This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Report of the MTCP-MTDC Technology Commercialisation Workshop for
Practitioners from African Countries held from 23rd
– 27th
June, 2014 in Malaysia Page 1 of 42
Report of the MTCP-MTDC Technology Commercialisation Workshop for Practitioners
from African Countries held from 23rd
– 27th
June, 2014 in Malaysia
By Prof. D. K. Isutsa and Prof. S. M. Kagwanja
Deputy Vice-Chancellors - ARSA & AFPD
Chuka University, P. O. Box 109-60400, Chuka
Presented to the Council and Senate of Chuka University
From 540 / sq ft From 105 / sq ft From 520 / sq ft From 390 / sq ft From 600 / sq ft
From RM 2.50 From RM 2.00 From RM 1.00 From RM 1.80 From RM 2.50
UPM-MTDC TECHNOLOGY CENTRE
UPM-MTDC Technology Centre was established on November 16, 1996 and is a joint-venture project between
Universiti Putra Malaysia and MTDC. The centre opened officially on April 3, 1997. It is the first of a series of
MTDC technology incubation centres established within a university‟s campus in Malaysia and awarded
Cybercentre status from Multimedia Development Corporation Sdn Bhd (MDeC) in 1998, allowing it to provide
competitive and enabling environment to attract, nurture and retain ICT and ICT-links businesses mainly to the
Multimedia Super Corridor (MSC) status company within the vicinity.
UKM-MTDC TECHNOLOGY CENTRE
UKM-MTDC Technology Centre is a joint venture between Universiti Kebangsaan Malaysia (UKM) and MTDC.
The centre focuses companies that are mainly involved in biotechnology. The Centre is located on a 6-acre piece of
land within the UKM campus in Bangi and can accommodate 12-15 tenants at any one time. The centre has
successfully provided the linkages between tenants and universities, industries and the private sectors within the
Bangi area in particular, and in Kuala Lumpur metropolitan area in general.
UTM-MTDC TECHNOLOGY CENTRE
The UTM-MTDC Technology Centre was established in December 2001 and is a joint venture project between
Universiti Teknologi Malaysia (UTM) and MTDC. The centre focuses on companies that are mainly involved in
advanced engineering and life sciences. The Centre is located on a 4.24 acre piece of land within the Technovation
Park area with a total built up area of 31,200 sq/ft. Among its objectives are in the promotion of technology transfer
and commercialisation. Future plans ahead include expanding this facility soon due to rapid growth.
FRIM-MTDC TECHNOLOGY CENTRE
It is located at the Forest Research Institute of Malaysia (FRIM) in Kepong, Selangor. It is surrounded by the Bukit
Lagong Forest Reserve, which provides endless greeneries and peaceful ambience to its communities. The Centre is
located on a 4 acre-land; offering 47,500 sq feet of rentable space consisting of Technology Garage and Enterprise
space from 600 sq feet and above. Its core focus is on Biotechnology and Herbal Extraction Technology Businesses.
Report of the MTCP-MTDC Technology Commercialisation Workshop for
Practitioners from African Countries held from 23rd
– 27th
June, 2014 in Malaysia Page 10 of 42
UITM-MTDC TECHNOLOGY CENTRE
UiTM-MTDC Technopreneur Centre was established in October 2013 at Universiti Teknologi MARA (UiTM) Shah
Alam. It is strategically located in the Klang Valley, adjacent to the Federal Highway, about 4 km and 25 km
respectively from Klang and Kuala Lumpur. The Centre, with a built-up area of 39,000 sq feet and developed on a
2.5-acre land, is a prime business space to house Technology related companies, service providers (Accounting,
Secretarial, Legal) and equipped with shared facilities such as training and seminar rooms, cafeteria and a
gymnasium. The facility is security guarded on a 24/7 hour basis. Being in the heart of UiTM campus itself means
companies will have access to the many faculties and research facilities to pursue networking and research
collaboration, pool of potential human capital for your company and more. The center core focus is on
Industrial/Creative Design and Nano-Technology.
These Centres’ Achivements enable academia and industry to collaborate and leverage on each other‟s strengths,
while accelerating commercialization activities. The achievements include:
(1) Creation of job opportunities for knowledge-based workers
(2) Increase of penetration of Malaysian-made products to overseas markets
(3) Facilitation and creation of Intellectual Property and their successful commercialization
Shared Facilities in these Centres: Office space; Wet lab & dry lab (cold room, chemical store, product store, dry
store, wash area and lab bench); Meeting room; Boardroom; Training room; Seminar hall of various sizes; cafeteria,
free parking space, prayer room, gymnasium, resource centre, recreational area and auditorium.
Services offered by the Centres include: Business Matching Programme; Networking Session; Nurturing
Programme; Fund Raising; Technology Connection; Collaboration
Corporate Social Responsibility activities include: Blood Donation Campaign; Motivational Talks; Public
Awareness Programme; Religious Talks.
MTDC Departments/Divisions
1. Corporate Social Responsibility/International Networking Department
2. Nurturing Department
3. Business Advisory Division
4. Collaboration Advisory Services Department
5. ICT Support
6. Marketing & Client Services Unit
7. Corporate Communications Department
8. Knowledge Management Department
9. Government Fund Management Unit
10. Administration and Procurement
MTDC Technology Centres Admission and Graduation: General Admission Policy
Company incorporated under the Companies Act 1965
Minimum paid-up capital of RM20,000.00
Must be a technology-based Business Company
Encourages a collaboration with the local university or research institution
Must be in operation for at least three (3) months
A subsidiary of a multinational company may be considered
Credible management team
Provision of data to MTDC
MSC Status Company (UPM-MTDC Technology Centre) Admission/Entrance Policy The company must be incorporated in Malaysia under the Companies Act 1965 within the past two (2) years
The company cannot be preparing for a corporate exercise or Initial Public Offering within the next 1 or 2 years.
The company cannot be involved in the following activities:-
a. Pure manufacturing / assembly activities
b. Trading activities
Report of the MTCP-MTDC Technology Commercialisation Workshop for
Practitioners from African Countries held from 23rd
– 27th
June, 2014 in Malaysia Page 11 of 42
The company should possess all relevant approvals and licensing requirements from the relevant authorities
accrediting its MSC status
Minimum paid up capital of RM 20,000
Credible management team
Clear and defined business vision
Operates in a legal and ethical manner, complying with all such statutory, regulatory and/or licensing
requirements as may be applicable including company formation and protection of intellectual property rights
Company will be required to provide data to MTDC
Graduation Policy Company may be graduated from the Technology Centre Programme if MTDC determines that it has met two or
more of the following conditions:
The business reaches the maximum allowable stay in terms of a specific time limit, as determined by MTDC
Space requirements of the company exceed incubator capacity
Company reaches/achieves their tenure/milestone
Company is listed bought over by another bigger company
Garage unit/programme to enterprise unit
Enterprise unit to other places outside incubator
The business no longer needs or uses incubator business assistance services
Tenant Termination/Exit Policy Tenants are terminated from the Technology Centre for:
Non-payment of rent and/or services fees
Violations of lease and/or services agreements
1.2.3. MTDC Value Added Services
MTDC has created a vibrant entrepreneurial ecosystem by providing infrastructure and nurturing services, to guide
start-up companies from conception of ideas to full commercialisation. This is achieved through its Technology
Development Cluster Programme (TDC), designed to strengthen linkages between universities/research institutions
and industries. The main objective is to activate and promote the acceleration of commercialisation activities of
universities and research institutions, on local and global stages. Rapid changes in technology as a result of stiff
competition and challenges in the global market have left business organizations with no choice but to perform at
their best levels at all times. This means business processes as well as strategic plans must be consistently evaluated
and revised in order to keep up with the pace in the marketplace. MTDC offers value-added services to help
business organizations excel in their respective fields. With more than 14 years of experience in the venture capital
and high-tech industry, MTDC‟s personnel have acquired in-depth skills and vast experiences to offer complete
solutions to clients. MTDC offers three core value-added services pertinent to the development of technology
businesses: nurturing and business advisory, capacity building and market research, and strategic planning.
(a) Nurturing & Business Advisory
MTDC`s winning formula is well-proven. We have strings of start-up successes and our excellent relationship
forged with top-tier investment partners locally and globally. We aim to provide you with value-added services that
go beyond financial support, such as:
Structuring collaboration programmes with universities/research institutions
Market Development
Fund Raising
Business Development
R&D & Technology Management
IPR Management
Project Management (Operations Plans)
Government Regulatory
Financial Planning & Sourcing
Development of Business Plan
Report of the MTCP-MTDC Technology Commercialisation Workshop for
Practitioners from African Countries held from 23rd
– 27th
June, 2014 in Malaysia Page 12 of 42
(b) Capacity Building & Market Research
MTDC assistance covers the provision of both the soft-skill and hard-skill tools to help entrepreneurs steer their
companies into growth and profitability. These cover education and knowledge enhancement on entrepreneurship,
leadership, technology transfer and management, IPR, promotion and branding. Besides this, MTDC is also
involved in market research activities. Through the activities, MTDC is able to help entrepreneurs identify
opportunities and structure deals creatively via the following activities:
Market Research & Technology Evaluation
Technology Matching
Technology Due Diligence
Technology Strategy
Industrial Analysis
Organising seminars/workshops
(c) Strategic Planning & Special Projects
Business Process Improvement
Strategic Development
Strategic Planning Study
Organisational Transformation
1.2.4. MTDC Symbiosis Programme
MTDC‟s Graduate Entrepreneurship Programme or Symbiosis is aimed at training selected graduates to become
technopreneurs. Symbiosis is a comprehensive programme that covers aspects of commercialisation as well as
entrepreneurship. At the end of the programme, selected candidates lead start-up companies to commercialise
technologies from the Universities/Research Institutes (Uni/RI) that have been carefully chosen by MTDC.
Symbiosis start-up companies then apply for MTDC‟s fund to operate from any of the Technology Centers and
receive nurturing and other value added services just like any other company within MTDC‟s ecosystem.
Objectives 1. To promote commercialisation of R&D output of Uni/RI.
2. To increase the number of technology-based start-ups in the national economic landscape; revenue and job
generators for the Malaysian economy.
3. To increase the pool of young entrepreneurs with excellent business knowledge and skills.
Services 1. Assist universities/research institutes to identify technologies ready for commercialization through
Symbiosis programmes.
2. Assist universities/research institutes to identify potential technopreneurs for commercialization of relevant
technologies through Symbiosis
3. Develop, guide and nurture technopreneurs throughout the 6 phases of the Symbiosis programme i.e. from
the selection of technologies until the formation on companies.
Current MTDC Symbiosis Programmes
1. FMBIOSIS
2. UTM-MTDC SYMBIOSIS
3. UKM-MTDC SYMBIOSIS
4. UPM-MOHE-MTDC SYMBIOSIS
5. USM-NCIA-MTDC SYMBIOSIS
6. UNIMAP-NCIA-MTDC SYMBIOSIS
FMBioSis™ is a joint programme to develop qualified young graduates to become bio-entrepreneurs by
commercializing locally developed research technologies. In this programme, Forest Research Institute Malaysia
(FRIM) is the technology provider while MTDC is the sponsor as well as the business development trainer. The
programme was officially launched on 21st May 2008. All participants have completed the first and second stage of
the programme and 10 best participants have been selected to lead the FMBioSis™ companies. These are spin-off
companies which are primarily involved in commercialisation of FRIM‟s technology. Currently there are 50 active
start-up companies with 83 technopreneurs within the Symbiosis Programme at various stages of commercialisation
activities and 75 jobs have been created since the inception of Symbiosis Programme.
Report of the MTCP-MTDC Technology Commercialisation Workshop for
Practitioners from African Countries held from 23rd
• Saw a great opportunity (job, idea, technology, etc)
• Pursuing a passion, interest
• Freedom – be in charge of own destiny & ability to set own life
• Responsibility to society - Improve society in some meaningful way
• Spending more time with family
• Change – escaping dysfunctional workplace
• Look for a sense of accomplishment
• Control of own destiny
Where do you start..??
Being an entrepreneur is very, very risky. Very, Very Low Success Rate.
For a start, who could put you out of business? YOURSELF!
Top 10 Reasons why Start‐ups fail…
1. Startups run out of cash. Entrepreneurs get greedy.
2. Founders don‟t have complete faith in each other.
3. CEOs hire weak team members.
4. They want to do too much.
5. They go after too small a market.
6. They don‟t charge enough from their customers to survive.
7. They hire too many people up front.
8. Sheer luck (or lack thereof).
9. They don‟t work hard enough or fast enough or smart enough.
10. They don‟t take enough risks.
Maximise the Funds
• Use the funds efficiently & effectively - Stretch to the last dime.
• Pay for things only when absolutely necessary – why rent when you can work from home, or use virtual office.
• Don‟t buy – borrow, rent or lease, if possible.
• Do everything yourself – hire only the right people, at the right stage of development.
What Do these Words Mean?
Entrepreneurial process – Guide to: Idea Generation. Idea Validation. Idea Implementation Entrepreneur - Actor: Someone who undertakes the risk associated with creating, organising, and owning a business.
Entrepreneurship - Awareness: The recognition of an opportunity to create value, and the process of acting on this opportunity.
Key Attributes of an Entrepreneur
• Goal: Personal > Business
• Courage: not to be intimidated by failure or the anticipation of failure.
• Action: The implementation of knowledge (wisdom)
• An entrepreneur is always driven by PASSION. Entrepreneurship is NOT a job, it‟s a RELIGION.
• It is NOT a forced exercise; it needs 100% commitment.
What goes into a Business Plan?
• Quantify a specific market segment,
• Demonstrated customer need,
• Put together a defined product or service complete with specification,
Race Against Time Time is so important that humans have worked
hard on tracking it for thousand of years so that
you only have to learn how to manage it !!!
Period 2: Strategic focus
What business aren‟t we in
Implementing the business we are in
Knowing bttter than anyone else
What will people pay
How many will they buy
How to distribute
How to service the customer
Identifying strategic partners
Developing relations with suppliers
Going beyond the prototype to a truly scalable product
Recruiting a complete team
Raising institutional money
Period 4; Corporate management
Hiring outsiders
Going public
Shedding those who cant keep up
Formalizing the culture
Rationalizing the strategy
Report of the MTCP-MTDC Technology Commercialisation Workshop for
Practitioners from African Countries held from 23rd
– 27th
June, 2014 in Malaysia Page 21 of 42
ENTREPRENEUR & NETWORKING •Establishment of mutual beneficial relationship with
other people
•Clustering to gain information
•Assist in making decision
•Support network
•Provide „loyalty‟
•NO immediate gains
•Establish a beneficial string of friends in need
CRITERIA OF SUCCESSFUL TECHNO-E •Entrepreneurial- visionary, innovator, strategist,
creative and need to control
•Managerial – orderly, pragmatic and predictable
•Technical capabilities - working and do things
To be a successful Techno-E, there needs to be a balance
of all three traits.
Gerber, Michael E., The E Myth Revisited
EXAMPLE: LOCAL TO GLOCAL - CASES
Commer cialization - The Cycle in MYAGRI Funding
COMMERCIALISATION SUCCESS FACTORS
Three major resources:
BIOFERTILIZER AND BIO-ORGANIC BY TERAJU, YAB PM OFFICE
Strategy A: Waste to Wealth & Commodities in the Oil Palm Sector
Strategy B: Waste to Nutrients in the Paddy Field
MYAGRI BIO-ORGANIC PROGRAMME
Strategic Nutrient Recycling to Optimize Inorganic Fertilizer Applications
Re-evaluation
(Evolution/revolution)
R&D
Market Commercialisation
Funding
Profit
Asset/Investment
Expenses/Loss Profit
Income/ Working Capital
Human
Market
acceptance
Financial
Knowledge
Report of the MTCP-MTDC Technology Commercialisation Workshop for
Practitioners from African Countries held from 23rd
– 27th
June, 2014 in Malaysia Page 22 of 42
CDM Biogas Plant
CDM BIOGAS PLANT ORGANIC WASTE TO ENERGY
Mills
Biogas Plant
Investor
ALGAE-BASED BIO-PRODUCTS
TOTAL NUTRIENT RECYCLING
Human Feed
•Health Supplements Animal Feed
•Nutrient supplements Algae Oil
•Bio-diesel •Bio-ethanol
EXAMPLE OF MTDC SYMBIOSIS PROJECT Frutti Fibbi is hi-fiber flour made from pineapple cores that provides better dietary since it is more delicate in texture
and has high water holding capacity than any other vegetation fiber. The flour can be used as an additive to other
flour in the making of bread, noodles, cakes, cookies or ice cream. Frutti Fibbi acts as dietary fiber that improves
digestive system, lowers blood cholesterol, regulates sugar levels and maintains body weight as desirable.
Pineapple by-products from cannery
Turn
into
Dietary fiber flour
-3 particle sizes for different application
New Food
Resources
CONCLUSION: Entrepreneur should:
•Identify a NEED
•Conceptualize a SOLUTION
•Demonstrate a PROTOTYPE
•Develop a ROLL-OUT PLAN and get FUNDING
•MARKET the product using correct channels and packaging
•UNDERSTAND the changing climate and adjust to it
•Develop a strong relationship with CUSTOMERS
•“GIVE CUSTOMER SOLUTIONS THAT SOLVES A REAL PAIN”
Adopted from: Haas School of Business, UC Berkeley
A Successful Venture?
Is it a Golden Egg? Or A System to Continue Producing the Golden Egg
Report of the MTCP-MTDC Technology Commercialisation Workshop for
Practitioners from African Countries held from 23rd
– 27th
June, 2014 in Malaysia Page 23 of 42
2.4. OVERVIEW OF TECHNOLOGY COMMERCIALIZATION
By Fatimah Mohd Amin, Ph.D
What is Technology Commercialization? •Technology commercialization is the process of transforming an idea or scientific discovery into new or improved
product, process or service
•The process is complex, non-linear, with false starts, dead ends, changes in direction and feedback loops
•It requires different skill sets – scientific, technical, business, marketing
•There are various options for realizing value – licensing, start-up, alliance
Importance of Technology Commercialization •An idea or discovery, by itself, has no direct economic value; economic value is created when an idea or discovery
finds an application and gets translated into a product, process or service
•Commercialization provides return to public investment in research; ensures that new and promising ideas become
seeds to innovative products and services
•Commercialization leads to creation of new ventures which are needed for competitiveness and economic growth
Technology Commercialization Process from Discovery to the Marketplace
Commercialization is non-linear with feed-back loops
Report of the MTCP-MTDC Technology Commercialisation Workshop for
Practitioners from African Countries held from 23rd
– 27th
June, 2014 in Malaysia Page 24 of 42
Discovery/Ideation Phase •Technology commercialization commences with the techno-market insight
•Ideas evolve through constant iteration between a new technological capability and market need
•Researchers generate new technological possibilities that are embodied in new discoveries and methods
•Research could be triggered by real or perceived market needs or by researcher‟s own convictions or interests
You need to start with many ideas to get one successful product
Proof of concept entails evaluation of the technological feasibility and commercial viability of a technology
•How is it done?
- prototype for product/service
- scaling-up and/or pilot plant for process
•This phase involves high risks, requires large resources and is frequently the end of the commercialization initiative
– the phase commonly termed as “Valley of Death”
Proof of Concept Phase “Valley of Death”
Report of the MTCP-MTDC Technology Commercialisation Workshop for
Practitioners from African Countries held from 23rd
– 27th
June, 2014 in Malaysia Page 25 of 42
Resources for Technology Commercialization
Product Development Phase Product development refers to the entire process of:
- identifying a market opportunity
- creating a product to appeal to the identified market;
- testing/trials; and
- modifying and refining the product
Technology Commercialization Options
1. Sale or Assignment of IP Rights •Sale by owner of all his exclusive right to an invention to another person or legal entity
•Outright sale is suitable for common technologies
2. Licensing •The permission by the owner to a patented invention to
another person or legal entity to perform one or more of the
„acts‟ which are covered by the exclusive right to the
patented invention
•Licensing is one of the most common modes of technology
commercialization
•Financial compensation typically include:
–Up-front fees or lump-sum payments
–Running royalties (e.g. based on sales volume)
–Milestone payments
Types of Licenses
Exclusive • Only one licensee has the rights to exploit the invention
• Desirable for high risk investment
• Necessary to “induce” investment
Non-exclusive • Similar licenses may be granted to more than one
company
• Invention is a broadly applicable process
• Invention is useful to many companies thus not
necessary to “induce” investment
Partially Exclusive • Same technology licensed again for a different
geographical region or for a different application
• Agreement must specify field of use or application
• Licensee has the rights to exploit only for the
specified application
3. Alliance •Collaborating with another person or legal entity for the
purpose of acquiring assets or expertise to complement the
capabilities of the owner of the invention and that are
essential to bring the invention to the market
• Examples of complementary assets are:
-Distribution channels
-Specialized manufacturing capabilities
-Sales force
-Other expertise
R
e
s
o
u
r
c
e
s
Early Development
Research resources Commercialization
resources
Private fund
Valley of death
Public fund
Commercialization Discovery
Phases of Commercialization
Report of the MTCP-MTDC Technology Commercialisation Workshop for
Practitioners from African Countries held from 23rd
– 27th
June, 2014 in Malaysia Page 26 of 42
4. Joint Venture •A contractual agreement between two or more parties for
the purpose of executing a business undertaking with mutual
sharing of profits and losses
•There are 2 basic forms of joint venture (JV) namely equity
JV and contractual JV
•The equity JV is an arrangement whereby a separate legal
entity is created
•A contractual JV might be used where the establishment of
a separate legal entity is not needed or where it is not
possible to create such an entity
5. New Venture •Creation of new business or “start-up” by licensing
technology
•Sometimes called “entrepreneurial technology
transfer”
•In the USA 1-2 spin-offs per US$100 million
research expenditure; best practice 5-20 spin-offs
per US100 million research expenditure)
Determinants of Commercialization Success •A compelling commercial concept
•Continuing validation through the acquisition of new, „smart‟ and meaningful investment
•A „champion‟ well matched to the needs of the project, especially during the more uncertain early phases
Research Universities play a major role in the New Economy
- University research needs to be aligned to new Innovation-led economy and contributes to National Key Economic
Area (NKEA)
What is Innovation? Innovation = technology + entrepreneurship. Commercialization of new ways of problem-solving by combining: technology:
improvements in product, process, marketing or organization; & entrepreneurship to turn ideas into wealth.
A continuum of activities
New-to-the-world, new-to-the-market vs. new-to-the-firm
Disruptive vs. incremental adaptation of existing technologies
Privately-driven vs. requiring public-private partnerships/subsidies
Successful implementation of creative ideas
Creativity is the production of novel and useful ideas by an individual or small group of individuals teaming up
Implementation refers to the methods use to put the creative ideas into practice
Innovation = f ( creativity , implementation )
Value Creation in Innovation-Led Economy is Greater than Linear Growth under Resource-Led Economy
Report of the MTCP-MTDC Technology Commercialisation Workshop for
Practitioners from African Countries held from 23rd
– 27th
June, 2014 in Malaysia Page 35 of 42
Universities can be catalysts of economic growth
• The New Economic Model identifies innovation and entrepreneurship as the next source of growth assets
that we have in our human capital and R&D portfolio is not being made available to the market soon
enough, or at all.
• So how do we unlock the value of this huge untapped wealth, of uncommercialized R&D?
Other deliverables?
• To value-add research findings by considering the innovation value chain seriously; the potential impact of
research is not only to science but also to science business.
• University As Engine For Innovation
Research & Innovation Ecosystem in UKM
Research Management Centre. Technology Transfer Office. Technology Transfer Company (UKMTech)
that report directly to the Deputy Vice-Chancellor (Research & Innovation)
University Technology Transfer Office
Turning R&D into profits: Commercialization of R&D/Innovations
Vision: To be a leading Innovation & Technology Transfer Centre in the country
Mission
1. To inculcate the culture of innovation on UKM Campus
2. To promote transfer of UKM technology, know-how and innovation for wealth creation & societal well-being
3. To develop new enterprises from technological research & innovation & create value/multiplier effect to economy
Why do we do this?
• Transfer knowledge out of the university to benefit society and country‟s economy (increase impact of research)
• Create jobs within new start-ups
• Bring in new research funding, particularly industry/agency sponsored research
• Raise the profile of UKM
• Meet metrics as mandated by government
• Create financial returns for UKM and academic inventors (when technology/products/services are successfully
being sold, share profits in the form of royalties, maybe the sale of shares in successful start-up companies)
Policies on commercialization of research have been put in place
UKM IP and Commercialisation Policies: IP Main Policy (2010). Student IP Policy (2010) & Associate IP Policy
(2011). IP Commercialisation Policy (2011)
Bringing R&D Results to Marketplace
Report of the MTCP-MTDC Technology Commercialisation Workshop for
Practitioners from African Countries held from 23rd
– 27th
June, 2014 in Malaysia Page 36 of 42
Reward System: IP Commercialisation Policy
Nett commercialisation revenue may be distributed between Originator, UKM and UKMTech as follows:-
Nett Commercialisation Revenue (RM) Originator UKM Faculty/ Centre/ Institute UKMTech
First RM250,000 70% 5% 5% 20%
Next RM250,001 to RM1,000,000 50% 10% 10% 30%
Next RM1,000,001 and above 40% 15% 15% 30%
Source: UKM’s IP Commercialisation Policy 2011
TTO’s Objectives & Roles
MARKET-DRIVEN RESEARCH INITIATIVES
ETP RESEARCH FUND
• To realize UKM role in promoting government aspiration in the implementation of New Economic Model
(NEM) which is driven by Innovation and:
• To strengthen UKM role in creating Innovative Human Capital from secondary to tertiary level.
INDUSTRY CHALLENGE RESEARCH
• To carry out “Market-Pull” research that results in solution for the industry in the form of technology,
product development and innovation
• Solving the “Market Pains” and helping SMEs to increase global competitive edge.
R&D INNOVATION STUDIES • To mitigate funding gap between proof-of-concept (PoC) and Prototype in order to interest industry taker /
investors to bring the research outcome to marketplace;
• Creating alpha or beta prototype.
• To facilitate researchers in identifying market needs in order to mitigate technology risk and will increase
the commercial potential and probability.
Report of the MTCP-MTDC Technology Commercialisation Workshop for
Practitioners from African Countries held from 23rd
– 27th
June, 2014 in Malaysia Page 37 of 42
IP Protection 2010-2013
Current Challenges
• Need not only more IP in the pipeline, but also IP that more closely meets the needs of industry • PIK plans to provide hands-on support and introductions to facilitate greater interaction between
researchers and industry partners
• This activity needs to link into existing efforts by UKM to work with industry in Malaysia and overseas
Business Models
• Assignment (outright sales) - Transfer
of legal and beneficial ownership
• Licensing:
-Exclusive, Non-Exclusive, or Sole
• Start-up/Spin off company
• Joint Venture / Industrial Collaboration
• Other: e.g. Unincorporated JV, OEM,
Distributorship, etc.
Scenario
• Since 10-20 years ago it has become common to try alternative
pathways towards commercialization of new innovations
• Technology Transfer Offices (TTO ) has spun-out innovations
into stand-alone start-up ventures with the help of external
venture capital funds and/or internally-generated seed capital
UKM Start Up Companies • As of 2012, 30 start up companies were formed to commercialize
research products. Current Status (5 STUs at Market Entry, 10
exit as spin-off and 15 under incubation)
UKM TECHNOLOGY SDN BHD UKM is currently intensifying its effort and focus on commercialisation of its Research and Development as part of
its objectives as the Research University in Malaysia. It is doing this through UKMTECH, which is the Technology
Transfer Company of Universiti Kebangsaan Malaysia, entrusted to accelerate the commercialisation of UKM‟s
R&D and IP into the market.
Vision: To be an effective Technology Transfer Company
Mission: To accelerate the commercialization of UKM‟s Intellectual properties
Symbiosis programme
The Symbiosis is a joint Graduates Entrepreneurship Programme between UKM and MTDC to promote
commercialisation of public-funded Research & Development (R&D). The objectives of the Programme are:-
• To promote the commercialisation of R&D output of public universities and research institutions;
• To increase the number of technology-based start-ups;
• To equip fresh graduates with entrepreneurial skills; and
• To provide employment for fresh graduates in a technology-based industry set-up.
The symbiosis engagement:
• UKM to provide TECHNOLOGY (+ technical consultation)
• MTDC to provide FUNDING (+ nurturing entrepreneur)
Report of the MTCP-MTDC Technology Commercialisation Workshop for
Practitioners from African Countries held from 23rd