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Constance L?tolf-Carroll is an equity investor, entrepreneur, and educator in strategy and finance. She graduated with a BS in civil engineering from UC Berkeley, where she was a Regent?s Scholar. She earned her MBA at Stanford University Graduate School of Business. L?tolf-Carroll is Lecturer at ESADE Business School, Ramon Llull University, Spain, and is concurrently Visiting Professor at RSM Erasmus University, the Netherlands, Helsinki School of Economics Executive Education, Finland, and SDA Bocconi, Italy. She is cofounder of Netspan AG, a technology company, in Switzerland, and has worked in a number of entrepreneurial start-ups.
Antti Pirnes is a patent analyst, entrepreneur, and experienced biotech researcher. He earned his MSc in biotechnology from the University of Helsinki, Finland. Pirnes is Chairman of Patiq Ltd., a patent and business intelligence company. He has worked for a biomedicine company and as a patent analyst at VTT Technical Research Centre of Finland.
| Foreword | |
| Preface | |
| Acknowledgments | |
| Creativity and the Roles of the Inventor, Innovator, and Entrepreneur | |
| Creativity and the Entrepreneurial Process | |
| Getting That Bright Idea | |
| From Idea to Invention | |
| The Distinct Roles of Inventor, Innovator, and Entrepreneur | |
| Closing Thoughts | |
| Protecting Your Invention | |
| What Is Intellectual Property? | |
| How Intellectual Property Law Works | |
| Basic Forms of Intellectual Property | |
| International Treatment of Intellectual Property Law | |
| The Innovation Process: Diffusion and Adoption | |
| Appropriating the Profits of Innovation | |
| How to Decide Which Intellectual Property Tools to Apply | |
| How to Identify Intellectual Property in Your Organization | |
| Developing an Effective Invention Disclosure Process | |
| Chapter Takeaways | |
| Appendix | |
| RemmeyG+&s Granted Patent | |
| Building Business Models | |
| Understanding Strategy Basics | |
| From Strategy as Plan to Strategy as direction | |
| An Overview and Introduction to the Strategic Management Process | |
| Why is Strategy Important for Any Enterprise? | |
| Strategy in a Rapidly Changing High Technology Environment | |
| How Often Should You Change Your Venture | |
| G+&s Strategy? | |
| How Do Managers Formulate a Strategy? | |
| Three Levels of Strategy and How They Interrelate | |
| Basic Tools for External Analysis | |
| Internal Analysis and Organizational Design | |
| Understanding Organizations and their Cultures | |
| Challenges of Organizational Design | |
| How Organizations Survive Turbulence and Change | |
| Reflections on Strategy in the Entrepreneurial Context | |
| Chapter Takeaways | |
| Strategies To Grow, Restructure, or Harvest your Business | |
| Growing | |
| Restructuring | |
| Harvesting | |
| Diagnosing the Situational Context of the Industry | |
| Closing Thoughts | |
| Chapter Takeaways | |
| The Key Elements of a Business Model | |
| WhatG+&s Your Business Model? | |
| Creating the Business Model Step-by-Step | |
| Chapter Takeaways | |
| Crafting Strategic Alliances | |
| Introduction to Strategic Alliances | |
| What is An Alliance? | |
| Strategic Alliances | |
| The Forces of Deconstruction on the Value Chain | |
| Vertical Integration Decisions | |
| Strategic Alliances with a High Component of Technology | |
| Chapter Takeaways | |
| Appendix | |
| Comparison of Main Alliance Modes and Their Contractual Features | |
| Managing Alliances | |
| Filling the Strategic Gaps | |
| Doing It Better | |
| Decide on the Strategic Logic for the Collaboration | |
| Select the Right Partnering Candidates | |
| Design, Structure and Negotiate the Alliance | |
| Managing the Alliance | |
| Measure and Assess Performance | |
| Check the Merits of Continuing the Alliance, Either Adjust or Exit | |
| Start the Cycle Anew: Strive to Create a Connected Network of Alliances | |
| Closing Thoughts | |
| Chapter Takeaways | |
| How Alliances Complete the Value Chain in Biotechnology and Pharmaceutical Business Models | |
| Risks and Uncertainty Associated with Drug Development | |
| Value Chains in Pharmaceuticals and (Bio)Pharmaceuticals | |
| Completion of | |
| Table of Contents provided by Publisher. All Rights Reserved. |
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