Module 1: (2002) Overview of the Technology Transfer Process
Technology transfer is a process for conceiving and implementing a new application for an existing technology. It is typically a complex process involving a wide range of participants in multiple inter-dependent activities. This module describes the major element of this process as one unified process, involving two initiating forces (supply push or demand pull), three critical events (idea, prototype, product), four activities, and five stakeholder groups.
Module 2: (2002) Supply Push Technology Transfer
Supply Push technology transfer begins with an idea for a new product, typically demonstrated as feasible in the form of a prototype. This module describes a process for seeking out innovative new products or technologies, developed by inventors or research organizations. It then explains how to verify the marketplace's need for this new product or technology through a series of technical, market and consumer evaluations. Finally, it described how to act as an intermediary between inventors, researchers and manufacturers.
Module 3: (2002) Demand Pull Technology Transfer
Demand Pull technology transfer begins by identifying a functional limitation in an existing product resulting from a limitation in a technological capability, identifying technology solutions, and brokering the transfer of those solutions to the market. This module explains how to identify such needs and validate the market's receptivity to a solution. It then explains how to disseminate the technology requirements to developers, and how to screen potential solutions. Finally, it described how to broker the transfer from technology developers to product manufacturers.
Module 4: Flagg, J., Bauer, S.M., & Stone V.I. (2009). Primary Market Research Training Module
Primary market research is a key component of new product development strategy. It can be used to identify unmet needs within a marketplace, to determine what functions and features should be embodied in a product, or to understand consumer perception of products already in the marketplace. This training module introduces the reader to two tools for collecting primary market research data: focus groups and surveys. Techniques for designing and conducting focus groups and surveys are discussed and examples are provided. Sampling and recruitment methods and issues are described, and the relevance of primary market research to commercialization and product planning is explored. Finally, considerations when hiring a market research company are discussed.
Module 5: (2002) Secondary Market Research
Secondary market date is gathered from sources such as articles from industry or professional journals as well as from the newspaper. It also consists of database information from outside sources, such as mailing lists to companies for a particular industry, conference papers and presentations, reference books, catalogs, magazines and the Internet. Secondary research permits a breadth and depth of analysis not feasible through primary research. This module explains the process and identifies leading sources of information relevant to technology transfer in the assistive technology industry.
Module 6: (2009) Intellectual Property Training Module
Commercializing technology innovations is a complex process. Many of its milestones and related activities may be unfamiliar to many people looking to develop new technologies. Attempting to commercialize your developments will raise several new issues that must be addressed. One of the most significant issues is recognizing the importance of protecting your intellectual property. To help you better understand the issues involved, this module will suggest some early steps to help protect your intellectual property along with options for how it can be protected.
Module 7: Stone, V.I., Lockett, M., & Usiak, D.J. (Eds.) (2009). A Resource Guide to the Evaluation in the Context of New Product Development.
New products that are successful in the marketplace and beneficial to users are quite often outcomes of a formal and structured development process. At various stages throughout this process, evaluation acts as an invaluable and indispensable guide to managers, enabling them to make enlightened decisions as needed. With systematic evaluation, both process efficiency and product effectiveness are ensured, and achieving unmet needs of end users becomes a more likely reality; and without it, we are in the dark about whether and why results were achieved (or not) as expected. In this document we describe the role and methods of evaluation through and beyond the development process, bridging it both to new product success and its impact on users. We provide practical tips on the optimal use of evaluation for deriving maximum benefits to stakeholders, and illustrate key points using case studies from our three cycles of experience of developing new and improved products for persons with disabilities at the Rehabilitation Engineering Research Center on Technology Transfer ( T2RERC), which transferred technology and technological products using a model developed for this purpose.
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