Foreword |
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xiii | |
Acknowledgments |
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xv | |
The Book's Web Sites |
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xxi | |
Section I Innovation Is A Process Of Connected Steps |
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1 Investment Uses a Translation Process to Deliver Innovation |
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3 | (6) |
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2 Investment Is Critical to a Nation's Prosperity |
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9 | (2) |
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3 The Journey of Innovation Begins with Investment |
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11 | (8) |
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4 The United States Helps Small Companies Conduct R&D |
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19 | (6) |
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5 Commercialization Is Primarily Executed through Two Organization Types |
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25 | (8) |
Section II Investment Must Be Connected To Exit |
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6 Angels and Venture Capitalists Invest in Commercialization |
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33 | (18) |
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The Stages of Start-Up Financing |
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33 | (5) |
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The Players in Start-Up Financing |
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38 | (13) |
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7 Create Liquidity for Your Investors |
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51 | (8) |
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8 A Liquidity Event Is Not Consummated without Due Diligence |
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59 | (14) |
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A Start-Up Is Designed to Be Temporary |
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59 | (1) |
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The Reasons for Due Diligence |
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60 | (1) |
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Risks Associated with Due Diligence |
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61 | (12) |
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9 Due Diligence Reputation Is a Critical Business Process |
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73 | (18) |
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Due Diligence Reputation Is a Critical Brand Component |
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73 | (1) |
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Do What You Say, Then They Will Trust What You Forecast |
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74 | (2) |
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Ambiguous Processes Are a Quality Assurance Problem |
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76 | (3) |
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The Components of a Due Diligence Business Process |
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79 | (12) |
Section III Align With The Industry Norms |
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10 Find the Industry Norms |
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91 | (6) |
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11 Solve an Important Customer Problem |
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97 | (12) |
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The Disease State Model Identifies the Triggers to Risk and Creating Market Value |
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102 | (1) |
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The Health Care Flow Chart Visualizes the Market's Value Chain |
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103 | (6) |
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12 Demonstrate the Ability to Access the Sales Channel |
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109 | (8) |
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13 Gather Domain-Experienced Personnel to Reduce Risk |
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117 | (32) |
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122 | (10) |
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132 | (5) |
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137 | (1) |
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Domain-Experienced Personnel |
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138 | (1) |
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139 | (1) |
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140 | (1) |
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Suppliers and Contractors |
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140 | (3) |
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143 | (5) |
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A Thoughtful Gathering of Experience Reduces Risk |
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148 | (1) |
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14 Determine the Acquirer's Strategic Future and Purchase Triggers |
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149 | (12) |
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Find Your Targets (Potential Acquirers) |
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149 | (1) |
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Develop Industry Micro and Macro Maps |
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150 | (4) |
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Analyze the Industry's Product Life Cycle |
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154 | (2) |
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Analyze Your Acquirer's Product Life Cycle |
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156 | (1) |
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Finalize Your Target List and Uncover the Acquirer's Purchase Triggers |
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156 | (1) |
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Map Your Start-Up's Exit Points |
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157 | (1) |
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Determine What They Want to Buy: It Could Be More Than IP |
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157 | (3) |
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The Acquirer Purchase Trigger Database |
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160 | (1) |
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15 Align an Investor's Fundable Milestones and an Acquirer's Exit Points |
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161 | (12) |
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Know Your Targets: Arrive Early and Cheaply |
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161 | (5) |
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Add the Acquirer's Exit Points to Your Funding Map |
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166 | (1) |
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Create a Funding Relationship Management System |
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166 | (2) |
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Plot Your Funding Syndicate by Working Backward |
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168 | (1) |
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Create Your Tactical Approach by Investment Class |
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169 | (1) |
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Install a Management and Measurement System |
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170 | (1) |
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170 | (3) |
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16 Create an IP Pyramid for Impervious Positioning |
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173 | (10) |
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Can the Technology Create a Franchise Category? |
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178 | (1) |
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Can the Technology Create a Product Category? |
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178 | (1) |
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Is There a Specific Class of Patient or Clinical Situation Where the Patent Would Be the Obvious Answer? |
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179 | (1) |
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Is There Outcomes Evidence? |
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179 | (1) |
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How Can the Patent Be Built upon over Time to Evolve for Distance as Other Players Attempt to Enter the Market? |
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179 | (4) |
Section IV A Start-Up Must Tell A Compelling Story |
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17 Address Your Story to the Needs of All Constituencies |
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183 | (4) |
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183 | (1) |
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184 | (2) |
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186 | (1) |
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187 | (18) |
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188 | (1) |
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188 | (1) |
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189 | (1) |
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189 | (3) |
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192 | (2) |
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194 | (2) |
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196 | (1) |
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Proprietary Relationships |
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196 | (1) |
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197 | (1) |
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198 | (2) |
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Regulatory and Reimbursement |
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200 | (1) |
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The Company and Management |
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201 | (1) |
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The Commercialization Plan |
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201 | (1) |
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Capitalization and Exit Strategy |
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202 | (1) |
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Financial Projections and Risks |
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202 | (3) |
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19 Tell a Compelling Story with the Investor Pitch |
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205 | (10) |
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206 | (1) |
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206 | (1) |
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207 | (1) |
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208 | (1) |
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209 | (1) |
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210 | (1) |
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210 | (1) |
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The Commercialization Plan |
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211 | (1) |
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211 | (1) |
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212 | (1) |
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212 | (1) |
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213 | (1) |
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213 | (2) |
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20 Continuously Improve Your Message with the Plan-Do-Check-Act Cycle |
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215 | (4) |
Notes |
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219 | (6) |
Index |
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225 | |