does the evolution of technologies, products and innovative business in general occur?

These classifications still reflect some traces of the change of eras. This is how “basic” and “improving” technologies are distinguished. “Replacing” and “cancelling” technologies are distinguished. But the most complete evolutionary development of innovative business technologies was reflected only in the classifications of K. Christensen, M. Raynor, D. Moore, set out in their works.

Christensen compared existing and established technology in the industry and industry markets (basic technology) with technologies that supported it in every possible way. He called such technologies "supportive". Hence "support product" And “supporting” innovations, And "supporting" strategies.“Supporting” innovations have their own developed market.

In contrast to supporting technologies, Christensen identified “disruptive” technologies. The purpose of “disruptive innovations” is to replace established basic innovations and provide a new cycle of technological development of the industry and market, a new cycle of development of innovative business. Thus, the main source of development is “disruptive” innovation. Naturally, “disruptive” technologies are radical innovative products, these are high technology products or high-tech products.

D. Moore's classification is “interruptive” and “continuous” technologies. D. Moore examined the relationship of consumers at each meeting with a product from the point of view of how this product changes its usual technology, composition and sequence of actions; the usual production conditions interrupt or do not interrupt them.

Products that require changes in conditions and behavior are called business-as-usual innovations, or disruptive innovations And disruptive technologies. Accordingly, if the order of things does not change, then this continuous innovations and technologies that relate to normal product upgrades that do not require changes in application.

For example, when Dell promises greater speed and capacity of the hard drive, this does not change the usual way of things. These product updates are improving innovations. But if the new Dell computer comes with the Be operating system, it will not be compatible with your software and you will have to find a replacement. Such innovation is radical - it interrupts order.

Innovations coming from the laboratory or from the market. The level of risk associated with technological innovation also depends on the source of the new product idea. Items can be divided into "pulled by demand" that is, brought to life by observable needs, and on "pushed by the laboratory" that is, based on fundamental research and technology capabilities.

European and American studies of many industrial sectors show that:

· approximately 60-80% of successful innovations have a market origin versus 20-40% coming from a laboratory (research institute, design bureau);

· innovations based on direct needs analysis are generally more successful.

In other words, an innovation strategy based on an analysis of market needs and subsequent transition to the laboratory is more effective than a strategy with a reverse trajectory

Fig. 1.2.2 Dependence of the level of innovation risk on the source of the idea for a new product

Division of innovation into technological or commercial. This classification is based on the nature of the new idea. Innovations with marketing and technological orientation (dominant) can be distinguished.

Innovation With technological orientation changes the physical properties of the product at various levels.

Technological innovations arise as a result of the application of exact sciences in production practice. Usually they are born in a laboratory or in a design bureau (KB). Some of these innovations require complex technology and large capital (nuclear and space industries), others require complex technology and small capital (consumer electronics).

Innovation With commercial or marketing orientation(dominant) concerns mainly options for management, sales and communication as components of the process of commercial sale of a product or service.

Innovation processes are largely determined by technology. There are 3 types of technology life cycle (LTC): “stable” technology, “fruitful” and “changeable”. Their relationship with the life cycle of demand (LCD), the life cycle of goods (LCD), which are produced using these technologies.

Fig. 1.2.3 Combination of life cycles of demand, technology and product for different types of technology

"Stable" technology. This technology is the only one within the life cycle of demand for a given product. The product is also the same throughout the entire duration of this technology. A stable technology remains largely unchanged throughout the demand lifecycle. The products created on its basis and offered to the market by many competing organizations are similar and differ only in quality and price. As market saturation is achieved, the organization modifies products by improving individual parameters and product design. However, there are no radical changes in technology.

"Fruitful" technology. Within the framework of this technology, the production of several products or several models of one product can be organized. The fruitful technology also remains unchanged for a long time. But progress in its development ensures the creation of a wide range of successive generations of products with better performance and a wider range of applications. The short life cycle of a product and the need to maintain won market positions determine the organization’s constant focus on mastering innovation.

"Fluid" technology. Here for each product there is a new demand and new technology. Changing technology implies the emergence during the life cycle of demand not only of new generations of products, but also of successive basic technologies. A change in technology has deeper consequences than the creation and development of new products, since it nullifies all previous investments in research and development, scientific, technical and production personnel, and equipment.

Experience shows that when a new technology is fundamentally different from an old one, organizations are often forced to abandon the area of ​​​​activity in which they held a leading position.

1. Expand the concept of “technology”?

2. Describe the TAMO model?

3. What main types of technologies do you know?

4. Explain the essence of supporting and disruptive technologies?

5. Reveal the essence of interruptive and non-interruptive technologies?

6. What is the difference between innovations coming from the laboratory and the market?

7. Give examples of innovations with technological and marketing orientation?

8. What types of technology life cycles do you know?

2.1General concepts and ideas about the role of the technology commercialization process

Technology commercialization is the process by which research and development results are transformed into products and services in the market in a timely manner. This process requires an active exchange of ideas and opinions on both technology and market issues. The results of the commercialization process bring benefits not only in the form of a return on investment in R&D, but also in the form of an increase in product output, an increase in product quality and a reduction in price, and help determine the training requirements for employees to ensure the company operates in existing and newly created markets. It is the commercialization of technology that is often the main driving force behind the creation of new and rejuvenation of old industrial sectors.

Today, commercialization is, first of all, building a business based on the results of scientific research, in which, as a rule, the authors of the technologies themselves participate, and the participation of foreign partners is not at all necessary. Quite often, scientists understand commercialization as the process of finding and attracting additional funds to continue their scientific research. This is a fundamentally wrong idea. The essence of commercialization is to build a “device for generating money”, i.e. business that generates sustainable financial flows.

Currently, two definitions of the concept “commercialization of R&D and technology” are used in practice, each of which reflects the essence of this term in its own way:

Commercialization is the first stage of privatization of a state enterprise, in which the managers of the enterprise are responsible for the financial results of its activities, and the state stops providing subsidies to cover losses from business activities.

Commercialization of technologies is a form of technology transfer in which the consumer (buyer) acquires the rights to use knowledge and pays their owner (technology developer) in one form or another a remuneration in the amount determined by the terms of the license (or other) agreement between them.

The commercialization of scientific developments and technologies is clearly associated with the innovation process, innovation activities, during which a scientific result or technological development is implemented to obtain a commercial effect. Ideally, an interested customer or consumer pays for R&D or a license for the technology, and much-needed funding comes to science and developers.

However, this idyll “science - technology - money”, as well as the promotion of the innovation process from beginning to completion, requires mandatory feedback from intermediate results and the market, because money can only be obtained from the market, and a scientific result or technology can only be realized in if they are able to strengthen someone’s competitive advantage, convince the final buyer of the only correct choice, and thereby bring or increase the profit of the seller of a new product.

Commercial forms of technology transfer include license agreements for the transfer of rights and for the use of technical documentation; granting rights to use intellectual (industrial) property and know-how; agreements for carrying out work such as “engineering”; contracts and subcontracts for joint R&D, transfer of scientific and technical data, software; investment agreements. Commercial forms of technology transfer also include contracts for the creation, retrofitting and modernization of production and other facilities; industrial and other training; providing technical assistance; supply of individual product samples, in which the production (commercial) secrets of the owner of scientific and technical knowledge are disclosed and the conditions for the acquisition, assignment, transfer and protection of his rights are stipulated.

Commercialization of technologies usually takes more time and expense than previously expected, and along the way, not only are good decisions made, but mistakes are also made. The commercialization process is associated with a high degree of uncertainty, therefore it is more reasonable to plan innovative activities and carry out this activity itself using the so-called project approach, i.e. management of the commercialization process as an innovative project.

Innovation project– this is a set of interrelated activities aimed at achieving set goals within a given time and with an established budget during the period of testing and finalizing the idea of ​​​​creating a new product, including a forecast of its market attractiveness when selling pilot batches. The goal of the innovation project is to obtain confirmation of the planned, technical, technological and commercial parameters of further business, i.e. justification of a business plan for an investment project for serial production, sales and after-sales service of the developed product.

When discussing the key factors of technology commercialization that determine the success of an innovative project, three main groups of parameters are usually distinguished:

· the technology itself (its level, competitive advantages, marketability);

· necessary resources (among which financing is often put in first place);

· management (by which we mean both the presence of appropriate bright leaders and a specific management strategy, reflecting, in particular, an understanding of the laws of market entry).

As has been repeatedly emphasized in the literature on investment practice, the decision to finance an innovative project is determined not only and not so much by technology, but by management. Money is not provided by technology, but by how to pave the way from the idea of ​​a new product to the final buyer? This path is not easy and quite long. Every day hundreds of new devices are invented, thousands of patents are registered around the world, hundreds of doctoral dissertations are defended - and all “for the benefit of man.” The volume of human knowledge is increasing daily. It is obvious that the public institute of science is built on the principle of delayed economic effect. Today, huge amounts of money are being invested in research and development, and perhaps in a few decades humanity will feel the positive effect of today's efforts and expenses. However, any entrepreneur is interested in making a profit today, so it is in his interests to make the transition from the result of scientific research and development directly to the market,

i.e., to make a profit.

Next, we define the conceptual and terminological apparatus. So here's an idea. What is usually meant by this term? In our case, the term “idea” will mean a certain set of mental conclusions that can be materialized in the image of a certain object or a certain technology. These kinds of technical ideas are usually the result of many years of painstaking research work. Even those who call themselves inventors, in the overwhelming majority of cases, generate new knowledge not as a result of insight, but as a result of quite long reflections on the essence of the problem being solved. Thus, an idea is a certain result of mental work. However, it is worth noting that most technically oriented inventors do not progress beyond the concept stage. A concept implemented in the form of a finished device or in the form of technological documentation represents the next stage of knowledge; it is no longer an idea in its pure form - such advancement requires slightly different abilities, in addition to the ability to generate technical ideas and solutions.

The modern world economy is demonstrating unprecedented growth. New corporations are springing up as quickly as small businesses were created in the past. The rhythm of economic relations forces all participants to adapt to them. This adjustment is expressed in the need to constantly generate some kind of management decisions and use more and more new products in your business, constantly offering the market new products and services. In many ways, a new idea is the result of the author’s insight. Insights into the minds occur often, but the success of the implementation of ideas in the vast majority of cases is determined by a successful coincidence of circumstances. The example of patents is illustrative. They are registered, transferred to the authors and become a kind of “trophies” of the inventor - they decorate the author’s “wall of honor”, ​​being evidence of his technical achievements. There are many unjustifiably expensive technical solutions included in new or modernized products that do not achieve the planned success in the market.

Some technologies fail because they are being applied to products for which there is no current demand and, most likely, will never appear again, despite the expectation of such demand from the company promoting the product. In other words, the authors of the technology and product made a mistake in forecasting the potential demand for it. Other technologies continue to search for products in which they can be applied, sometimes remaining unclaimed for decades. They are then relegated to the category of technologies that do not succeed because their stated characteristics no longer meet modern needs or because they no longer attract enough interest or require too many resources to demonstrate their capabilities again.

As a result, independent entry into the market for some technologies has a number of insurmountable barriers. Like a momentary miracle, some technologies appear for an instant and are never heard of again. Their problem is positioning and communicating information to a potential buyer. They were unable to find an adequate route to market penetration, and they were unable to fit into a sustainable commercialization process based on purely competitive advantages.

To understand where such technologies went wrong, it is necessary to know where the greatest risks lie in the commercialization processes and what their nature is. After analyzing dozens of examples, we can summarize the typical stages at which situations are most likely to arise when things start to go completely differently than originally planned:

· Building an adequate relationship between the essence of the proposed technology and the existing market opportunity.

· Transfer of technology to those who have the power to allow or prevent its spread.

· Developing the technology to a stage sufficient to realize its true potential, including whether its cost will be effective in achieving the intended results.

· Mobilize adequate resources for technology demonstration. Successful demonstration of the technology in the context in which it will be used.

· Mobilization of market tools necessary to achieve market success and profit from the implementation of technology.

· Promoting the finished product among an audience that is usually skeptical.

· Selecting a suitable business model for doing business within the relevant sector of the economy.

· Building a sustainable innovative business in order to receive sustainable profits from the implementation of technology.

In Fig. Figure 2.1.1 shows the five main stages that characterize the implementation of the commercialization process.

As can be seen from the figure, there are five stages, or stages, on the path of a new technology from its initial generation to success in the market. Obviously, each stage is important in its own way. If you separate any link from the chain, it will collapse. By analogy with this chain, let us consider the sequence of value increment in commercialization processes (Fig. 2.1.2).

Fig. 2.1.1 Main stages of commercialization and the relationship between them

Fig.2.1.2 Commercialization chain

Both illustrations are conceptually similar. Obviously, idea generation always comes first. In any commercialization project, the role of the author is undeniable. Without the author, the R&D result itself is impossible. However, we must be aware that the idea in itself has no value. According to the canons of marketing, the buyer is willing to pay only to satisfy his needs. How do you find a way to transform an idea into satisfying a need? This is the essence of commercialization.

Returning to the chain of increase in the value of knowledge (Fig. 2.1.2.), it should be noted that this concept is valid for understanding not only the processes of commercialization of R&D results and technologies, but also the processes of involving any managerial and organizational decisions in the activities of commercial enterprises. For management decisions, the main stages of commercialization remain in force: someone generates a solution, then it receives confirmation of its functionality (laboratory stage), then it takes the form of a guide to action (instructions are a kind of prototype, a prototype of a future product), then this solution is implemented in specific departments , where its effectiveness is studied in real conditions (small series analysis). If we are talking about simple replicable management decisions, then the last stage is also relevant: the selected and tested solution is “put into production,” i.e. is being implemented in all departments of the company. For complex management technologies, implementation is limited to one or several divisions or branches.

To understand how commercialization processes should be managed, it is necessary to analyze in detail what tasks are actually solved at each stage that make up commercialization, what is the logical connection between these tasks and what are the roles of the main participants in this process

Idea generation stage. At this stage, the commercialization project is initiated. The author of a new technical or management solution offers something that is potentially in demand on the market. This “something” can be either a product or process with new technical characteristics, or some organizational or legal modernization of an existing business.

In this course we focus on projects for the commercialization of R&D results and technologies, i.e. primarily on those innovative technologies that are based on new technical solutions. It is very important at the very first stage of the commercialization process to make a choice about where to move in research. There are not many options, or rather, only two. You can continue scientific research and look for ways to further develop the technical solution and optimize it to obtain increasingly higher scientific and technical results. This is a scientific activity that has no direct relation to innovation.

The second option is to initiate commercialization processes, i.e., involving new knowledge in commercial circulation. To do this, it is necessary to establish feedback from the market. The earlier this connection appears in the project (which can be implemented in different ways), the more effective the project itself will be. Only what is expected by the market, which corresponds to the sentiments of potential buyers, can be brought to the market. There are many examples of truly breakthrough inventions that were simply ahead of their time. In December 1845, Robert William Thomson, a merchant from Edinburgh (Scotland), received a patent for a pneumatic tire. But pneumatic tires became truly in demand only towards the end of the 19th century, with the advent of the first cars. Today it is a multi-billion dollar industry.

A treasure trove of such examples is the story of Leonardo da Vinci. According to historical archives, the master made an entry (described a certain device) in his diary between 1483 and 1486. Several centuries later, such a device was called a “parachute” (from the Greek para - against and French chute - fall). The first parachute descents were made by the French - the engineer Veranzio (from the roof of a high tower in 1617) and the balloonist Garneran (from a hot air balloon in 1797). It is interesting that Leonardo’s idea was brought to its logical conclusion only by the Russian inventor Kotelnikov, who in 1911 created the first backpack rescue parachute attached to the pilot’s back. In the 15th century humanity did not need an “anti-fall device.” Today, parachutes are not only a means of survival, but also an entire entertainment industry.

How to ensure connection with the market? At a minimum, the project team needs to focus on market mechanisms for choosing optimal management decisions. Who should determine the further direction of improving the technical device? Is it only the author, the developer? Certainly not. Already at the idea generation stage, it is worth involving marketing specialists or at least people with entrepreneurial experience in the project.

Competition begins to appear already at this proactive stage of the commercialization process. Already at this moment, you need to clearly understand that we are not talking about successes in the scientific field, which you can be proud of, talking in detail about the path you should take to get similar results. If the goal is truly commercialization and profit, then R&D results are a potential competitive advantage in the struggle to attract new customers or retain existing ones. This is exactly what will allow a business to defeat competitors and develop new markets. An information leak can cost more than just a lot of money - it can bury a business that has not yet been born.

Competition in the market of innovative products and technologies begins, as a rule, at the stage of idea generation. The competition of ideas and concepts is in any case as fierce as the competition of goods and services, sometimes even fiercer.

The high degree of competition at the idea generation stage is well demonstrated by the well-known experiment conducted by the Danish Product campaign. In 1972, the company's management decided to carry out a large-scale project to search for new ideas and new partners. The Danish Technological Institute became the authorized contractor for the project. Specialists from this institute developed the company's requirements for new proposals. Since 1977 A detailed audit of Danish higher education institutions was carried out. The results of this long-term (until 1990) painstaking research were amazing. Of the 5 thousand scientific results reviewed, only 350 (7 percent!) turned out to be truly original and did not have any signs of copyright infringement. All the remaining 93% of technologies were borrowed from each other to one degree or another. Of the selected 350 projects, only 94 passed to the next level of selection as satisfying the main requirement of the company - patentability. Of these, 30 proposals were brought to production and 15 were mass-produced for more than 5 years.

This proposal search project was subsequently repeated in other countries, and everywhere the ratio of proposals considered and successful was approximately the same.

The fact that most inventions are not commercialized should be taken for granted, without tying it to the features or shortcomings of a particular technology. Clearly there is some sort of devaluation taking place in the technology market. They become cheaper because too many similar technologies are being generated at the same time, urging potential buyers to pay attention to them. Ultimately, the fate of new technologies is determined by these buyers - investors who decide to bet on this offer and build a business on it.

The example of Chester Carlson, who in 1937 is extremely indicative in this regard. tried with all his might to attract attention to his invention. He created the technology of electrophotography (or photocopying, which is more understandable to the average person). After that, like in 1937. Charles Carlson received his patent; he contacted more than two dozen advanced companies at that time, such as IBM, RCA, Kodak. This device made it possible to obtain clear black and white copies of any documents and images. However, none of the companies began to seriously consider his proposal and did not allocate a single cent for the development of production of such equipment, not recognizing Charles Carlson’s invention as useful and “sellable.” Only seven years later, in 1944, did the Battle Development Corporation agree to allocate the necessary funds, since one of its leading physicists became seriously interested in Carlson’s technology.

The opposite example occurred with Ariad Pharmaceuticals Inc. is a biotechnology company founded in 1991 by Harvey Berger, former head of research and development at Centocor. Mission of Ariad Pharmaceuticals Inc. was to develop new types of drugs based on the transduction effect (the effect of transferring genetic information within a cell). The vast majority of interested parties speculated about how important this effect would be, what special role its discovery could play in the treatment of complex diseases, but the effect itself was not well understood. However, thanks to timely commercialization with good subject matter experts, Ariad Pharmaceuticals Inc. was able to navigate the market conditions in time and receive investments in the amount of $46 million at the stage of business formation - long before the transduction effect itself was studied and demonstrated in detail.

Given the current popularity of xerography, it is difficult to identify the reasons why Charles Carlson had such a difficult time finding investors for his project, although he demonstrated a working prototype of the device, while Harvey Berger founded the company when the transduction effect itself had not yet been properly researched. Moreover, at one time, photocopying technology was absolutely unique - there were no analogues in principle, but there were many alternative views and concepts related to solving the problem of transferring genetic information inside a cell, and, nevertheless, Harvey Berger founded his company and was able receive multi-million dollar investments.

Comparing these two examples will always be subjective. One of the explanations for the paradoxical nature of what happened can be found in the well-known expression “not invented by us.”

“Not invented by us” - this explanation is a phenomenon from the field of social psychology. A peculiar syndrome: all other things being equal, someone else’s proposal always seems worse than your own. This syndrome is inherent both to technical specialists who are ready to endlessly work on their own technology, moving further and further from the solution, instead of paying attention to the fact that the problem has long been solved in other ways, and to managers who do not notice the proposals of partners and colleagues, because the initiative in this case it does not come from them.

It also happens: some of the people making decisions on financing commercialization projects are of the opinion that the most important thing is the technical and functional characteristics of the future product, while other people with the same authority believe that it is necessary to first of all focus on the market situation and, most importantly, to offer the market in a timely manner exactly what is most in demand at the moment. Another reason for such a strong influence of the subjective human factor is the so-called “herd feeling”, which is actively exploited by professional stock exchange players. Man by nature is accustomed to being guided by the opinions of others. Everyone started selling - and I will, everyone is buying - and I am buying. This “herding” allows competent brokers to earn billions on the stock exchange. When considering new technologies, the same psychological factor is at work: if a person thinks that public opinion indicates that this area of ​​technology is futile, he most likely will not even delve into the essence of the proposal. However, it is possible that he came across only a dozen opinions of journalists who are not specialists in the field in question, and professionals know that this technology is the future. Public opinion is an important factor, but, unfortunately, it is extremely unstable and unpredictable. You can remember how many conversations and public discussions there have been on the topic of the harm mobile phones cause to human health. However, several billion “tubes” have already been sold worldwide. Entrepreneurs who once relied on mobile technologies have become billionaires.

Growing stage. Recognizing a promising idea and finding its supporters and partners is just the start. Attracting resources and new participants allows the commercialization process to move to the next stage. An idea (or new concept) requires unequivocal proof of feasibility. It is necessary to clearly and convincingly demonstrate that the idea is viable and can be used as the basis for a future sustainable business. In fact, this is the stage of creating a laboratory sample, when the idea takes the form of technology.

At this stage of project development, the commercializability of the technology is determined, i.e., the potential opportunity to build a business based on it. If the project participants demonstrate the feasibility of the technology and convincingly demonstrate the advantages of this technology over alternative ones, then confirmation of the commercializability of the project will be received.

Despite the fact that at the previous stage supporters of the idea (concept) were found or even some funding was received, attracting new partners requires more and more skillful argumentation. One of the reasons for the problems that arise when assessing the commercializability of technologies is the fact that the promoted technologies and the scientific theories underlying them are often not fully understood and there is no consensus of scientific opinion that would clearly support these approaches.

Let's look at an example to illustrate this fact. Electrical control of the fluidity of liquids was discovered and patented by Willis Winslow in the late 40s of the twentieth century, and the first mention of the possibility of such an effect was found 100 years earlier. The effect of changing the hydraulic characteristics of liquids is that if you mix a dielectric liquid (for example, oil) with crushed conductor (metal chips), then this mixture becomes a gel when an electric current is passed through and behaves like a liquid in the absence of it. Moreover, the change in the characteristics of these mixtures, which today are called “smart liquid,” occurs almost instantly (transition time varies from one thousandth to one ten-thousandth of a second). Moreover, the greater the electrical voltage applied to the mixture, the less fluid it becomes.

Many applications of this effect were obvious from the very beginning. These are hydraulic shock absorbers, hydraulic drives and mechanisms, vices, couplings, valves, as well as, for example, fishing rods, portable antennas, which remain flexible during transportation and can almost instantly acquire the rigidity required for operation, etc. None of these potential applications of the technology were successfully demonstrated until the 1990s, when the theoretical basis was finally developed and the mathematical apparatus was developed to describe the processes of adjusting the fluidity of liquids under the influence of an electric field.

Today, this technology is successfully used in the automotive industry (shock absorbers, the characteristics of which can be changed with one click on a button in the car), and in medicine (orthopedic prostheses with variable joint stiffness), etc. The actual commercial use of the technology has lagged behind for decades. The reason is that at the time the project was about to enter the cultivation stage, the very principles on which the technology works were not fully understood. There was no adequate theoretical description of the essence of the development. Science, technology and society were not ready to accept this technology.

The main task at the technology development stage is to identify and analyze the market prospects of the technology, determine the critical time during which it is necessary to prepare a workable sample of a new market product in order to appropriately materialize the technology in the form of a new product, a new market offer.

Demonstration stage. Successful completion of the technology development stage and justification of its potential commercializability logically lead to the next stage of commercialization - demonstration of a prototype of a market offer. In fact, at this stage it is necessary to move from a laboratory sample (which demonstrates only the technical feasibility of the idea) to an experimental sample. A prototype is the first approximation of a finished product that can already be demonstrated to potential buyers.

At one Russian institute, for many years, a group of scientists has been studying the behavior of heterogeneous media, in particular the dynamics of a flow consisting of a mixture of carrier gas and solid powder. As a result of long and painstaking research, it was discovered that if you can provide a stable flow of gas carrying fine abrasive powder, you can create a device for precise cutting of hard materials. The technology, called “heterogeneous cutter,” is very close to the well-known technology of sandblasting surface treatment, but differs from it in certain scientific and technical content. It was demonstrated in a laboratory setup located in a large room full of various control and measuring instruments, where an experimental stand was assembled. The demonstration made it possible to verify that this method of cutting materials is feasible in principle. However, all potentially interested parties, seeing the experimental stand, which was impossible to imagine apart from the premises, did not even want to talk about any investments or partnerships, since there was no market offer yet. A so-called prototype was required.

Such a sample should fully answer most questions from future buyers. Regarding the “heterogeneous cutter”, one could say that it should be a kind of complete device in a separate case, with a certain user interface displayed on the front panel, not connected to any external devices or lines, with the exception of power supply and, perhaps, , a central line with compressed air, if this device is presented in the format of an industrial pneumatic tool. In this form, it could be demonstrated not only to fellow scientists, but also to future buyers - private craftsmen or craftsmen and technologists of industrial enterprises.

When a buyer sees a prototype of a future product, he can already evaluate this offer from the point of view of his needs and preferences. It’s one thing to believe that a certain installation can be “rolled up” into a portable unit, and another thing is to see the finished installation, evaluate its dimensions, weight, ease of transportation and use.

Demonstration of prototypes also allows us to establish feedback with customers, which is important. The device may not be mobile enough, or powerful enough, or too noisy for certain operating conditions. Such information can only be obtained from future users of the product or service.

Demonstration of new products must be focused on the current state of related technologies and human expectations. The following examples are very illustrative. A videophone is a telephone combined with a video camera and monitor. Nowadays, a video conferencing system will not surprise anyone, but many do not know that the concept of a videophone was proposed by LT&T back in the mid-60s. last century. The prototypes were a rather bulky device that, in addition to providing a regular telephone connection, made it possible to transmit a still black and white image of the interlocutor. More was impossible due to the insufficient capacity of the telephone lines of that time. With the advent of color imaging systems, this barrier has only increased. Even when image compression systems appeared in the world, videophones still transmitted only still images, at best allowing video to be transmitted at a speed of 10 frames per second, which is completely insufficient for full-fledged video communication. Compact, high-aperture and reliable video cameras and suitable monitors appeared much later, in the late 80s. The prototype videophone was 20 years ahead of its time.

Another obstacle that to this day limits the widespread use of videophones in everyday life remains the purely psychological aspect. Most potential users want to see the person they're talking to, but don't want to be seen themselves. Therefore, video communication remains the domain of professional video conferencing, where the image is an additional channel for transmitting important information, and not just an additional function of the phone.

Second example. Early 1970s. Praveen Chaudhari, vice president of science at 18M, invented high-speed streaming data storage technology using a solid-state laser. Rewritable magneto-optical discs using the effects of ferromagnetism gained recognition much later, in the early 1990s. In the 1970s, this technology was not so in demand: solid-state lasers were still too expensive, there was no need for storage and prompt access to large amounts of information, and the proven and accessible technology of magnetic tape drives was widely used for storing archives.

The problem of increasing the signal-to-noise ratio, solved and successfully solved by the inventors of magneto-optics, outpaced the advent of affordable solid-state lasers. And the market need for compact, rewritable and capacious storage media arose only with the advent of personal computers on the market, and it’s funny that it was IBM that considered the development of personal computers to be a futile direction.

The compromise between two poles - the fundamentally new functionality of the technology and current market expectations is among a huge variety of solutions, each of which has its own costs and risks. In some cases, it is worth immersing yourself in additional research, which will allow you to advance in the development of technology a little further than originally planned, in others, it is worth urgently looking for a compromise at the level of the market offer, possibly simplifying the offer to the detriment of functionality, since at the moment the market is simply not ready to something more.

Promotion stage. Very few inventions, ideas and technologies, no matter how well and deeply developed and demonstrated, are automatically accepted by the market and given their “deserved” place in it. It is not that simple.

Analyzing the stories of unsuccessful commercialization projects, several researchers obtained approximately similar data. For approximately 75% of these projects, it becomes clear that they are unsuccessful only after creating prototypes and trying to sell small series of products. About 40% of the remaining projects reach the most expensive stage - the stage of promoting new products to the market, and failure befalls them at this stage, the most costly from a financial point of view.

The reason for the failure of these projects lies in the field of market relations. About a quarter of all new goods and services disappear from the market due to the emergence of unpredictable market factors. They made a mistake in the sales forecast, did not take into account consumer preferences, cheaper substitute products appeared, more advanced technical solutions were presented, etc. It is almost impossible to foresee all this. Introducing any new product to the market is a high-risk project, an event with a high degree of market uncertainty.

No matter how deeply managers and marketers analyze market conditions during product development, it is almost impossible to predict consumer reaction to the appearance of a new product. Technological innovations have the inherent problem of all new consumer concepts - they are forced to create a new, previously non-existent market.

Suffice it to recall the example with a zipper. People managed just fine without zippers: traditional buttons have coped with their tasks for centuries. It took those who marketed the zipper more than 20 years to develop public acceptance of the new type of fastener. Moreover, “zippers” entered the market not due to the real need for this kind of fasteners against the backdrop of the discredit of ordinary buttons, but only in the wake of the fashion industry and some new public ideas about modern clothing.

There are two main directions in promoting new products to the market. First, the emphasis should be on persuading society to accept the new product. It is necessary to work with public institutions, professional communities, and the media. New proposals should become fashionable and popular. The creation of special free centers where you can test a new product, the free distribution of new products among professional users in order to receive feedback and recommendations, the creation of training units that will train new users, these are just a few obvious ways to gain public recognition.

Secondly, you should take into account the consumption infrastructure of your new product offering, taking into account the technical development of the region and the culture of consumption of this type of product. There is no point in promoting new types of gas heaters in a non-gasified village. Not only must the individual consumers themselves be ready to consume, but also the general level of technical and consumer culture must be quite high.

Existing infrastructure protects aging technologies to a certain extent.

Changing established consumer preferences often requires enormous effort. First of all, these efforts must be justified by the potential for future sales of new equipment. It is necessary to justify the volumes of the future market so that it becomes possible to attract additional resources to turn the situation around in the traditional market. The justification for future sales is based on identifying market needs and consumer expectations. The problem is that the expectation and need itself can only exist if the appropriate infrastructure is in place.

Stability stage. The goal of any commercialization is to generate sustainable cash flows based on the application of knowledge and research results. We must be sure that a business built on new knowledge, firstly, will last long enough; secondly, it will occupy a significant or significant market share; thirdly, it will give rise to a new business in the long term.

In a modern consumer society, the emphasis in a new business should be on building a system of regular consumption of your new product or new service. The example of household inkjet printers is extremely illustrative. It is no secret that a color inkjet printer, which has fairly good consumer characteristics and is capable of printing images with almost photographic quality, is not that expensive. One might even say it’s cheap compared to the cost of a new set of replacement cartridges for it. Or are the cartridges expensive compared to the cost of the unit itself? But it's not that important. The manufacturer may even give you a printer as a gift, provided that you subsequently buy spare cartridges for it. Thus, the manufacturer makes the main turnover on the sale of not the printer itself, components and operating (consumable) materials.

A modern cinema provides its visitors with the service of watching new films, while simultaneously selling popcorn and drinks to customers. All modern cinemas generate more revenue from food and beverage sales than they do from ticket sales. It's okay. This is a sustainable, well-thought-out business.

The last decades have been distinguished by significant processes in the economic sphere. World practice shows that the most effective means of promoting research and development (R&D) are mutually beneficial commercial relations between all participants in transforming the result of scientific activity into a product. This method is called commercialization. In it, absolutely all participants in the process, from the developer to investors, are economically interested in quickly achieving success from the use of new developments (to achieve the best result, it is advisable to seek the services of a commercialization center).

What is this in the modern sense?

Commercialization is the building of a business that is based on the results of scientific and technical research, and in which the authors of the developments themselves most often participate. The essence of the process is building a business that will form sustainable financial ties. It is often believed that commercialization is the process of finding and attracting investment to continue research work.

The commercialization process requires a mandatory feedback component. It is possible to obtain an economic result from scientific development only if it increases someone’s competitiveness. At the same time, it is necessary to convince the end buyer of the advisability of such a choice, and thereby increase not only your own profit, but also that of the seller.

Commercialization of technologies

These are all the participants involved in creating a marketable product from intellectual property (IP) for profit. In a number of developed countries, technology commercialization is the foundation of competitiveness in its global sense. These states are making every effort to develop knowledge and innovation.

The forms by which the commercialization of intellectual property is recorded include the use of content, permission to use know-how, contracts, as well as subcontracts for joint R&D, investment agreements, which are drawn up by the technology commercialization center.

Commercialization of market innovations

This is one of the most important conditions for the development of innovative economics of all mankind. The use of innovative marketing is an important part of commercialization, which necessitates its study. It is the innovative path of development that will ultimately be the way out of the crisis in which the world economy is involved. First of all, the state, science, competition, as well as specialists in the field of innovative marketing are responsible for solving this problem.

Commercialization is not just an activity aimed at developing and promoting innovative products on the world market, but also which is determined by the same actions in relation to marketing innovative approaches that are intended for organizing market activities themselves.

It should be distinguished that invention is and innovation is the benefits that consumers will receive. Therefore, inventions must be in demand on the world market, then investors and the inventor himself will receive the expected benefits. Commercialization is not a replacement for the concept of marketing; it is a paradigm for innovative marketing activities, since it is associated with market formation, its transformation, and life cycle management or company management.

The main purposes of using intellectual property objects

There are two main goals:

The following can be noted as the main criteria for the feasibility of patenting:

• economic efficiency;
• technical characteristics of the object;
• availability of demand and market;
• know-how;
• the significance of the invention for the development of science and technology;
• increasing competitiveness.

Today, the problem of improving commercialization mechanisms is one of the most important aspects of economic development.

Today it is increasingly becoming clear that the transformation of scientific and technical developments into an innovative product suitable for production and interesting to the market is perhaps the most difficult stage in the chain connecting science with the consumer. One of the reasons for the difficulties is poor understanding by specialists of the needs of the market and consumers. They lack technology entrepreneurship experience and relevant knowledge.

Implementation or commercialization?

Now every scientific institute is forced, to one degree or another, to develop a new direction for itself - the commercialization of the results obtained. This is what they do in every foreign university and in every research center operating in a market environment. Unfortunately, most leaders of Russian scientific teams have little understanding of this special area. They used to do implementation and are trying to continue this work in the new economic conditions. However, implementation is a concept from a different economy.

The key link in the development of innovative activity in our country is not money or even the regulatory framework, which, unfortunately, also slows things down, but the training of personnel, specialists capable of competently commercializing scientific and technical developments, entering into contacts with foreign partners, bring your developments to the world market.

Sellers and buyers

There are always two participants in the commercialization process: the seller and the buyer. Science, acting as a seller, has already reached the point of commercialization: the idea of ​​commercialization is taking over the minds of the heads of institutions. They began to understand that the state today is not able to spend money for these purposes and, most importantly, take risks. The state is no longer the only partner for participants in the process of turning research and development results into goods, although in no country can commercialization develop widely without its support.

It’s a bit difficult with buyers in Russia. The industrial enterprises that must play this role do not view technology as an underlying resource. They are interested in such resources as restructuring and prudent management of existing funds, although the search and implementation of new technologies are also gradually entering the sphere of interests of enterprises.

Therefore, the interaction of Russian scientific, technical and industrial enterprises in new market conditions is one of the main problems existing today.

Better something bad, but your own?

There is a widespread opinion that in conditions of low domestic solvency, it is more expedient to finance the development of a product that may not be the best, but one that is sold in Russia. This is wrong. It is more profitable to bring a product or technology for its production that is already available on the world market than to spend money on developing the production of even a mediocre product. It’s more profitable because it’s less risky, which means it’s cheaper. Without the competitiveness of a future new product, it is not advisable to invest money in its creation. And the threshold level of market volume for a new product is usually estimated at $100 million. Otherwise, the risk of failure is too great. In the regional market, such a volume is hardly achievable.

The question of whether it is worth supporting developments that are uncompetitive on the world market, but allow the creation of urgently needed goods in Russia today, remains open.

If there is an idea, there will be money

Usually everyone talks about the lack of funds to bring development to production and market. In fact, this problem is rarely the main one. In a market environment, if you come up with a commercially significant initiative, there is always money. However, in addition to an interesting idea, organization is important, that is, the ability of specific people to implement this idea. And only then can we talk about finances, which, however, are provided not for the idea itself, but for management to implement it.

Experience shows that in real conditions, from the idea of ​​​​creating a new product to the receipt of the first income from its sale on the market, it usually takes three to four years, in rare cases - less. This is the period of an innovative project. In order to bring the development from a laboratory prototype to a pilot batch, about 1-2 million dollars are needed (I am not considering here the costs associated with the background of the development). Nobody gives that kind of money right away. They give in small portions for each individual step in the implementation of an innovative project. The basis for investment is a legend called “future market size of a new product.” You can believe in the legend or not - it cannot be confirmed without a new product. As it is created and brought to market, the legend is clarified and arguments are put forward in its defense. Even when an experimental batch and the first buyers appear, the legend remains unconfirmed: there is no planned market for this product yet, and no one has yet taken $100 million out of their pocket to buy it. However, it is already possible to make reliable forecasts.

It is at this moment, when pilot batches are being sold, that the process of expanding production begins. Having turned into mass production, a small enterprise is usually sold, the price of which, as a rule, starts from tens of millions of dollars. This is the economic meaning of innovation.

Who will profit?

Who will get the money as a result? The enterprise and those who, by the time the business is sold, will have a stake in this enterprise, including the developer and manager who was involved in innovative work. Note that initially the author's share was 100 percent, but from a very small amount, which few could give.

A natural question arises: how much percentage remains for the developer at the finish line? If he is not included in the ranks of managers, but remains a specialist dealing only with technical issues, he retains the status of the author and receives less than 10 percent of the output. This is very decent money. The fact that the opinion of the majority of scientists here is exactly the opposite speaks only of the stereotypes that have developed in the mass consciousness.

To calculate the real contribution of everyone to the creation of a new product, you need to take into account that an innovative project goes through 4 main stages: analysis of the concept of a new product (conceptual stage), laboratory testing of the feasibility of the idea (laboratory stage), creation of a prototype product (technological stage), preparation of production pilot batch and its implementation (production stage). Each of these stages requires investments that increase by an order of magnitude. And the one who brings the money “bites off” part of the property rights.

Scientists, as a rule, can carry out a maximum of the first two stages using their own resources. The technological base on which they work is not so perfect that they can develop production technology on it. Everything, except, perhaps, computer technologies requires testing at a pilot plant. This requires a lot of money! Who will give them to scientists? It is not yet possible to make money from selling new products - there is nothing to sell yet.

In this regard, the most important thing is to guarantee the rights of authors to remuneration. After all, without their participation at all stages of creating a new product, no success is achievable.

Why are technology parks needed?

In addition to the seller and buyer, infrastructure plays an important role in the commercialization process, an element of which is technology parks.

Technoparks have gone through three stages in their development. At the first stage, they provided innovative enterprises with preferential premises, essentially performing real estate functions. At the second stage, technology parks provided support services for general use. The third generation of technology parks has a different purpose. They manage and do so with the expectation of a share in future profits. With the help of a technology park, as a powerful information and financial channel, small businesses can open up new opportunities to enter the global market. When a technology park turns into an incubator, it contributes to the business development of a small innovative enterprise for its subsequent sale. Such is the fate of this enterprise. Of course, the technology park must have enough personnel and authority for small businesses to entrust their technologies to it.

The technology park is designed to help turn development into business. His entire machine is designed to turn the development introduced into it, with or without people, into a small innovative enterprise, ready for sale.

The innovation sphere clearly reflected many changes in the economic life of the country, which brought with them reforms. Issues of distribution of rights to research and development results between authors and various organizations in which they work, organizational and legal forms of commercialization of these results, features of financing risky innovative projects, search and interaction with a strategic partner, strategic business planning, intellectual property management, transfer technologies - these and other aspects of the process of transforming scientific and technical products into goods are completely new for Russian scientists and production workers. Novelty creates doubts based on false stereotypes. The attitude towards small innovative entrepreneurship is not always friendly, especially in the institutions from which such enterprises arose. Therefore, the field for discussion is quite wide.