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Chemistry Entrepreneurship [Kõva köide]

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  • Formaat: Hardback, 288 pages, kõrgus x laius x paksus: 249x175x20 mm, kaal: 703 g
  • Ilmumisaeg: 10-Nov-2021
  • Kirjastus: Blackwell Verlag GmbH
  • ISBN-10: 3527345442
  • ISBN-13: 9783527345441
Teised raamatud teemal:
Chemistry EntrepreneurshipSuurem pilt
  • Formaat: Hardback, 288 pages, kõrgus x laius x paksus: 249x175x20 mm, kaal: 703 g
  • Ilmumisaeg: 10-Nov-2021
  • Kirjastus: Blackwell Verlag GmbH
  • ISBN-10: 3527345442
  • ISBN-13: 9783527345441
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9783527345441.html
Märksõnad:

A groundbreaking guide to the commercialization of scientific breakthroughs in chemistry, from  successful entrepreneurs 

Chemistry Entrepreneurship is a step-by-step guide that is specifically devoted to understanding what it takes to start and grow a new company in the chemistry sector. Comprehensive in scope, the book covers the various aspects of the creation of a new chemical enterprise including: the protection of the invention, the business plan, the transfer from the research center or university, the financing, the legal setup, the launching of the company and its growth and exit strategies.  

This hands-on book contains the information needed to help to determine if you have what it takes to be a chemistry entrepreneur, explains how to take an ideas out of the lab and into the real world, reveals how to develop your burgeoning business, and shows how to sustain and grow your business. This much-needed resource also includes interviews with founding scientists who created their own successful chemical companies. This important book:   

  • Provides the practical information on how to start a company based on a scientific breakthrough 
  • Offers information on the mindset it takes to become, and remain, successful in the marketplace 
  • Presents case studies from world-renowned and highly experienced professionals who have successfully started a company 

Written for chemists in industry, chemists, materials scientists, chemical engineers, Chemistry Entrepreneurship is a guide for becoming a founder of a successful chemical company. 

Foreword xv
Preface xvii
1 We Need An Entrepreneurial Culture in Chemistry: Do You Have What It Takes to be a Chemistry Entrepreneur?
1(15)
Frank L. Jaksch
1.1 Introduction: Disruptive Innovation in Chemistry is in High Demand
1(1)
1.2 Examples of Innovation in Chemistry Catching the Eye of the Mainstream Market
2(4)
1.2.1 Food and Nutrition
2(1)
1.2.1.1 Just (formerly Hampton Creek)
2(1)
1.2.1.2 Impossible Foods
2(1)
1.2.1.3 Perfect Day
2(1)
1.2.1.4 Endless West (formerly Ava Winery)
3(1)
1.2.2 Sustainable/Renewable Chemistry
3(1)
1.2.2.1 Ginkgo Bioworks
3(1)
1.2.2.2 Modern Meadow
3(1)
1.2.2.3 Genomatica
3(1)
1.2.2 A Zymergen
3(1)
1.2.3 Biotech/Pharma
3(1)
1.2.3.1 Moderna Therapeutics
4(1)
1.2.3.2 Unity Biotechnology
4(1)
1.2.3.3 CRISPR Therapeutics, Intellia Therapeutics, and Editas Medicine
4(1)
1.2.4 Diagnostics
4(1)
1.2.4.1 23andme
5(1)
1.2.4.2 Grail Diagnostics
5(1)
1.2.4.3 Viome
5(1)
1.2.5 Cautionary Tales
5(1)
1.2.5.1 Theranos
5(1)
1.2.5.2 Solazyme (TerraVia)
6(1)
1.3 Unique Challenges for Chemistry Entrepreneurs
6(7)
1.3.1 The Most Important Trait of Every Chemical Entrepreneur
7(2)
1.3.2 Chemistry Accelerators, Incubators, and Academic Spin-offs
9(1)
1.3.3 Do Something, do Anything, even if it is Wrong
10(1)
1.3.3.1 Penicillin
10(1)
1.3.3.2 Post-It
11(1)
1.3.3.3 Saccharin
11(1)
1.3.3.4 Teflon
11(1)
1.3.3.5 Viagra
12(1)
1.3.4 You have your Discovery; now you need a Patent
13(1)
1.3.4.1 Provisional Patent
13(1)
1.3.4.2 Patent Application
13(1)
1.3.4.3 Patent Prosecution
13(1)
1.3.4.4 Structure of the Patent Claims
13(2)
1.3.4.5 Patent Search and Prior Art
13(1)
1.3.4.6 Publishing Before Patenting
14(1)
1.3.4.7 PCT International Patent
14(1)
1.3.4.8 Protectable Patent Value
14(1)
1.3.4.9 Selecting the Wrong Lawyer for the Job
14(1)
1.4 Invention is Only the Beginning of Creating a Company
15(1)
1 A. 1 Know your Role: Foundirtg CEO vs. Founder vs. Inventor
16(17)
1.4.2 Raising Money: Acquiring the Right Money at the Right Time
17(1)
1.4.2.1 Self-funding
18(1)
1.4.2.2 Friends and Family
18(1)
1.4.2.3 Angel Investors
18(1)
1.4.2.4 Accelerators and Incubators
18(1)
1.4.2.5 Debt
18(1)
1.4.2.6 Strategic Investment
19(1)
1.4.2.7 Private Equity
19(1)
1.4.2.8 Venture Capital
19(1)
1.4.2.9 Investment Banks
20(1)
1.4.3 Can you get the idea for Commercialization?
21(1)
1.4.4 When you are Ready to Commercialize, which path do you take?
22(1)
1.4.4.1 Licensing Deal
22(1)
1.4.4.2 Business-to-Business (B2B)
23(1)
1.4.4.3 Business-to-Consumer (B2C)
23(1)
1.5 Do you have the Traits of an Entrepreneur?
24(6)
1.6 Summary: Do You Have What It Takes? 28 Recommended Readings and References 30 Author Biography
30(3)
2 Taking Ideas Out of the Lab: Why and When to Start a Company in the Biomedical Field
33(28)
Miguel Jimenez
Jason Fuller
Paulina Hill
Robert Longer
2.1 Introduction
33(1)
2.2 Company Case Studies: Interviews with the Founding Scientists
34(9)
2.2.1 Advanced Inhalation Research: Interview with David Edwards
34(1)
2.2.1.1 Core Technology
34(1)
2.2.1.2 What was the Key Problem and Initial Idea that Sparked the Work?
34(1)
2.2.1.3 Why was it Important to Start Advanced Inhalation Research?
35(1)
2.2.1.4 When was the Technology Ready to Start Advanced Inhalation Research?
35(1)
2.2.1.5 What Lessons Did You Learn Through This Process?
35(1)
2.2.1.6 Current Status
35(1)
2.2.2 Kala Pharmaceuticals: Interview with Justin Hanes
36(1)
2.2.2.1 Core Technology
36(1)
2.2.2.2 What was the Key Problem and Initial Idea that Sparked the Work?
36(1)
2.2.2.3 Why was it Important to Start Kala Pharmaceuticals?
36(1)
2.2.2.4 When was the Technology Ready to Start Kala Pharmaceuticals?
36(1)
2.2.2.5 What Lessons Did You Learn Through This Process?
37(1)
2.2.2.6 Current Status
37(1)
2.2.3 Moderna: Interview with Derrick Rossi
37(1)
2.2.3.1 Core Technology
37(1)
2.2.3.2 What was the Key Problem and Initial Idea that Sparked the Work?
37(1)
2.2.3.3 Why was it Important to Start Moderna?
38(1)
2.2.3.4 When was the Technology Ready to Start Moderna?
38(1)
2.2.3.5 What Lessons Did You Learn Through This Process?
38(1)
2.2.3.6 Current Status
38(1)
2.2.4 Sigilon Therapeutics: Interview with Arturo Vegas
38(1)
2.2.4.1 Core Technology
39(1)
2.2.4.2 What was the Key Problem and Initial Idea that Sparked the Work?
39(1)
2.2.4.3 Why was it Important to Start Sigilon?
39(1)
2.2.4.4 When was the Technology Ready to Start Sigilon?
39(1)
2.2.4.5 What Lessons Did You Learn Through This Process?
40(1)
2.2.4.6 Current Status
40(1)
2.2.5 Suono Bio: Interview with Carl Schoellhammer
40(1)
2.2.5.1 Core Technology
40(1)
2.2.5.2 What was the Key Problem and Initial Idea that Sparked the Work?
40(1)
2.2.5.3 Why was it Important to Start Suono Bio?
40(1)
2.2.5.4 When was the Technology Ready to Start Suono Bio?
41(1)
2.2.5.5 What Lessons Did You Learn Through This Process?
41(1)
2.2.5.6 Current Status
41(1)
2.2.6 Vivtex: Interview with Thomas von Erlach
41(1)
2.2.6.1 Core Technology
41(1)
2.2.6.2 What was the Key Problem and Initial Idea that Sparked the Work?
41(1)
2.2.6.3 Why was it Important to Start Vivtex?
42(1)
2.2.6 A When was the Technology Ready to Vivtex?
42(1)
2.2.6.5 What Lessons Did You Learn Through This Process?
42(1)
2.2.6.6 Current Status
42(1)
2.3 Why Start a Company?
43(4)
2.3.1 To Have the Largest Impact on Patients
43(1)
2.3.2 To Introduce a New Platform Technology
44(1)
2.3.3 Is Licensing an Alternative?
45(1)
2.3.3.1 Licensing to Existing Companies
46(1)
2.3.3.2 Corporate-sponsored Academic Research
46(1)
2.4 When to Start a Company?
47(4)
2.4.1 Is There Enough In Vivo Validation?
47(1)
2.4.2 Was a Patent Filed?
48(1)
2.4.3 Was a Paper Published?
49(2)
2.5 The Secret Ingredient: Who and What?
51(3)
2.5.1 Who Will Start the Company?
51(1)
2.5.1.1 Seasoned Mentors as Co-founders
52(1)
2.5.1.2 Finding a Great CEO
52(1)
2.5.2 What Will the Company Actually Sell?
53(1)
2.6 Summary: Lessons Learned
54(7)
2.6.1 Lesson 1: Work on a High-impact, Platform Technology
54(1)
2.6.2 Lesson 2: Patent Early and Broadly
54(1)
2.6.3 Lesson 3: Keep the Tech in the Lab as Long as Possible
55(1)
2.6.4 Lesson 4: Must have in vivo Efficacy and Safety
55(1)
2.6.5 Lesson 5: Publish in Top Scientific Journals
55(1)
2.6.6 Lesson 6: Partner with Seasoned Entrepreneurs
55(2)
Further Reading
57(1)
Author Biographies
58(3)
3 In Pursuit of New Product Opportunities: Transferring Technology from Lab to Market
61(42)
Alex Duchak
3.1 Introduction
61(8)
3.1.1 Entrepreneurship and Technology Transfer
61(2)
3.1.2 Pursuing Commercial Product/Service Opportunities via Technology Transfer
63(2)
3.1.3 A Model for Entrepreneurship via Technology Transfer
65(3)
3.1.4 Extracting Technologies from Research Institutions
68(1)
3.2 Technology Discovery and Development
69(7)
3.2.1 Origins of Technology
69(1)
3.2.2 Technology Transfer Communication Models
70(1)
3.2.3 Transitioning Technologies into Products
70(3)
3.2.4 Timing Technology with Industry Acceptance
73(3)
3.3 Customer Discovery and Development
76(13)
3.3.1 Origins of Market Demand and Unmet Needs
76(1)
3.3.2 Identifying a Technology's Uses
77(1)
3.3.3 The Value Chain for Target Applications
77(1)
3.3.4 Identifying Stakeholders in the Value Chain
78(4)
3.3.5 Designing Product Experiments
82(1)
3.3.6 Customer Discovery and Validation Model
83(2)
3.3.6.1 Customer Routines Analysis
85(4)
3.4 Case Study: The Naval Research Laboratory's Self-Decontaminating Material
89(14)
3.4.1 The Challenge
90(1)
3.4.2 The Scientist
90(1)
3.4.3 The Problem
90(1)
3.4.4 The Solution
90(1)
3.4.5 The Future of the Technology and Future Applications
91(1)
3.4.6 Technology Background and Advantages
91(1)
3.4.7 Benefits
92(1)
3.4.8 Problem
92(1)
3.4.9 Technical Approach
93(1)
3.4.10 Solution
93(3)
3.4.11 Industrial Safety and Hygiene
96(1)
3.4.12 Healthcare and Pharmaceuticals
97(1)
3.4.13 First Response
98(3)
Suggested Reading and Resources
101(1)
Author Biography
101(2)
4 Financing and Business Development for Hard Tech Startups
103(26)
Bernard Lupien
Andrew Dougherty
4.1 Introduction
103(1)
4.2 Challenges in Financing Hard Tech Startups
104(4)
4.2.1 Balancing Ambition with Reality
104(1)
4.2.2 Hard Tech Sure Is Not Software
104(1)
4.2.3 Hard Tech Investors Are a Skeptical Bunch
105(1)
4.2.4 What Do You Mean I Will Not Exit for $1B?
105(1)
4.2.5 Hard Tech Fundraising Dissonance
106(2)
4.3 Fundraising the Right Way
108(11)
4.3.1 What Kind of Investors Should You Raise from?
108(1)
4.3.1.1 Friends and Family
109(1)
4.3.1.2 Angels
109(1)
4.3.1.3 Early-Stage Institutional Venture Capitalists
110(1)
4.3.1.4 Late-Stage Institutional Venture Capitalists
110(1)
4.3.1.5 Corporate Venture Capital
111(1)
4.3.2 Venture Capital Uncovered
112(1)
4.3.2.1 Fund Life
112(1)
4.3.2.2 Return the Fund
112(1)
4.3.2.3 The Mythical lOx and Why It Is Important to You
113(1)
4.3.3 How to Generate Interest from Investors?
114(1)
4.3.3.1 Team
115(1)
4.3.3.2 Differentiated Technology and Customer Value Proposition
115(1)
4.3.3.3 Large Target Market
115(1)
4.3.3.4 Compelling Plan to Build a Business
116(3)
4.4 The Case for Early-Stage Business Development
119(6)
4.4.1.1 Playbook for Early-Stage Business Development
121(1)
4.4.1.2 Getting Started
121(1)
4.4.1.3 Getting to the Finish Line
122(1)
4.4.1.4 Avoiding Common Pitfalls
123(2)
4.5 Summary
125(4)
Suggested Reading
128(1)
Author Biographies
128(1)
5 Battery Entrepreneurship: Gameboard from Lab to Market
129(40)
Elena V. Timofeeva
John P. Katsoudas
Carlo U. Segre
Alex Duchak
Thomas Day
5.1 Introduction
129(2)
5.2 Finding a Market Fit for Your Technology
131(2)
5.3 Energy Storage Markets
133(6)
5.3.1 Portable Electronics, Drones, and Medical Devices
134(1)
5.3.2 Grid Energy Storage and Renewable Energy
134(2)
5.3.3 Industrial Batteries and Back-up Power
136(1)
5.3.4 Home Energy Storage
136(1)
5.3.5 Electric Vehicles
137(1)
5.3.5.1 Passenger Cars
137(1)
5.3.5.2 Light Electric Utility Vehicles
137(1)
5.3.5.3 Heavy-duty Utility Vehicles, Trucks, and Buses
138(1)
5.3.6 Other Nascent Energy Storage Markets
138(1)
5.3.7 Airplanes
138(1)
5.3.8 Ships and Boats
139(1)
5.4 Battery Startup Case Studies
139(13)
5.4.1 Boston Power
140(1)
5.4.2 A123 Systems
141(2)
5.4.3 Aquion Energy
143(1)
5.4.4 Tesla
144(1)
5.4.5 Fluidic Energy
145(1)
5.4.6 Envia Systems
146(1)
5.4.7 Alevo
147(1)
5.4.8 SiNode/Nanograf
148(1)
5.4.9 Sakti3
149(1)
5.4.10 Cadenza Innovation
150(1)
5.4.11 24M Technologies
151(1)
5.5 Lessons Learned from the Case Studies
152(2)
5.5.1 Market Challenges
152(1)
5.5.2 Technical Challenges
153(1)
5.5.3 Financial Challenges
154(1)
5.5.4 Team Challenges
154(1)
5.6 Strategies for Startups and Academic Inventors
154(9)
5.6.1 Funding Strategy
155(3)
5.6.2 Strategic Partnerships
158(1)
5.6.3 Intellectual Property (IP) Management Strategy
159(3)
5.6.4 Technology Licensing
162(1)
5.6.5 Press Relations (PR) and Marketing Strategies
162(1)
5.7 Summary
163(6)
Further Reading
165(1)
Author Biographies
165(4)
6 Growing a Business in the Chemical Industry
169(44)
Michael Lefenfeld
6.1 Introduction
169(3)
6.2 Strategic Market Segmentation
172(17)
6.2.1 Do I Have a Solution to an Existing Problem or a Solution Looking for a Problem?
173(1)
6.2.2 A Solution Looking for a Problem
174(1)
6.2.3 A Problem Looking for a Solution
175(2)
6.2.4 The Opportunity Matrix: A Roadmap for Scaling a Chemical Business
177(3)
6.2.5 Find the Right Niche
180(2)
6.2.6 Sometimes a Pivot Strategy Can Work
182(1)
6.2.7 Select the Best Path to Market
183(1)
6.2.8 Licensing vs. Manufacturing
184(2)
6.2.9 Strategic Market Assessment
186(3)
6.3 Building Economies of Scale
189(7)
6.3.1 Gaining Customer Traction
190(1)
6.3.2 Customer Testimonials
191(1)
6.3.3 Pricing Models
191(1)
6.3.4 Market Entry and Initial Sales
192(1)
6.3.5 Focus on Measured Growth
193(1)
6.3.6 Direct Sales vs. Distributors
193(1)
6.3.7 Testing and Pivoting
194(2)
6.4 Growing to Commercial Scale
196(12)
6.4.1 Best Practices
196(1)
6.4.2 Financing
197(2)
6.4.3 Growth Constraints
199(1)
6.4.4 Primary and Secondary Markets
199(1)
6.4.5 Insource vs. Outsource
200(1)
6.4.6 Growing Too Fast
201(2)
6.4.7 Hidden Landmines
203(1)
6.4.8 Overcoming Competitive Threats
203(2)
6.4.9 Case Study
205(1)
6.4.9.1 ActiveEOR for the CHOPS Oil Sector
205(1)
6.4.9.2 New Market Strategy
206(1)
6.4.9.3 Introducing a New Chemical to the Oil Market
206(1)
6.4.9.4 Proof of Concept
207(1)
6.5 Summary
208(5)
Suggested Reading
211(1)
Author Biography
211(2)
7 New Models to Foster Big Pharma and Chemistry Entrepreneurship
213(28)
Antonio Gomez
7.1 Introduction
213(1)
7.2 Setting the Stage
214(2)
7.3 Big Pharma and the Open Innovation Model
216(6)
7.3.1 Universities/Research Institutions
218(1)
7.3.2 Biotech Companies
219(1)
7.3.3 Venture Capital
219(1)
7.3.4 Patient Associations and Charities
220(1)
7.3.5 Public Administrations
221(1)
7.3.6 Contract Research Organizations (CROs)
221(1)
7.4 Considerations for Would-Be Entrepreneurs
222(10)
7.4.1 General Reflections on Collaborations with Big Pharma (the How)
222(3)
7.4.2 Areas of Collaboration Between Chemical Companies and Big Pharma (the What)
225(1)
7.4.2.1 Compound Providers: Custom Synthesis
225(3)
7.4.2.2 Medicinal Chemistry-Based Biotechs
228(1)
7.4.2.3 Cheminformatics-Based Startups
228(1)
7.4.2.4 Getting Information from X-ray Diffraction Studies
229(1)
7.4.2.5 Other Areas
230(1)
7.4.3 Getting in Touch (the Where)
231(1)
7.5 Novel Business Models
232(3)
7.6 Case Study: JJI and the I2D2 Initiative
235(2)
7.7 Summary
237(4)
Author Biography
240(1)
8 The Economic Need for Chemically Based Start-Up Companies
241(22)
Daniel Daly
8.1 Introduction
241(3)
8.2 Promising Programs
244(9)
8.2.1 NSF's I-Corps (Innovation Corps) Program
244(2)
8.2.2 I-Corps Teams or National Cohorts
246(3)
8.2.3 I-Corps Sites
249(1)
8.2.4 I-Corps Nodes
249(1)
8.2.5 Case Study
249(1)
8.2.6 Non-dilutive Funding Opportunities
250(2)
8.2.7 Angel Funding: Dilutive Funding
252(1)
8.2.8 Accelerators
252(1)
8.3 Other Potential Programs
253(7)
8.3.1 Case Studies
256(1)
8.3.1.1 Evotec
256(1)
8.3.1.2 CatSci
256(1)
8.3.2 Agile Innovation Teams
257(1)
8.3.3 Case Studies
257(1)
8.3.3.1 525 Solutions, Inc.
257(2)
8.3.3.2 ThruPore Technologies
259(1)
8.4 Summary
260(3)
Recommended Reading
262(1)
Author Biography
262(1)
Index 263
Javier García-Martínez is the founder of Rive Technology, Inc. in Boston, USA, a spin-off from MIT , and Professor of Inorganic Chemistry and the director of the Molecular Nanotechnology Lab at the University of Alicante, Spain. Since 2011 he is a member of the Bureau of IUPAC and Fellow of the Royal Society of Chemistry. His work has been honored with the European Young Chemist Award in 2006, MIT's Technology Review Award (TR35) in 2007, and by the World Economic Forum, which selected him as a Young Global Leader in 2009. Professor García-Martínez has published extensively in the areas of nanomaterials, catalysis, and energy, and also has over 25 patents to his name.

Kunhao Li is a Project Leader at Rive Technology, Inc. since 2008. He has been heavily involved in the improvement of Rive's core technology in zeolite mesostructuring processes, zeolites and catalysts characterization, testing, and evaluation, as well as extension of application areas of mesostructured zeolites to chemical separations and other catalytic processes. He obtained PhD in chemistry at The George Washington University and did postdoctoral research at Rutgers University. His research work has resulted in many publications in the form of original papers and reviews, book chapters, technical reports, patent applications, and patents.