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Case Studies |
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The Experts got it Wrong! In 2004, I spoke to a group in the Detroit area. Since I was in "Car Country", I decided to make my talk more relevant by adding a story about catalytic converters. Interestingly, I spotted a technology trend.... |
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Profile of a Power Acquisition Active Screening: A Key Step in the Acquisition Process. In 2006, Merck acquired SIRNA. In one step, Merck became an independent powerhouse player in RNA Interference. Some in the industry saw the acquisition as a master stroke. |
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R&D White Spots and Competitive Advantage In collaboration with an equity research firm, we conducted research into future technology developments for stents in 2003. In we used Technology Mapping to determine whether Boston Scientific was capable of becoming a powerful competitor and to determine the potential future positions of Guidant, Medtronic and other legacy players. |
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Finding Adjacent Markets The purpose of an adjacent market study is to find new uses for existing products, processes or materials. Some time ago, a mid-sized chemical company who made detergents for laundry, cosmetic and pharmaceutical applications wanted to find new markets for their products and needed a way to break out of the their "comfort" zone. We employed a version of technology mapping, a business process, that helped identify new market opportunities and adjacent markets. The process is outlined below. |
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Assessing a New Technology & Predicting Future Technology By 2001 the Human Genome Project had changed the rules for genetic testing, and inspired development of new analytical technologies led by the nucleic acid array and amplification methods....For fully integrated, new products to emerge, technology to run each step in a genetic test must be ready for commercial development, but which technology elements of a genetic test are really ready for commercialization? Which companies own leading or lagging technologies. How will the new area of genetic testing develop? |
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Assessing R&D Program Structure within an Organization It can be useful to understand the organizational structure of key R&D projects or programs of a competitor, a potential partner or an acquisition candidate. Under non-disclosure, an organization MAY be willing to disclose the organizational structure, but often such information is very carefully guarded..... HOWEVER, a good approximation of the organizational structure of an R&D effort within an organization can be obtained using patent data and co-author analysis. |
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Technology Mapping in Competitive Technical Intelligence Our chapter has been published in the fourth volume in the Topics in CI series, published by the Competitive Intelligence Foundation (SCIP). |
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