VALORISATION:
THE SOCIETAL IMPACT OF KNOWLEDGE
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[email protected]
10% ACADEMIC-90% ENTREPRENEUR
CHAIR “Businessmanagement and Entrepreneurship in the Life Sciences”
VRIJE UNIVERSITEIT Amsterdam (2001…..)
MEDICAL FACULTY ERASMUS UNIVERSITY ROTTERDAM
Director Erasmus Centre for Valorisation (1994….)
“ENTREPRENEUR IN RESIDENCE” ROTTERDAM SCHOOL OF MANAGEMENT
(BEDRIJFSKUNDE; 2006-….)
UNIVERSITE DE PARIS & INSTITUT PASTEUR PARIS (1992…..)
Ebola: Public-Private Partnerships
Reperant, van de Burgwal, Claassen & Osterhaus
Science 24 Oct 2014 VOL 346 ISSUE 6208 pages 433-434
1. Full range: Societal impact of knowledge has four pillars
 Knowledge for knowledge
(scientific, curiosity-driven research)
 Knowledge for welfare (€)
(products or services)
 Knowledge for wellbeing
(policy advice, guidelines)
 Knowledge for culture (dissemination to and
involvement of the general public)
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Disrupted and/or Incomplete Value Chains
publication (scientific / layman’s / professional)
book
courses
report (policy / advisory)
guideline
database
instrumenten / tools
patent
designs
software
product
service
Activities from Society Perspective
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Societal
valorisation
bias: fatal
shortcut
The effect of Social Valorisation Bias
 85% of TTO income is from
10% of universities.
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12. Unmet Needs Assessment
Consortium
Qualitative
interviews:
identification
Identification
and in-depth
understanding
of unmet needs
Quantitative
questionnaires:
prioritization
Professionals
Industry
Citizens / end-users
Policy makers
Quantitative
ranking of most
important unmet
needs
Demand
Articulation
Key Opinion Leaders
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Activities from Business Development Perspective
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“pilotitis”
4. Value Chain Charting
Industry specific
success rate: x%
Value Chain
Industry specific
success rate: x%
Pilot
Evaluation
Upscaling
Step 1
Step 1
Step 1
Step 2
Step 3
Step 2
Step 3
Step 2
Step 3
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“Frontloading the Cash”
Market Entry
Royalty payments over
drug revenues
Milestone
payments
Revenues
Upfront
payment
years to milestone
years to royalty
28
Time
royalty period
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Partnerships are becoming more prominent
Societal
Valorisation
Hard Valorisation
€
Knowledge work
facility
Initial Education
Fundamental
research
3. Tailored: scientifically validated methods
12. Unmet needs assessment
1. Charting technology field
2. Barriers to innovation
3. IP strategies in specific
markets
4.
5.
6.
7.
8.
9.
10. Competitive analysis
11. Market analysis and
forecasting
Value Chain charting
Cost-effectiveness analysis
Funding strategy
Fundability strategy
Team analysis
Business model
development
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Societal Impact of Knowledge in Horizon 2020
As stated by the European Commisison, in order to be eligible for European funding, a
research proposal should contain dissemination and exploitation measures that:
1. address the full range of potential users and address the full range of potential
applications, including research, commercial, investment, social, environmental, policy
making, setting standards, skills and educational training.
2. Furthermore, the approach to innovation should be as comprehensive as possible,
3. And must be tailored to the specific technical, market and organisational issues
to be addressed.
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Disrupted and/or Incomplete Value Chains
Slides for
discussion &
information
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2014 papers:
200
Weenen TC, Pronker ES, Fernald KDS, Claassen E, Commandeur H. Bridging a pharma-like innovation gap in medical
nutrition. 2014. Springer Book Series - Advances in Pharmaceutical Sciences.
201
Mekkes, M.C., Weenen T.C., Brummer R.J., Claassen E. The development of probiotic treatment in obesity: a review.
Beneficial Microbes. 2014 Mar;5(1):19-28.
202
Weenen, T.C., Jentink, A., Pronker, E.S., Commandeur, Claassen, E., H.R., Boirie, Y., Singer, P. Patient needs
and
research priorities in the enteral nutrition market – a quantitative prioritization analysis. Clinical Nutrition 2014. 33(5): 793801.
203
Van den Nieuwboer, M., E. Claassen, L. Morelli, F. Guarner, and R.J. Brummer. (2014) Probiotic and Synbiotic safety in
infants under two years of age. Beneficial Microbes. In press Beneficial Microbes.
204
Claassen E (2014) Cost-benefit relation of diet and probiotics in iatrogenic bowel irregularity (IBI).. Front. Pharmacol. 5:14.
doi:10.3389/fphar.2014.00014
205
E. Pronker, et al., Scratching the surface: Exploratory analysis of key opinion leaders on rate limiting factors in novel
adjuvanted-vaccine.., Technol. Forecast. Soc. Change (2014), http://dx.doi.org/10.1016/j.techfore.2014.04.017
206
Weenen, T. C., Commandeur H and Claassen E., A critical look at medical nutrition terminology and definitions, Trends in
Food Science & Technology (2014), http://dx.doi.org/10.1016/j.tifs.2014.04.004
207
Van den Nieuwboer, M., Brummer, R.J., Guarner, F., Morelli, L., Cabana, M., and Claassen, E (2104) The administration
of Probiotics and Synbiotics in Immune Compromised Adults: is it Safe? Beneficial Microbes, in press
208
Fernald, K. Pennings E. and Claassen E. (2014) Biotechnology Commercialization Strategies: Risk and Return in interfirm
cooperation. J. Prod. Innov. Manag. DOI 10.1111/jpim 12218
209
Dehzad, F., Hilhorst, C., de Bie, C. and Claassen, E. (2014) Adopting Health Apps, What’s Hindering Doctors and Patients?
Health, 6, 2204-2217. http://dx.doi.org/10.4236/health.2014.616256
210
Reperant LA, van de Burgwal LH, Claassen E, Osterhaus ADME. Ebola: public-private partnerships. Science. 2014 Oct
24;346(6208):433-4. doi: 10.1126/science.346.6208.433-b
211
Nuijten M., Josbert J. Keller, Caroline E. Visser, Ken Redekop, Eric Claassen, Peter Speelman and Marja. H. Pronk. Costeffectiveness in Clostridium difficile treatment decision-making Guidance on standardization. World Journal of Clinical
Cases. in press.
212
Van den Nieuwboer, M., Brummer, R.J., Guarner, F., Morelli, L., Cabana, M., and Claassen, E. Safety of Probiotics and
Synbiotics in Children Under 18 Years of Age. Beneficial Microbes, in press
213
Van den Nieuwboer Maurits., Saskia van Hemert, Eric Claassen and Willem M. de Vos. Lactobacillus plantarum WCFS1:
10 Years After The Genome. Microbial Biotechnology. in press.
214
Van den NieuwboerM,, A. Klomp-Hogeterp, S. Verdoorn, L. Metsemakers-Brameijer, T. M.Vriend, E. Claassen and O.F.A.
Larsen. Improving the bowel habits of elderly residents in a nursing home using probiotic fermented milk. Beneficial
Microbes, in press.
215
Ramezanpour, B., Pronker E.S., Kreijtz J.H.C.M., Osterhaus A.D.M.E. and Claassen E. Market Implementation of the MVA
Platform for Pre-pandemic and Pandemic Influenza Vaccines: A Quantitative Key Opinion Leader Analysis. Vaccine, in
press.
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The role of the ECV
Academic
Consortium
Partner
Academic
Consortium
Partner
Industry
Consortium
Partner
Exploitation
Consortium
Partner: ECV
Dissemination
Consortium
Partner
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Process of articulating impact section
Starting point: the academic research within a proposal
Considering the full range of potential applications (in all
four domains)
Identifying the current status of the research within the
societal impact value cycle
Assessment of methods necessary to address the full
range of potential applications
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3. IP Strategies in Specific Industries
Based on an interactive approach, different industry-specific IP strategies are identified
and a decision framework is developed to establish an optimal route for IP protection.
The main focus for determining such an optimal route for IP protection is: maximum
dissemination while taking into account maximum exploitation opportunities of research
results.
We will consider the full scope of IP possibilities (from patents to trademarks to
copyrights), therefore this analysis is relevant in the exploitation of results from all fields
of science and knowledge production.
Deliverables
 An IP decision framework for a specific industry or field.
Weenen, T. C., Jentink, A., Pronker, E. S., Commandeur, H. R., & Claassen, E. (2013). A decision framework to evaluate intellectual
property strategies in the medical nutrition market. PharmaNutrition, 1(2), 65-72.
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3. IP Strategies in Specific Industries - example of results
Weenen, T. C., Jentink, A., Pronker, E. S., Commandeur, H. R., & Claassen, E. (2013). A decision framework to evaluate intellectual
property strategies in the medical nutrition market. PharmaNutrition, 1(2), 65-72.
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6. Funding Strategy
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12. Unmet Needs Assessment - example of results
improvement priority
importance / value
importance / value
improvement priority
KOL PERSPECTIVE
END-USER PERSPECTIVE
Weenen, T. C., Jentink, A., Pronker, E. S., Commandeur, H. R., Claassen, E., Boirie, Y., & Singer, P. (2013). Patient needs and research priorities
in the enteral nutrition market–A quantitative prioritization analysis. Clinical Nutrition.
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1. Charting Technology Field
An overview of the technology and innovation field is vital in understanding the current
state-of-art and ways in which research results are developed into innovations.
In this work package the technology field is charted by analysing activities in 3-4
domains:
Products on the
Market
Registered IP
Products in
development
Knowledge in
literature
Weenen, T. C., Ramezanpour, B., Pronker, E. S., Commandeur, H., & Claassen, E. (2013). Food-Pharma Convergence in Medical
Nutrition– Best of Both Worlds? Plos One, 8(12), e82609. doi: 10.1371/journal.pone.0082609
Ramezanpour et al., forthcoming
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1. Charting Technology Field
Input
Deliverable
1.Literature
A systematic review of relevant literature
in collaboration with the (scientific)
experts.
 An overview of the most
recent (technological)
developments
2. Intellectual
Property
Based on a proprietary method, we
analyze patents to identify trends and
developments within specific technology
fields. With this method we determine
opportunities and potential challenges.
 An overview of the
commercially most promising
(technological) developments
3. Products in
development
In fields that require clinical trials, a
complete overview of products in
development is generated.
4. Products
on the market
By analysing marketed products (in
pharmaceutical fields: approved and
registered), an overview is generated of
known market opportunities.
 An analysis of industry level
development trends
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2. Barriers to Innovation
For a specific innovation to reach the market, a number of barriers have to be overcome.
Research has shown that focusing on the most important barriers is the most efficient
and effective way to reach innovation.
In order to aid in this process, we have developed a proprietary model of analysis to
identify and prioritize innovation barriers. This model can be applied in different fields of
science and technology, but also to barriers regarding the impact of innovation in
society.
Deliverables
 Identification and in-depth understanding of innovation barriers
 Relative prioritization of innovation barriers
 Strategy to overcome innovation barriers
Weenen, T. C., Pronker, E. S., Commandeur, H. R., & Claassen, E. H. J. M. (2013). Barriers to innovation in the medical nutrition industry: A
quantitative key opinion leader analysis. PharmaNutrition, 1(3), 79-85.
Pronker, E., Weenen, T., Commandeur, H., Claassen, E., & Osterhaus, A. D. M. E. (2014). Scratching the surface: Exploratory analysis of key opinion
leaders on rate limiting factors in novel adjuvanted-vaccine development. Technological Forecasting and Social Change. doi:
10.1016/j.techfore.2014.04.017
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4. Value Chain Charting
Industry specific
success rate: x%
Value Chain
Industry specific
success rate: x%
Pilot
Evaluation
Upscaling
Step 1
Step 1
Step 1
Step 2
Step 3
Step 2
Step 3
Step 2
Step 3
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5. Cost-effectiveness Analysis for Innovations
Cost-effectiveness of innovations is a vital condition to ensure that an innovation is adapted by
multi-stakeholder systems. A timely analysis of cost-effectiveness is therefore an important
step in any innovation chain.
The benefits of such an analysis may differ for different stakeholders:
Government
reimbursement decisions; pricing decisions
Hospital
clinical guidelines, reimbursement
Industry
positioning and marketing purposes, R&D
decisions
Health insurers
good access to innovations for their clients,
affordability and reimbursement strategies
Doctors
use of innovations
Patients
access to innovations
Health
care
providers
Patient /
Customer
Deliverable:
 An early insight in cost-effectiveness and corresponding chances of successful
implementation of innovations
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Payer
5. Cost-effectiveness Analysis for Innovations
New treatment
strategies or
interventions
Analysis of:
•
Cost-of-illness and (micro-) costing
•
Economic evaluation
•
Early-HTA
•
Late-phase studies and real-world
evidence
•
Patient registries
•
Meta-analysis
•
Decision-analytic modeling
•
Value of information analysis
•
Multi-criteria decision analysis
•
Reimbursement policy analysis
•
Health status and patientreported
outcomes
•
Preference measurement
•
Broad societal benefits
Cost-effectiveness
Blommestein, H. M., Issa, D. E., Pompen, M., Ten Hoor, G., Hogendoorn, M., Joosten, P., Uyl-de Groot, C. A. (2014). Cost-effectiveness of rituximab
as maintenance treatment for relapsed follicular lymphoma: results of a population-based study. European Journal of Haematology, 92(5), 398-406.
Goossens, L. M. A., Utens, C. M. A., Smeenk, F. W. J. M., van Schayck, O. C. P., van Vliet, M., van Litsenburg, W., Rutten-van Mölken, M. P. M. H.
(2013). Cost-Effectiveness of Early Assisted Discharge for COPD Exacerbations in The Netherlands. Value in Health, 16(4), 517-528.
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8. Team Analysis
Especially during longer term research and innovation projects the demands on
knowledge, expertise and steering capacity of the management team of the project are
expanding and changing along the way.
Which roles and expertise are needed during each phase (also keeping the fundability of
the project in mind) and what is already covered by the current candidates? Which
additional capacities are needed, and how can these best be obtained (training,
advisors, additional recruitment) during the consecutive phases.
Deliverables:
 Analysis of phases of development, and needs during these phases
 Analysis of current team members, and their future potential
 Advise on team building
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8. Team Analysis
Analysis of skills
in current team
Analysis of
needs during
phases
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9. Business Model Development
Results from our analyses can be
integrated with existing data from the
client and used for the development of a
fundable business model
This business model may also include
potential exit-strategies considering
competitor activities and the M&A
landscape.
Deliverables:
 An inclusive, acceptable, effective
and fundable business model
Business Model Foundry © 2014
Pronker, E. S., Claassen, E., & Osterhaus, A. D. M. E. (2012). Development of new generation influenza vaccines: recipes for success? Vaccine,
30(51), 7344-7347. doi: 10.1016/j.vaccine.2012.09.071
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10. Competitive Analysis
A thorough competitive analysis reveals market opportunities, collaboration opportunities,
niches and saturated markets. In order to fully understand the competitive landscape, 3
routes complement each other.
1. Product-specific competition analysis
Based on the analysis of existing products in development and products on the market,
we develop an overview of competitors that are already active in the target market.
Deliverables
 A list of relevant product developers/manufacturers.
 Insight in products in different geographical areas
 Insight in product approval status in different geographical areas
Ramezanpour et al, forthcoming
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10. Competitive Analysis
2. Technology-based competition analysis
This analysis generates an overview of patent applicants in the field and thereby a list of
potential competitors. Based on patent data, we compile a comprehensive list of all
industries active in a specific technological field and their innovation focus.
Deliverables
 A list of relevant patent (application) holders and their innovation focus
 Insight in patents in different geographical areas
 Insight in protection status in different geographical areas
Weenen, T. C., Pronker, E. S., Commandeur, H. R., & Claassen, E. (2013). Patenting in the European medical nutrition industry: Trends,
opportunities and strategies. PharmaNutrition, 1(1), 13-21. doi: 10.1016/j.phanu.2012.10.003
Ramezanpour et al, forthcoming
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10. Competitive Analysis
3. Inter-firm cooperation analysis
Both relevant patent applicant holders that are revealed by the patent analysis and
relevant product developers can subsequently be subject to analysis of inter-firm
cooperation. This entails mapping specific types of strategic alliances (e.g. joint
ventures, license deals, outsourcing, collaborative R&D), but also M&A deals, amongst
relevant patent applicant holders.
Results from this analysis can be interesting in determining potential partners as well as
exit-strategies.
Deliverables
 An overview for specific types of inter-firm relationships/alliances
 An overview of the industry’s M&A landscape
Alliances
Joint
Ventures
Collaborative
R&D
License
deals
Mergers & Acquisitions
Outsourcing
Marketing /
distribution
Minority
equity
investments
Majority
equity
investments
Fernald et al., forthcoming
Erasmus Centre for Valorisation © 2014 - All materials on these pages are copyrighted by the Erasmus Centre for Valorisation. All rights reserved. No part of these pages,
either text or image may be used for any purpose other than personal use. Therefore, reproduction, modification, storage in a retrieval system or retransmission, in any form or
by any means, electronic, mechanical or otherwise, for reasons other than personal use, is strictly prohibited without prior written permission.
Mergers
10. Competitive Analysis - example of results
Fernald et al., forthcoming
Erasmus Centre for Valorisation © 2014 - All materials on these pages are copyrighted by the Erasmus Centre for Valorisation. All rights reserved. No part of these pages,
either text or image may be used for any purpose other than personal use. Therefore, reproduction, modification, storage in a retrieval system or retransmission, in any form or
by any means, electronic, mechanical or otherwise, for reasons other than personal use, is strictly prohibited without prior written permission.
11. Market Analysis
Based on KOL analysis and access to market databases, we can perform additional
market research and determine marketing strategies. This market research, in
combination with other research efforts that can be performed by ECV and existing
data or knowledge from the research group / consortium, can serve as the basis of a
thoroughly developed business plan.
Deliverables
 Estimations of size of defined target market(s).
 Sales forecast, including reimbursement possibilities.
 SWOT analysis.
 Analysis and advise on marketing strategies.
Erasmus Centre for Valorisation © 2014 - All materials on these pages are copyrighted by the Erasmus Centre for Valorisation. All rights reserved. No part of these pages,
either text or image may be used for any purpose other than personal use. Therefore, reproduction, modification, storage in a retrieval system or retransmission, in any form or
by any means, electronic, mechanical or otherwise, for reasons other than personal use, is strictly prohibited without prior written permission.
New Initiatives
Top-down
(Deans)
Bottom-up
(Academics / Support Staff)
ECV Checklist - Evaluation and Ranking
Internal checks
ECV and Research group
1. Internal capacity / financed
external capacity available
2. Agreed upon specified
commitment (time / means) from
research group
3. Positive projected (financial /
academic / reputational) ROI for
ECV and Research Group
4. Investment (times / means) and
projected revenues fit cashflow
prognosis ECV / research group
Political ranking
Exploratory meetings
1. Contributes to diversity projects
EUR
2. Potential to become short-term
successful showcase
3. Involvement of ‘new’ hi-po
research group
STOP
Project Initiation Document
STOP
Approval from Dean of Faculty
Project ranking
STOP
Business Case
Investment
Negative 1. Large number of external partners
/ high complexity
2. Turnaround time project > 1 year
3. First revenues > 6 months
4. Time investment ECV > 100
hours
5. Lead phase to go / no-go with no
reimbursement guarantee
6. High dependency on third parties
Knowledge / Expertise Input
Organizational structure
Business Developer
+
Project Leadership
Value Proposition
Customer Segments + Channels
Development Steps + Milestones
Financing Activities
STOP
Returns
Positive +
1. Academic quality researcher /
research group
2. Presence of champion
3. Market Validation
4. Scalability beyond individual
researcher
5. IP / FTO check
6..PoC available
7. Short-term revenues exceed time
investment
8. Known market / network
9. Contributes to building expertise
ECV
Revenues
Reputation building
Access to data
Attraction of excellent academics
Research Funding
Attraction of excellent students
100% FAMILY MAN