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Tag : commercialization

Supreme Court: Bayh-Dole Act

Maximizing distributor performance allows bioscience companies to efficiently grow revenues.Last week, the Supreme Court ruled in the case of Stanford vs. Roche Molecular Systems, which has implications for academic inventors who receive federal funding for their research. Stanford was suing Roche Molecular Systems, claiming saying RMS did not have the rights to a patent which described a test to quantify the HIV load in a patient’s blood, which is now commonly used. RMS had bought the rights from Cetus Corporation, a private company at which a Stanford fellow, Dr. Mark Holodniy, had been assigned by Stanford to conduct research and at which Dr. Holodniy had invented the HIV load test in question.

In their prosecution, Stanford used the Bayh-Dole Act to argue that the intellectual property was rightfully theirs. For those who may be unfamiliar with the act, the Bayh-Dole Act (also known as the Patent and Trademark Law Amendments Act) granted universities, non-profit institutions, and small businesses within the United States the rights to intellectual property resulting from U.S. government-funded research. In defense, Roche Molecular Systems argued a simple point of wording. Dr. Holodniy’s contract with Stanford stated that “I agree to assign” intellectual property resulting from his fellowship at Stanford to the university, while his contract from Cetus stated that “I will assign and do hereby assign” such IP.

Despite that the Bayh-Dole Act states (albeit extremely verbosely) that rights to government-funded inventions lie first with the funded firm, then with the United States government, and lastly with the individual inventor, the Supreme Court ruled 7-2 that Cetus indeed rightfully owned the IP that they sold to Roche Molecular Systems. Chief Justice John Roberts wrote for the majority that the Bayh-Dole act does not automatically strip employees of the rights to intellectual property and because of the weak wording of Stanford’s contract (saying “will assign” instead of “do assign”) that Stanford never actually held the rights to Dr. Holodniy’s invention in the first place. You can read the full case syllabus and opinions in this pdf on supremecourt.gov.

What is of significance here is that Justice Roberts affirmed in the court opinion “the general rule that rights in an invention belong to the inventor”. This would indicate that companies, universities, and other institutions may need to have a very clear and explicit agreement that the individuals turn over their intellectual property to their institutions or else the individual may actually retain the rights, especially when the work is federally funded.

Disclaimer

BioBM Consulting is not a law firm and does not provide legal advice. If you have any questions regarding the law, please refer them to an appropriate licensed legal professional. For questions related to patent law, especially as it pertains to life science or biomedical patents, we highly recommend Gordin IP.

"Are you a life science inventor and have a great idea that you would like to commercialize? BioBM may be able to help you. Our inventor services allow scientist-inventors to inexpensively commercialize and profit from their inventions. We can guide you through all the necessary steps to sell, licence, or build a company around your intellectual property. Feel free to contact us and confidentially discuss your idea and desires."

Business Plans for Scientists

With online leads, speed is a key factor in conversion.If you have a great biotechnology innovation and you want to start a company to commercialize it, you’re almost certainly going to have to write a business plan. Even if you’re not going to try to obtain investment capital, in which case you would undeniably have to write a business plan, you should still write a business plan to make the case to yourself and anyone else involved in your start-up company that the company is viable and you have an understanding of what you’ll need to do to be successful. Most life scientists, however, have never written a business plan and likely don’t know how to properly compose one. While business plans for established companies or internal use only are not totally uncommon, we will focus on the business plan most relevant to bioscience inventors – an externally-focused business plan for start-up companies.

Every business plan is different, and you shouldn’t feel obliged to stick to any particular format. If you can make a better case for your business by changing the format, then do so. After all, the point of the business plan is to state what your business will be doing and why it will be successful. Making the document look and feel like a standard business plan is secondary. Whatever you do, just make sure you include all the necessary information.

In general, I like my scientific business plans to include the following sections:

  1. Company Overview – The company overview should be a one to three sentence description of your company. This should be very similar to your elevator pitch. It should be to the point, effectively get the readers attention, and explain the company as concisely as possible.
  2. Mission Statement – Your company’s mission statement should effectively state the purpose of the company. Don’t brush this off. Write a mission statement that will be able to guide the strategy and high-level decision making down the road. A mission statement is not a marketing tool, but it should read well.
  3. Management – Introduce your management team. Give some background on them and highlight their strengths as it pertains to the venture and their position within it. A poor management team can easily drive away investors, so be sure that your team looks good both on paper and in person. You should have enough talent on your team to realize your objectives. If there are any key skill gaps that will be addressed through outsourcing, be sure to address those in your operating plan.
  4. Market Analysis – This is where you really start to get into the meat and potatoes of the document, so to speak. The market analysis should give information on competition, market size, trends, challenges and opportunities the market presents, etc. As appropriate, you’ll need to be both descriptive and quantitative, and you will definitely need to back up your numbers. Do your homework, include references as appropriate, and make sure you back up your statements.
  5. Scientific Background – This is where you start talking about your product specifically. Since scientific products are highly technical in nature, you will need to show that your product will work as you claim and also that it will meet the needs of the market that you have just identified. If you can, reference published literature. If you’ve built a working prototype, show some results of testing.
  6. Marketing Plan – How will you market your product? How will you position your product within the marketplace to achieve the projected market share and hit your targets? What marketing channels will you use? You’ve addressed the market in your market analysis, but this is where you address how your company will interact with that market.
  7. Operating Plan – How your new biotech business will operate. You don’t have to go into minutiae, but if there are any important considerations, make sure to include them. Address operational difficulties and areas that would not be considered obvious. Again, if you plan on outsourcing anything be sure to address that here.
  8. Projections – The projections, which can also be referred to as the “financial plan”, etc., is where you will make the case that your venture is worth investing in. Extend your projections out to a relevant but not-too-distant time point. What should that time point be? That will be different for every company and would be based on your projected product development time, how long you project until your product goes to market, and what the life cycle of the product will be, and any other relevant factors. Revenues always involve some guesswork, but make sure that your cost estimates are very close. Also, don’t overestimate your revenues or no one will believe that you’re capable of hitting your targets. It’s better to have a slightly worse financial outlook that’s defensible
  9. Long Term Vision – Are there any important long-term goals or achievements for your life science start-up that would be important to partners or investors? Do you have plans for expansion into new markets to build on successes in your company’s early years? Those are some things to think about when writing a long-term vision.
  10. Disclaimer – Ever read a corporate financial statement where they give a disclaimer about “forward-looking statements”? You need to include something similar to protect yourself from liability. It won’t be a full section, per se, but it should constitute some small print at the end of the body of the document. Basically, your disclaimer should state that projections are subject to risks, not guaranteed, and that you nor your company are liable if they turn out to be incorrect.


Keep in mind this is just how I frame many of the scientific business plans that I write. I don’t even always stick to this format, so you shouldn’t feel obliged to either. This is merely a guideline.

A few other tips… Graphs, charts, and supporting data that is too long to put in the body of the business plan should go into figures and appendices. You’ll probably want a copyright notice in the footer. Don’t forget to include trademark symbols next to any slogans or names that you plan on claiming.

Some may want to include a section about risks and projected difficulties to show that you understand your limitations, are addressing them, and have contingency plans in case any of them become problems. I sit on the fence about this. While I certainly think you need to have thought about these issues in the event that they are asked, I don’t always think that including them in a business plan is a good idea. The business plan is supposed to sell people on the idea of your business, and listing all the drawbacks doesn’t do that. If there are obvious risks or obstacles, however, then you should definitely address them.

At the end of the day, your life science start-up should be able to create a business plan that is every bit as “bulletproof” as your idea. If you’re not a veteran at starting companies then there are likely issues you haven’t thought of. The creation of a business plan is a good way to expose those issues so you can address them before attempting to attract investors or launching your company and having unrecognized issues impact your bottom line. Remember that the business plan should show the value and merits of your idea, your understanding of the marketplace, and your ability to execute and realize commercial value. For maximum effect, don’t hesitate to modify the format and structure of the business plan to the unique needs of your biotech start-up and keep in mind what the purpose is and who your audience will be.

"Writing a business plan can be an intimidating thing for life scientists. If you’re not comfortable writing a business plan, or performing any functions on the road from innovation to successful commercialization, working with an experienced team can be invaluable to the success of your early-phase venture. Feel free to contact BioBM or use the form below if you have any questions that you would like to discuss. Our experience is at your disposal to help ensure your biotechnology start-up is successful."

What Inventors Don’t Think Of

Referral-based marketing works best in environments where there is open and fluid interaction between populations of customers, something that life science research environments lack.Most great life science inventions come straight from the bench. That also means that most great life science inventions come from career scientists, who are most often inexperienced in commercialization. There’s a host of things that you should think about before rushing to commercialize and many scientists turned first-time inventors often neglect one or more such issues. We’ll go over a few commonly skipped considerations so when you have the next great idea, you can properly vet it before you run to your patent attorney.

1) Be sure you own your IP!

There’s a good chance that great idea of yours may not belong to you (at least not totally). If you developed it at work or school, your institution may have a partial or full claim to your IP. Check your employment contract or other signed employment documentation. A similar issue: if you have a great idea that is essentially an improvement of another technology but is based on that other technology (in other words, your invention would require the existing technology in order to operate) you can claim rights to the improvement and file a patent, but will most likely be unable to commercialize it due to needing protected technology in order to do so.

2) Is your idea as good as you think it is?

It’s easy to get really excited about an idea for a new invention, but your emotions have to be tempered with reality and pragmatism. Is your idea really as good as you think it is? Understand the key differentiators of your technology. For example, would it be cheaper, faster, easier to use or would produce better results? What Ask some trusted friends and get some feedback or set up a survey using a free online survey tool (without giving away the idea!) and leverage social networks, forums, colleagues, professional networks, etc. Be sure others think your idea is a good one as well.

3) Is there a market for your invention?

Just because you need something doesn’t mean anyone else does. Would this product be used by a large enough market in order to justify pursuing it? This decision will need to be based primarily on three things: market size, price of the product, and cost to develop it. Ballparking at this stage is perfectly fine, but you want to be reasonably certain that your development costs would be far less than your total potential lifetime sales.

4) What would it cost to make / what would scientists be willing to pay?

This is a frequently overlooked issue early on. While without manufacturing experience or having worked in a manufacturing environment the cost of building a product can be difficult to quantify, you can think in terms of simplicity. Simple things are usually cheaper and easier to make than more complex things. If your invention would be approximately 20% better in a certain performance metric than the next best technology available but would be 100% more complex, think long and hard as to whether researchers would pay about twice as much for that 20% increase in performance.

Another small piece of advice for those innovative minds out there – don’t always think big. Some incredibly profitable yet relatively simple inventions have come in areas that were ignored for decades. Things slip under the radar all the time, and if no one else is thinking about a topic the lack of competition among innovators in that area can make commercialization much easier and improve your likelihood of success.

"Are you a life science inventor and want help or advice regarding commercialization of your invention? BioBM can help you maximize the profits you realize from your idea. Our experience bringing products to market and industry connections can help you validate your idea and bring your product to market faster and more profitably. Contact us to confidentially discuss your idea."

Success in Product Development

Implementing and obeying go / kill criteria will ensure that your life science company has a better allocation of resources.For companies, success in life science product development does not mean completed development of a single product, or even successful commercialization of a product. Likewise, triage of one product development project does not equal failure. Successful product development lies in product development operations which best contribute to the success of the company. For any life science product development project, or for product development operations as a whole, projects must be evaluated for four key factors: value, strategy, balance, and resource availability.

Value is the most obvious factor by which to evaluate a product development project. There are many metrics by which to measure project value, such as net present value (NPV), expected commercial value (ECV), Productivity Index (PI) and a host of others. Our favorite metric is slightly different – We take the NPV of expected future profits, divide that by the NPV of project costs, then multiply by the probability of success. Note that for projects that are in progress, only future costs are considered. Money already spent can’t be recovered, so it is effectively irrelevant. Value, while very important, should not be the only thing considered. If your company is evaluating projects by value alone, you are likely making some poor decisions and not realizing it.

Strategy is crucially important in selecting life science product development projects. Companies must determine how the product will fit in with their greater strategic direction. A project that does not fit with the company’s strategy can shift focus away from more important areas, both within and outside of the context of product development.

Bioscience companies should also have a balanced portfolio of product development projects. Balance comes into play in many forms: long-term projects vs. short-term projects, projects with higher probabilities of success vs. those with higher potential returns, projects that are a close fit with corporate strategy vs. projects that are more loosely aligned, products that will protect markets vs. products that aim to expand the company’s market, etc. Too little product portfolio balance, either by too little diversity or too much, can increase risk.

Last but not least, life science product development must take into consideration resource allocation and availability. If an otherwise attractive project will hit a bottleneck because of insufficient resources, it may be more effective to begin another project first which better addresses current and projected resource availability.

In order to be successful, companies need to look at life science product development at a high level, ensuring that not only is each product right for the company, but all product development projects taken as a whole represent the best mix of projects for the company in terms of value, strategy, balance, and resource allocation. While many companies will rush to declare success based on individual projects, lasting success will come from a product development selection process that takes into account multiple factors and is geared to improve the company’s performance over a long term.

"Would you like more confidence that your company is undertaking the correct projects? Would you like to implement a system that will help you improve your bioscience product development pipeline? If the answer to either of those questions is yes, then look no further. BioBM’s experienced consultants have the product development and project management experience you need to bring more certainty and better decision making to your product development project selection processes. Contact us and we’ll get started."

Benchfly: Innovation 3 of 3

The third post in life science innovation in the laboratory has been published on Benchfly. In this final post in the guest blogger series by BioBM Principal Consultant Carlton Hoyt he discusses some considerations regarding intellectual property and options for commercializing and realizing revenues from a life science invention. You can read the post on Benchfly here.

The first post, encouraging and discussing ways for life science inventors to act on their ideas, can also be read on the Benchfly blog. The second post, on ballparking the value or revenue potential of an idea, can also be read on Benchfly.

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BioBM Launches Inventor Services

BioBM Consulting is pleased to announce the launch of its new “Inventor Services” division, offering commercialization services to life science inventors and others who wish to commercialize intellectual property with a life science research focus. Celebrating the latest in BioBM’s expanding and innovative service offerings, BioBM Principal Consultant Carlton Hoyt gave the following statement:

Statement from Principal Consultant Carlton Hoyt

BioBM recognizes the massive creative capacity of life science researchers and simultaneously realizes that inventors in life science laboratories may lack access to key business and marketing experience necessary for effective and profitable commercialization of such inventions. With BioBM’s unique positioning, we recognize the value we have to offer life science inventors and can help them commercialize novel biotechnology innovations in a variety of ways. We strive to help life science inventors meet their commercial goals while expediting the development and marketing of advancements in life science tools and processes that will forward the sciences and, ultimately, human health. BioBM looks forward to fruitful collaborations with inventors from all areas of the life sciences.


The Inventor Services division of BioBM is already taking inquiries. For more information on how BioBM Consulting works with inventors, click here. For more information on the portfolio of services offered to inventors, click here.