Reinventing Corporate Growth by Slowinski, Gene -- Read -- Imperial Library of Trantor

Index

Title Page Copyright Dedication Table of Contents Acknowledgements Preface

Research Base How To Use This Book

Chapter 1 The Transformational Growth Imperative

Break Down the Walls! Maximizing the Firm’s Presence in Market Space The Power of Innovative Business Models The Effect of Patents on Topographical Market Maps The Effect of Entering New Markets on Topographical Maps The Area Under the Hill is the Battleground of Business The Transformational Growth Toolkit Accessing Resources Through Strategic Alliances Working with the Venture Capital Community Out-Licensing In-Licensing Innovating with the Outside World: A New Research Paradigm The Want, Find, Get, Manage Framework Conclusion Notes

Part I The Want, “Find, Get, Manage” Framework

Chapter 2 Identifying the Organization’s “Wants”

Planning’s New Role The Traditional Strategic Planning Process A Radical View: The “Disruption Equation” Gathering “Wants” from Every Link on the Value-Added Chain Identifying “Wants” along the Entire Value-AddedChain—The Procter & Gamble Experience Gathering “Wants” from Customers and External Stakeholders—The Air Products and ChemicalsInc. Experience Identifying Project Level “Wants” Countering the “Not Invented Here” Syndrome Making the Make/Buy/Partner Decision Conclusion Notes

Chapter 3 Finding the Technology the Firm “Wants”

The External Research Director: The Research Function’s Link to the External World Internal Connectedness Internal Connectedness at Dupont External Connectedness Combining Internal and External Connectedness—Air Products and Chemicals, Inc. Letting the Network Come to You Bringing the Experts In-House Proactively Seeking Solution Providers Drug Hunting at Roche Evaluating Unsolicited Technical Ideas that Arriveat the Company’s Doorstep The Career Path of t-Growth Managers Conclusion Notes

Chapter 4 Getting the Technology: The Alliance Framework

Path Dependence: The Long-Term Impact of Alliance Formation Path Dependence in Alliances: Contractual Constraints Path Dependence in Alliances: Marketplace Reactions The “Three Alliances in One” Problem The Alliance Framework: What Is It? Alliance Framework Elements The Alliance Framework Process Valuing Technology The Cost Approach Income Approach Market Approach Working with Lawyers Conclusion Notes

Chapter 5 Managing the Ongoing Relationship

Sharing Power in t-Growth Relationships The Value of Creating a Specialized Alliance Management Function Not All Firms Need a Dedicated Alliance Management Function A Three Level Examination of Alliance Performance The Eli Lilly and Company Experience The P&G Pharmaceutical Experience P&GP’s Alliance Toolkit The Characteristics of Successful Alliance Managers Maturing the Alliance Management Function Conclusion Notes

Part II The Venture Capital Community

Chapter 6 Working with the Venture Capital Community

A Brief Overview of Venture Capitalist Investing Four Stage Model for Working with theVenture Community Common Misconceptions about VC Investing Managing the VC Effort Deal Flow Five Venture Capital Management Practices thatAre Adaptable to Established Companies Conclusion Notes

Chapter 7 Building a Venture Capital Capability

The Five Building Blocks of a VC Program Conclusion Notes

Chapter 8 Out-licensing and the Fundamentals of Intellectual Asset Value Creation

Understanding Intellectual Assets A Short History of Intellectual Property Law What is a Patent? Understanding the Different Ways PatentsCreate Value (Mini-Cubes) Why Patents and Know-How Are Tightly Linked Extracting Value from the Entire Patent Portfolio Extracting Value from the Low Value Tail Reverse Engineering a Product Personal Networking Barriers to Out-Licensing Licensing to Competitors Motivating Internal Groups to Higher Levelsof Innovation Aligning Out-Licensing and the Reward System Allocating Revenues from t-Growth Agreements Disagreements among Business Units Ongoing Support of the Out-Licensing Effort Openness in the Out-Licensing Process Conclusion Notes

Chapter 9 Becoming the “Partner of Choice”

What Companies Do Not Want in a Partner Firm Why Alliances go Bad! Marketing the Firm as the “Partner of Choice” A History of Success Implementing the Alliance Conclusion Tips for Becoming the “Partner of Choice” Notes

Chapter 10 Conclusion

Four Stage Model Barriers to Transformational Growth Accelerators to Transformational Growth Risk Reduction Ecosystem in the Entertainment Industry: The Sundance Film Festival Summary Notes