The Management of External Technology | p. 3 |
The Increasing Role of External Technology | p. 3 |
Barriers to Utilization of External Technology | p. 4 |
External Technology as Part of a Strategic Technology Plan | p. 5 |
External Technology and Competive Technical Intelligence | p. 7 |
Sources of Technical Intelligence versus Sources of Technology | p. 8 |
Guiding Principles | p. 9 |
An Overview of Competitive Technical Intelligence | p. 10 |
What is Competitive Technical Intelligence? | p. 10 |
The Three Elements of the CTI Activity | p. 10 |
A Case of a Lack of Credibility | p. 12 |
Purpose | p. 13 |
Benefits | p. 15 |
Metrics | p. 16 |
Beyond Metrics | p. 17 |
The Plan is the Driver, CTI is the Tool! | p. 18 |
Guiding Principles | p. 19 |
Focusing the Competitive Intelligence Program | p. 20 |
Forces Driving Industry Competition | p. 20 |
External Forces | p. 22 |
Segmentation | p. 22 |
Key Design Considerations | p. 25 |
Guiding Principle | p. 26 |
Sources of Competitive Technical Intelligence | p. 27 |
Conventional Sources of Competitive Technical Intelligence | p. 27 |
Phases of Competitive Intelligence | p. 29 |
Technology Sources for Strategic and Tactical Assessment | p. 31 |
Online Services and The Internet | p. 34 |
Guiding Principle | p. 38 |
Patents as a Source of Competitive Intelligence | p. 39 |
Levels of Patent Profiling | p. 39 |
Patent Survey | p. 39 |
Selected Technology Profiles | p. 41 |
To Begin, Keep It Simple! | p. 42 |
Deliverables | p. 42 |
Other Sources of New Technology | p. 42 |
Performance Polymers, Inc.--An Example of Levels 1 and 2 Analyses | p. 43 |
Value of a Level 2 Technology Trend Analysis | p. 46 |
An Example of a Level 3 Analysis: Identification of Other Sources | p. 47 |
Other Sources of Competitive Intelligence | p. 48 |
Guiding Principles | p. 49 |
Scientific Literature and Conferences | p. 50 |
Value of Technology Search via the Scientific Literature | p. 50 |
Government Laboratories | p. 51 |
Conferences | p. 52 |
Understanding the Stages of Technology Development | p. 52 |
Guiding Principles | p. 53 |
Internal Gatekeepers as a Source of Competitive Intelligence | p. 54 |
Identifying the Gatekeepers | p. 54 |
Roles in Competitive Intelligence | p. 55 |
Specific Responsibilities | p. 56 |
Implementing the Program | p. 59 |
Guiding Principles | p. 60 |
External Gatekeepers as a Source of Competitive Technical Intelligence | p. 61 |
External Gatekeepers Defined | p. 61 |
What Are Key Expert Panels? | p. 62 |
When to Use KEPs | p. 62 |
Benefits of KEPS | p. 63 |
Preparing for a KEP | p. 63 |
KEP Facilitation | p. 67 |
Output | p. 67 |
Guiding Principles | p. 68 |
Lead Users and Strategic Suppliers as Competitive Intelligence Sources | p. 69 |
Lead Users | p. 69 |
Identifying and Engaging Lead Users | p. 69 |
Getting Started--Keep It Simple! | p. 70 |
Good Customers versus Lead Users | p. 71 |
Strategic Suppliers as a Source of Competitive Intelligence | p. 72 |
Protection of Proprietary Information | p. 73 |
Guiding Principles | p. 74 |
Organizing the Competitive Intelligence Activity | p. 75 |
Senior Management Support | p. 75 |
Guerrilla Tactics | p. 76 |
CTI on a "Shoestring" | p. 77 |
More Sophisticated Competitive Intelligence Systems | p. 80 |
Outsourcing the CTI Function? | p. 82 |
Guiding Principles | p. 82 |
The Role of Competitive Technical Intelligence in the Strategic Planning Process | p. 83 |
Competitive Technical Intelligence as a Proactive Tool | p. 83 |
Linking Customer Needs with Technology | p. 83 |
Additional Strategic Considerations | p. 90 |
Putting It All Together | p. 100 |
Taking Action | p. 101 |
Guiding Principle | p. 102 |
Acquisition of External Technology | p. 103 |
Strategic Alliances as the Mode of Technology Acquisition | p. 103 |
Definition of a Strategic Alliance | p. 103 |
Relationship to Business Strategy | p. 104 |
Role of Competitive Intelligence | p. 105 |
Determination of Strategic Intent | p. 106 |
Mergers and Acquisitions | p. 107 |
Guiding Principles | p. 108 |
Creating the Strategic Alliance: Partner Selection | p. 109 |
Criteria for Partner Selection | p. 109 |
Validation of the Technology | p. 109 |
Strategic Intent | p. 110 |
Organizational Compatibility | p. 112 |
Culture | p. 113 |
Guiding Principles | p. 114 |
Negotiating the Strategic Alliance | p. 116 |
Planning and Organizing for the Negotiation | p. 116 |
Negotiating Principles | p. 119 |
Providing for Technology Transfer | p. 125 |
Guiding Principles | p. 125 |
Executing the Technology Transfer | p. 126 |
Elements of Technology Transfer | p. 126 |
Organizing for the Technology Transfer | p. 128 |
Guiding Principles | p. 130 |
Structuring and Managing Strategic Technology Alliances | p. 131 |
Structuring the Technology Alliance | p. 131 |
Managing the Strategic Technology Alliance | p. 132 |
Criteria for Success | p. 133 |
Guiding Principles | p. 134 |
Conclusion | p. 135 |
Guiding Principle | p. 136 |
Appendix | p. 137 |
Summary of Guiding Principles | p. 137 |
References | p. 143 |
Index | p. 145 |
Table of Contents provided by Syndetics. All Rights Reserved. |
The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.
The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.