Atjaunināt sīkdatņu piekrišanu

E-grāmata: Camels, Tigers & Unicorns: Re-thinking Science And Technology-enabled Innovation

(Cartezia, Uk), (Cranfield Univ, Uk)
  • Formāts: 344 pages
  • Izdošanas datums: 27-Feb-2017
  • Izdevniecība: World Scientific Europe Ltd
  • Valoda: eng
  • ISBN-13: 9781786343246
Citas grāmatas par šo tēmu:
  • Formāts - PDF+DRM
  • Cena: 36,07 €*
  • * ši ir gala cena, t.i., netiek piemērotas nekādas papildus atlaides
  • Ielikt grozā
  • Pievienot vēlmju sarakstam
  • Šī e-grāmata paredzēta tikai personīgai lietošanai. E-grāmatas nav iespējams atgriezt un nauda par iegādātajām e-grāmatām netiek atmaksāta.
Camels, Tigers & Unicorns: Re-thinking Science And Technology-enabled InnovationPalielināt
  • Formāts: 344 pages
  • Izdošanas datums: 27-Feb-2017
  • Izdevniecība: World Scientific Europe Ltd
  • Valoda: eng
  • ISBN-13: 9781786343246
Citas grāmatas par šo tēmu:

DRM restrictions

  • Kopēšana (kopēt/ievietot):

    nav atļauts

  • Drukāšana:

    nav atļauts

  • Lietošana:

    Digitālo tiesību pārvaldība (Digital Rights Management (DRM))
    Izdevējs ir piegādājis šo grāmatu šifrētā veidā, kas nozīmē, ka jums ir jāinstalē bezmaksas programmatūra, lai to atbloķētu un lasītu. Lai lasītu šo e-grāmatu, jums ir jāizveido Adobe ID. Vairāk informācijas šeit. E-grāmatu var lasīt un lejupielādēt līdz 6 ierīcēm (vienam lietotājam ar vienu un to pašu Adobe ID).

    Nepieciešamā programmatūra
    Lai lasītu šo e-grāmatu mobilajā ierīcē (tālrunī vai planšetdatorā), jums būs jāinstalē šī bezmaksas lietotne: PocketBook Reader (iOS / Android)

    Lai lejupielādētu un lasītu šo e-grāmatu datorā vai Mac datorā, jums ir nepieciešamid Adobe Digital Editions (šī ir bezmaksas lietotne, kas īpaši izstrādāta e-grāmatām. Tā nav tas pats, kas Adobe Reader, kas, iespējams, jau ir jūsu datorā.)

    Jūs nevarat lasīt šo e-grāmatu, izmantojot Amazon Kindle.

The commercialisation of science and technology enabled innovation is a serious topic of interest for a wide range of global audiences who share one common objective: to understand how science and technology based ideas can be turned into commercial value more effectively. Despite the vast number of publications addressing entrepreneurship, innovation and strategy there is relatively little in the literature which systematically addresses the structures, processes and mechanisms involved in turning ideas into commercially valuable propositions: this book is intended to directly address this gap.The approach in Camels, Tigers & Unicorns consists of three fundamental strands:The contents of this book should be of interest to a wide range of audiences including entrepreneurs; leaders and managers in technology firms; scientists and technologists engaged in innovation in academic institutions and corporate environments; lone inventors; groups of scientific entrepreneurs operating outside recognised structures; business and strategy consultants; managers of public and private 'intervention agencies' such as incubators and accelerators; investors; and, policy makers.
Reviews of the Book v
Foreword xiii
About the Authors xvii
Acknowledgements xix
List of Figures xxix
List of Tables xxxiii
Introduction xxxv
Part I Models, Chasms, and Vectors 1(52)
Chapter 1 Science and Technology-enabled Innovation
3(8)
1.1 Defining Science, Technology, and Innovation
3(3)
1.2 Science and Technology-enabled Innovation
6(1)
1.3 Base vs Application Technologies
7(1)
1.4 Measuring Technology Maturity: Modified Technology Readiness Levels (mTRLs)
8(3)
Chapter 2 Economic Paradigms and the Meso-economic Environment
11(14)
2.1 Why Economic Paradigms Matter
11(2)
2.2 The Evolution of Economic Paradigms
13(4)
2.3 Unpacking the Meso-economic Environment
17(4)
2.4 Dominant Paradigms
21(1)
2.5 Translating Meso-economic Components into Vectors
22(3)
Chapter 3 The Triple Chasm Model
25(16)
3.1 Theories of the Firm and Growth Metrics
25(1)
3.2 Putting the Customer at the Heart of Our Analysis
26(1)
3.3 The Three Chasms
27(3)
3.4 Empirical Generalisations and Diffusion Theory
30(1)
3.5 Our Approach to Data Modelling
31(3)
3.6 The Triple Chasm Model
34(3)
3.7 The Triple Chasm Model vs Rogers and Bass
37(4)
Chapter 4 Chasm-crossing and Commercialisation Vectors
41(12)
4.1 Defining Vectors
41(5)
4.2 Relative Importance of Vectors when Crossing Chasms
46(2)
4.3 Diffusion Modelling and Vectors
48(2)
4.4 Crossing Chasm I
50(1)
4.5 Crossing Chasm II
51(1)
4.6 Crossing Chasm III
52(1)
Part II Customers, Propositions, and Synthesis 53(66)
Chapter 5 Market Spaces
55(12)
5.1 Limitations of Conventional Market Segmentation
55(1)
5.2 Defining Market Spaces
56(1)
5.3 Market Space-centric Value Chains
57(3)
5.4 Key Market Spaces
60(4)
5.5 Chasm Behaviour Across Market Spaces
64(1)
5.6 Comparing Timescales for Different Market Spaces
65(2)
Chapter 6 Proposition Framing and the Competitive Environment
67(10)
6.1 Proposition Framing
67(2)
6.2 The Competitive Landscape
69(2)
6.3 Sources of Competitive Differentiation
71(2)
6.4 Partners, Suppliers, and Collaboration
73(4)
Chapter 7 Customer Definition
77(12)
7.1 Typology-based Customer Targeting
77(3)
7.2 Consumers
80(2)
7.3 Business Customers
82(4)
7.4 Affinity and Knowledge-centric Groups
86(1)
7.5 Estimating Market Potential
87(2)
Chapter 8 Technology Development and Deployment
89(12)
8.1 Characterising Technologies
89(3)
8.2 Base vs Application Technologies
92(1)
8.3 Technology Platforms
92(3)
8.4 Applications and Tools
95(1)
8.5 Products and Services
95(2)
8.6 Technology Deployment Strategies
97(4)
Chapter 9 Synthesising New Products and Services
101(12)
9.1 The Synthesis Challenge
101(1)
9.2 Ideation: Approaches to Concept Generation
102(3)
9.3 Approaches Based on Technology Mapping
105(1)
9.4 Creative Synthesis
105(4)
9.5 The Proposition Framework
109(4)
Chapter 10 Manufacturing and Assembly
113(6)
10.1 Generic Challenges
113(1)
10.2 Manufacturing Unpacked
113(2)
10.3 Scaling for Manufacture
115(1)
10.4 Manufacturing Process Innovation
116(1)
10.5 Integrated Design, Simulation, and Manufacturing
117(2)
Part III Strategy, Funding, and Go-to-Market 119(80)
Chapter 11 Distribution, Marketing, and Sales
121(10)
11.1 Generic Go-to-Market Challenges
121(1)
11.2 Channels-to-Market
122(3)
11.3 Positioning, Branding, and Promotion
125(2)
11.4 Key Issues for Science and Technology-enabled Firms
127(2)
11.5 Integrated Service Delivery
129(2)
Chapter 12 Commercialisation Strategy
131(10)
12.1 Strategic Ecology and Drivers
131(2)
12.2 Approaches to Strategy Formulation and Development
133(2)
12.3 Dynamic Vector-based Approach to Commercialisation Strategy
135(3)
12.4 Changing Strategic Priorities as Firms Grow
138(2)
12.5 Strategic Responses to the Competitive Environment
140(1)
Chapter 13 Business Models
141(14)
13.1 Why Business Models Matter
141(1)
13.2 Defining Business Models
141(2)
13.3 Business Model Components
143(4)
13.4 Business Model Narratives and Revenue Generation
147(3)
13.5 Business Models and Market Spaces
150(2)
13.6 Business Model Metrics
152(3)
Chapter 14 Intellectual Property Management
155(12)
14.1 Generic IP Challenges
155(2)
14.2 IP Typology for Science and Technology-enabled Innovation
157(4)
14.3 Changing IP Priorities along Commercialisation Journey
161(2)
14.4 Market Spaces and IP Priorities
163(4)
Chapter 15 Funding and Investment
167(16)
15.1 Sources of Funding
167(3)
15.2 Investment in Science and Technology-enabled Innovation
170(3)
15.3 Private Equity and Venture Capital in Perspective
173(3)
15.4 Customer Revenues as a Source of Funding
176(3)
15.5 Equity Funding and Valuation
179(4)
Chapter 16 Human Capital: Talent, Leadership, and Culture
183(16)
16.1 The Challenge for Technology Firms
183(2)
16.2 Talent
185(2)
16.3 Teams
187(1)
16.4 Organisational Structure and Management
188(2)
16.5 Leadership
190(5)
16.6 Culture in Technology Firms
195(4)
Part IV The Commercialisation Canvas, Actors, and Interventions 199(72)
Chapter 17 The Commercialisation Canvas for Single-product Firms
201(14)
17.1 The Commercialisation Canvas
201(4)
17.2 Commercialisation Trajectories
205(3)
17.3 Maturity Assessment based on the Triple Chasm Framework
208(1)
17.4 Camels, Tigers, and Unicorns
209(2)
17.5 Using the Commercialisation Canvas
211(4)
Chapter 18 Commercialising Across Borders
215(10)
18.1 Why Does This Matter?
215(2)
18.2 Characterising the Different Types of Interaction
217(2)
18.3 Managing IP Across Borders
219(2)
18.4 Managing Business Model Discontinuities
221(4)
Chapter 19 Actors, Roles, and Interventions
225(16)
19.1 Interventions in Context
225(4)
19.2 Mentors, 'Burst' Interventions and Seed-camps
229(2)
19.3 Tech Transfer Offices and Innovation Agencies
231(2)
19.4 Makerspaces, Incubators, and Accelerators
233(6)
19.5 Addressing the Chasm II Challenge: The Reactor
239(2)
Chapter 20 Innovation in Mature Firms: The Corporate Challenge
241(18)
20.1 The Corporate Challenge
241(2)
20.2 Multi-product Firms and the Commercialisation Framework
243(3)
20.3 Organisational Structures and Commercialisation
246(2)
20.4 Corporate Research and Development
248(3)
20.5 Product Portfolio Management
251(2)
20.6 Build, Buy, or Partner?
253(6)
Chapter 21 Orchestrating the Journey: The Workbench
259(8)
21.1 Our Approach
259(1)
21.2 Overview of the Workbench
260(3)
21.3 Core Data and Metadata Underpinning the Workbench
263(1)
21.4 Case Studies
263(2)
21.5 Using the Workbench
265(2)
Chapter 22 The Commercialisation Manifesto
267(4)
Notes 271(16)
Index 287
Biežāk uzdotie jautājumi par e-grāmatām Biežāk uzdotie jautājumi par e-grāmatām
Permanent link: https://www.kriso.lv/db/97817863432462e.html
Keywords: