Innovative Business Planning Overview

Technology Commercialization Perspectives

Technology-based Business Context

Ratchakrit Klongpayabal
 Overview for Innovation Business

Intellectual Property Invention Innovation

New Idea
Science-based
Intellectual property Invention
Technology-based
+ +
+
Product or Service Commercialization
Technology proof
Prototype Business management
Novelty proof

Individual Entrepreneur
Researcher, Inventor
Inventor
Business firm

Ratchakrit Klongpayabal, 2015

 Science, Technology, Engineering, and Design

Science Know why

The study of nature and natural phenomena

Technology Know how

Systematic knowledge and action, usually of industrial processes but
applicable to any recurrent activity.

Engineering
the art of directing the great sources of power in nature for the use
Do how
and the convenience of humans. In its modern form engineering
involves people, money, materials, machines, and energy. It is
differentiated from science because it is primarily concerned with how
to direct to useful and economical ends the natural phenomena
which scientists discover and formulate into acceptable theories.

Design Do to use and feel

Realization of a concept or idea into a configuration, drawing, model,
mold, pattern, plan or specification (on which the actual or
commercial production of an item is based) and which helps achieve
the item's designated objective(s).
Source: McGraw-Hill Encyclopedia of Science and Technology, 2007
Ratchakrit Klongpayabal, 2015 http://www.businessdictionary.com/definition/design.html
 Roadmap of a Product Commercialization Plan

Business Plan

Development Business Model

strategy Budget
+
Financial Plan

Commercialization Plan
Product Development

Invention Idea
Ratchakrit Klongpayabal, 2015 Adapt from: Shreefal S. Metha, Commercializing successful biomedical technologies, 2008
 Components of a Product Commercialization Plan

Plan Position Patent Product Pass Production Profits

Industry Market Intellectual New product Regulatory Manufacture Reimbursement

context research property development - plan
rights NPD

Ratchakrit Klongpayabal, 2015 Adapt from: Shreefal S. Metha, Commercializing successful biomedical technologies, 2008
 Steps of Commercialization Processes (Academic-based)

Value Proposition
Value Creation
(Soft side)
Value Creation
Marketing
(Hard side)
Design
Development
Engineering
Product manufacturing
Research Business model
Technology Marketing strategies
Product design
Packaging design Product launching
Science Interface design
Etc.
IP licensing
Technology transfer Usability design
Etc.
Technology development Production prototype
Technology proofing Production integration
Research question Laboratory prototype Up-scale production
Hypothesis testing Field prototype Standard testing
Experiment Etc.
IP Protection
Discovery Etc.
Publishing
Etc.

Ratchakrit Klongpayabal, 2015

 Basic Rationale to Exploit External R&D

Opportunity Performance Time Cost

New product Performance increasing Production time decreasing Material substitution

Business opportunities Quality Improvement Time to market Process substitution
Competitive advantage Production efficiency Etc. Labor substitution
Marketing strategy Etc. Waste utilization
Etc. Defect decreasing
Etc.

Ratchakrit Klongpayabal, 2015

 Value Creation Framework from R&D

Key features and their benefits

Deployment experience
Usage experience
Functional Value Maintenance experience
What this product does Service experience

Research
Development
Value of ownership Technology Time saving
Value of affiliation
Cost saving
Value of relationship
Quality improvement
Emotional significance
Flexibility enhancement

Emotional Value Economic Value

How it makes you feel What that means in time and money

Ratchakrit Klongpayabal, 2015 Adapt from: Panachit Kittipanyangam, From research to market, 2015
 From Research to Solution

STI Research Effect Required Action Solution

Physics Chemistry Geometry

Ratchakrit Klongpayabal, 2015

 Sample of Solution

Hair Dryer Dry Your Hair Heat blow

evaporate

Tooth Paste
Teeth Brushing Cleaning Teeth +
Brushing

Ratchakrit Klongpayabal, 2015 Source from: Panachit Kittipanyangam, From research to market, 2015
 Required Action from Physical Effects
Physical Effect
Adapt from: Semyon D. Savransky, Engineering
of Creativity (Introduction to TRIZ Methodology of
Inventive Problem Solving), 2000
Ratchakrit Klongpayabal, 2015
• Measure temperature
• Reduce temperature
• Increase temperature
• Stabilize temperature
• Locate an object
• Move an object
• Move a liquid or gas
• Move an aerosol (dust particles, mist, smoke, etc.)
• Separate mixtures
• Stabilize an object’s position
• Generation and/or manipulation force
• Change friction
• Destroy object
• Accumulate a mechanical and/or thermal energy
• Transfer energy (mechanical, thermal, radiation, energy transfer)
• Influence on a moving object
• Measure a dimension
• Change a dimension
• Detect surface properties and/or conditions
• Vary surface properties
• Detect volume properties and/or conditions
• Vary volume properties
• Develop certain structures, structure stabilization
• Detect electrical and/or magnetic fields
• Detect radiation
• Generate electromagnetic radiation
• Control electromagnetic field
• Control light, light modulation
• Initiate and/or intensify chemical reactions
 Required Action from Chemical Effects
Chemical Effects
Adapt from: Semyon D. Savransky, Engineering
of Creativity (Introduction to TRIZ Methodology of
Inventive Problem Solving), 2000
Ratchakrit Klongpayabal, 2015
Transformation of substance
• Carry in space
• Change of mass
• Change of concentration
• Change of specific weight
• Change of volume
• The changed forms
• Change of electrical properties
• Change of optical properties
• Change of magnetic properties
• Change of biological properties
• Change of chemical properties
• Change of a phase condition
• Disposal (destruction)
• Stabilization (temporary reduction of activity)
• Transformation of two and more substances into one
• Protection of one substance from penetration by another
• Drawing one substance on a surface of another
• Connection of diverse substances (condensation, congestion)
• Division of substances (allocation of one from another)
• Destruction of substance
• Accommodation of one substance in the friend
• Reception of new substances (synthesis)
• Organization of a closed cycle on substance (absorption-allocation)
• Assembly of substance from atoms
• Reception of substances with well organized structure (reception of pure
• substances)
• Transport of one substance through other
 Required Action from Chemical Effects (cont.)

Transformation of some forms of energy

• Reception of heat (input of thermal energy in system)

• Reception of cold (conclusion of thermal energy from system)
• Reception of mechanical pressure
• Generation of light radiation
• Storage of heat
• Storage of cold
• Storage of light energy
• Transport of thermal energy.
• Transport (drain) static electricity
• Regulation of light energy
• Power influence on substance
Chemical Effects

Adapt from: Semyon D. Savransky, Engineering

of Creativity (Introduction to TRIZ Methodology of
Inventive Problem Solving), 2000

Ratchakrit Klongpayabal, 2015

 Required Action from Geometrical Effects

• Reduce or increase the volume of a body at constant weight

• Reduce or increase the area or length of a body at same weight
• Transform one kind of a movement into another
• Concentrate energy/particles flow
• Intensify process
• Decrease loss of energy or substance
• Increase process
• Increase control
• Decrease control
• Increase lifetime, service reliability
• Decrease expenses
Geometrical Effects

Adapt from: Semyon D. Savransky, Engineering

of Creativity (Introduction to TRIZ Methodology of
Inventive Problem Solving), 2000

Ratchakrit Klongpayabal, 2015

 Samples of Required Action and Effects
Physical Effect
Increase temperature
• Electromagnetic induction
• Eddy current
• Surface effect
• Dielectric heating
• Electronic heating
• Electrical discharge
• Absorption of radiation by substance
• Thermal-electrical phenomena
Ratchakrit Klongpayabal, 2015
Chemical Effects
Change of concentration
• transport reactions, translation
in chemically connected
• species and allocation,
translation in hydrate/hydride
condition, in
• compressed gases,
displacement of chemical
balance, adsorption-desorption,
• semitight membranes,
complexons, liquid membranes.
Geometrical Effects
Reduce or increase the area or
length of a body at same weight
• Multistory configuration.
Gaufres. Use figures with
variable
• section. Mobius strip. Use the
surrounding areas.
Adapt from: Semyon D. Savransky, Engineering
of Creativity (Introduction to TRIZ Methodology of
Inventive Problem Solving), 2000
 From STI Research to Commercialization Opportunities

Idea from Researcher

Research
R3 R2 R1 A1 A2 A3
Process

Knowledge to Existing Domain Knowledge / Solution to Other Domain / Industry

New
R3n R2n R1n A1n A2n A3n
Technology

Solution to Customer A P1 P1.1 P1.2 P1.3

Solution to Customer B P2 P2.1 P2.2 P2.3

Solution to Customer C P3 P3.1 P3.2 P3.3

Ratchakrit Klongpayabal, 2015

 Transformation Processes from R&D to Business Plan
Researcher Research process
University Research Technology proof and technology feasible
Research supporting agency Finding Academic journals publishing

Researcher IP Management – Patent, Petty patent, Design patent

University, TLO New Licensing – Exclusive, Non-exclusive, Sole, Partially
Research supporting agency Technology Assign, Joint venture

Researcher Market or Industry environment

TLO Business Business opportunities
Entrepreneur Idea Customer problem solution

Researcher Value chain Analysis / Supply chain Analysis

Entrepreneur Product New product development – NPD
Designer, Engineer, Accredited lab Idea Product design, Product testing

Researcher and/or Entrepreneur Value creation, Value capturing,

Business angel, Venture capital, Crowdfunding Business Business model canvas-BMC, Market research
Government funding support agency Model Value proposition, Revenue stream, Cost structure, IRR,
PB

Researcher or Entrepreneur Prior feasibility study

Business angel, Venture capital, Crowdfunding Business Business start-up, Industry and market analysis
Government funding support agency Plan Production plan, Marketing plan,
Lender Operation plan, Financial plan, Risk management plan

Ratchakrit Klongpayabal, 2015

 Technology Readiness and Commercial Readiness

Source: Australian Renewable Energy Sector, Commercial Readiness Index for Renewable Energy Sectors,
Ratchakrit Klongpayabal, 2015 http://arena.gov.au/resources/readiness-tools/
 Summary of Technology Readiness Level
Level Summary
Basic principles observed and reported: Transition from scientific research to applied research. Essential
1 characteristics and behaviors of systems and architectures. Descriptive tools are mathematical formulations or
algorithms.
Technology concept and/or application formulated: Applied research. Theory and scientific principles are focused
2 on a specific application area to define the concept. Characteristics of the application are described. Analytical
tools are developed for simulation or analysis of the application.
Analytical and experimental critical function and/or characteristic proof of concept: Proof of concept validation.
3 Active research and development is initiated with analytical and laboratory studies. Demonstration of technical
feasibility using breadboard or brassboard implementations that are exercised with representative data.
Component/subsystem validation in laboratory environment: Standalone prototyping implementation and test.
4 Integration of technology elements. Experiments with full-scale problems or data sets.
System/subsystem/component validation in relevant environment: Thorough testing of prototyping in
5 representative environment. Basic technology elements integrated with reasonably realistic supporting elements.
Prototyping implementations conform to target environment and interfaces.
System/subsystem model or prototyping demonstration in a relevant end-to-end environment: Prototyping
6 implementations on full-scale realistic problems. Partially integrated with existing systems. Limited documentation
available. Engineering feasibility fully demonstrated in actual system application.
System prototyping demonstration in an operational environment: System prototyping demonstration in
7 operational environment. System is at or near scale of the operational system with most functions available for
demonstration and test. Well integrated with collateral and ancillary systems. Limited documentation available.
Actual system completed and qualified through test and demonstration in an operational environment: End of
system development. Fully integrated with operational hardware and software systems. Most user documentation,
8 training documentation, and maintenance documentation completed. All functionality tested in simulated and
operational scenarios. Verification and Validation (V&V) completed.
Actual system proven through successful operations: Fully integrated with operational hardware/software
9 systems. Actual system has been thoroughly demonstrated and tested in its operational environment. All
documentation completed. Successful operational experience. Sustaining engineering support in place.

Source: Australian Renewable Energy Sector, Commercial Readiness Index for Renewable Energy Sectors,
Ratchakrit Klongpayabal, 2015 http://arena.gov.au/resources/readiness-tools/
 Summary of Commercial Readiness Status

Status
Summary Descriptions
Level

"Bankable" grade asset class driven by same criteria as other mature energy technologies. Considered as a "Bankable”
6 grade asset class with known standards and performance expectations. Market and technology risks not driving
investment decisions. Proponent capability, pricing and other typical market forces driving uptake.

Market competition driving widespread deployment in context of long-term policy settings. Competition emerging
5 across all areas of supply chain with commoditisation of key components and financial products occurring.

Multiple commercial applications becoming evident locally although still subsidised. Verifiable data on technical and
4 financial performance in the public domain driving interest from variety of debt and equity sources however still
requiring government support. Regulatory challenges being addressed in multiple jurisdictions.

Commercial scale up occurring driven by specific policy and emerging debt finance.
3 Commercial proposition being driven by technology proponents and market segment participants – publically
discoverable data driving emerging interest from finance and regulatory sectors.

Commercial trial: Small scale, first of a kind project funded by equity and government project support. Commercial
2 proposition backed by evidence of verifiable data typically not in the public domain.

Hypothetical commercial proposition: Technically ready – commercially untested and unproven. Commercial
1 proposition driven by technology advocates with little or no evidence of verifiable technical or financial data to
substantiate claims.

Source: Australian Renewable Energy Sector, Commercial Readiness Index for Renewable Energy Sectors,
Ratchakrit Klongpayabal, 2015 http://arena.gov.au/resources/readiness-tools/
 Technology Assessment

Feasible or proofing
Novelty to industry
Uniqueness aspects
Non-similarity to existing technology
Complexity to imitation
Technology Factors Resource allocation
Skill-based required
Complimentary technology need
Performance benchmarking Technology factors include the
Strong IP protection relevant factors of new technology.
These factors may have positive or
Level of investment
negative affects for utilization
Up-scale constraints depend to recipient or licensee
Environmental impact firm.

Ratchakrit Klongpayabal, 2015

 Technology Assessment (cont.)

Quality Technical factors include the quality of

products delivered by the technology,
Reliability
the reliability of the technology, and the
Flexibility volume of products that can be
manufactured by the technology.
Repeatability
Technical Factors Volume

Integratability Compatibility, Impact

Usability Usefulness, Utilization
Supplier suitability Service, Integrity, Partnership
Strategy alignment Support, Compatibility

Adoption Factors Risk Operation, Technological, Commercial

Adapt from: Noordin Shehabuddeen*, David Probert, Robert Phaal:

Ratchakrit Klongpayabal, 2015 From theory to practice: challenges in operationalizing a technology selection framework, Technovation 26 (2006) 324–335
 Market Assessment

Market size
Demand for applications
Customer behavior
Potential to buy
Market Factors Willing to pay

Competitive rivalry
Supplier power
Buyer power
Threat of substitution
Five-forces Threat of new rivalry

Ratchakrit Klongpayabal, 2015

 Industry Environment Assessment

Policy and political

Economic
Social
Technological environment
PEST++ Legal / Regulation / Standard
Framework
Environmental impact

Logistic Management
Supply Chain Management
Value Chain Management

Ratchakrit Klongpayabal, 2015

 Internal and External Analysis Tools

SWOT Analysis
PEST Framework
Porter’s Five Forces
BCG’s Growth / Share Matrix
GE/McKinsey Matrix
Business Systems
Value Chain Analysis
Etc.

Ratchakrit Klongpayabal, 2015

 Basic Analysis Tools - SWOT Analysis

Positive Effects Negative Effects

Internal Factors Strengths Weaknesses Controllable

External Factors Opportunities Threats Uncontrollable

Ratchakrit Klongpayabal, 2015

 Value Chain Assessment

Porter's Value Chain

The idea of the value chain is based on the process

view of organisations, the idea of seeing a manufacturing (or
service) organisation as a system, made up of subsystems each
with inputs, transformation processes and outputs. Inputs,
transformation processes, and outputs involve the acquisition
and consumption of resources - money, labour, materials,
equipment, buildings, land, administration and management.
How value chain activities are carried out determines costs and
affects profits.

Ratchakrit Klongpayabal, 2015 http://www.ifm.eng.cam.ac.uk/research/dstools/value-chain-/

 Value Chain Assessment (cont.)

Ratchakrit Klongpayabal, 2015 Image source: http://logisticsglobal.blogspot.com/2011/08/analysis-value-chain-porter-model.html

 Hype Cycle

Ratchakrit Klongpayabal, 2015 Source: https://en.wikipedia.org/wiki/Hype_cycle#/media/File:Hype-Cycle-General.png

 Hype Cycle

No. Phase Description

A potential technology breakthrough kicks things off. Early proof-of-concept
1 Technology Trigger stories and media interest trigger significant publicity. Often no usable
products exist and commercial viability is unproven

2 Peak of Inflated Early publicity produces a number of success stories—often accompanied

Expectations by scores of failures. Some companies take action; most don't.

Interest wanes as experiments and implementations fail to deliver. Producers

3 Trough of
Disillusionment of the technology shake out or fail. Investments continue only if the surviving
providers improve their products to the satisfaction of early adopters.

More instances of how the technology can benefit the enterprise start to
4 Slope of crystallize and become more widely understood. Second- and third-
Enlightenment generation products appear from technology providers. More enterprises
fund pilots; conservative companies remain cautious.
Mainstream adoption starts to take off. Criteria for assessing provider viability
5 Plateau of Productivity are more clearly defined. The technology’s broad market applicability and
relevance are clearly paying off.

Ratchakrit Klongpayabal, 2015 Source: https://en.wikipedia.org/wiki/Hype_cycle#/media/File:Hype-Cycle-General.png

 Potential Types of Technology Strategy in Value Chain

Market for Technologies A company produces the technology and try to sell it
as disembodied good to firms that develop it.

Market for Embedded A company embodies the technological content in

Technologies more complex technological systems.

Market for Products The technology is embodied further into product

market.

Mixed Strategies The mix of previous strategies.

Ratchakrit Klongpayabal, 2015 Source: Chatchawan Chaisuekul, Value Chain/Commercialization Process, 2015
 Exploitation Approach of Technology

Strategy Technology Result of Action

Early stage
Low cost
Sell (Assign) No clear market
Low return
High risk of failure Low risk
Minimum investment

Low cost
Partial develop
Medium return
Licensing Seemly clear market
Low risk
High risk of failure
High cost of investment Spread risk
Reach critical mass

Complete or almost complete

High cost
Clear market
Joint Ventures / High return
No expertise in market
Collaboration High risk
Low-medium risk of failure Business / Market intelligence
High cost of investment

Mature stage
High cost
Clear market
Spin-offs / High return
High risk of failure
Spin-outs High risk
Ready infrastructure Prestige
Good connections
Ratchakrit Klongpayabal, 2015 Source: Chatchawan Chaisuekul, Value Chain/Commercialization Process, 2015
 Opportunities for Technology Marketing

How Concept
In-licensing I can use it, but it not my own.
Out-licensing I still own, but you can work on it.
Strategic marketing We sell together.
alliances
Co-promotion Two companies, one brand, collaborative relationship.
Co-marketing Two companies, two brands, competitive relationship.
Bio-alliances I’ll discover it, you develop, market and sell it; maybe
we’ll even do it together.
Partnerships We do some things together.
Joint venture Let’s start our own company.
Product divestment You can have it all.
Merges and acquisitions We are one. “or” I own you now.

Ratchakrit Klongpayabal, 2015

 Exclusivity of Rights

Exclusive license Only licensee and no one else (including licensor) can
commercialize patent

Non-exclusive license Licensee can commercialize but so can any other

licensee or the licensor

Sole license Licensor and licensee can both commercialize but

licensor will not grant rights to anyone else

Partially exclusive Partially exclusive license (Usually limited by territory or

license field of use) Licensee may have rights to commercialize
only in certain applications

Ratchakrit Klongpayabal, 2015 Adapt from: Shreefal S. Metha, Commercializing successful biomedical technologies, 2008
 Territory and Geographic Distribution of Rights

All-inclusive Licensee has rights in any geographic region (country) in

(world-wide) which the patent has issued. This is typically the case for
exclusive licenses

Conditional or Licensee has rights to commercialize or practice the

geographically limited patent in a defined, limited set of countries. Partially
exclusive or non-exclusive licenses can use this as one
criterion to better control and distribute their patent
rights

Ratchakrit Klongpayabal, 2015 Adapt from: Shreefal S. Metha, Commercializing successful biomedical technologies, 2008
 Pros and Cons of Various Types of License

Type of license Pros Cons

Exclusive license • Greater commitment from • Higher risk of failure of product

Licensee commercialization
• Higher fees • May be wrong partner or strategy
• Higher royalties • Licensee will typically have single
• Closer monitoring of focused market approach, thus not
development reaching maximum potential of
technology before patent runs out
• Licensee can use exclusivity to block
other potentially ‘‘goodfor-humanity’’
type development work – the typical
goal of the inventor

Non-exclusive or • Several paths to market • Multiple market carve-out may raise

• Several markets addressed problems down the road
partially exclusive simultaneously • Managing licensees and multiple
licenses • Increased chances of final partnerships may be a challenge
commercialization • Usage is difficult if encumbered by
other licensees’ efforts, data, or
liabilities
• Lower fees and royalties

Ratchakrit Klongpayabal, 2015 Adapt from: Shreefal S. Metha, Commercializing successful biomedical technologies, 2008
 Technology Acquiring Relationship

New/Related New/Non-Related
Market/Technology Existing Technology
Technology Technology

Venture capital &

Joint venture & alliance equity participation Spin off
Existing Market
Internal venturing Educational Technology sales
Acquisition

In-house R&D Venture capital &

In-house R&D
Licensing equity participation
New/Related Market Acquisition of
Acquisition of Educational
possessing firm
possessing firm Acquisition

In-house R&D
New/Non-Related Licensing Joint venture
In-house R&D
Market Acquisition of Internal venturing
possessing firm

Ratchakrit Klongpayabal, 2015

 Key Success Factors of New-technology Entrepreneurs

Market research Sales and marketing Execution of Analysis, Financing

sound business judgement, management
strategies foresight, and
adaptability

People skills Ability to seek and Ability to set and Persistence Great
accept help achieve important technology is
goals
the start!
Ratchakrit Klongpayabal, 2015 Adapt from: Steven Overholt, Mastering Technology Commercialization, 2012
 Profit Concept from Technology Exploitation

Revenue Cost & Expenditures

Research or
Technology Revenue Cost & Expenditures
Exploitation

Revenue Cost & Expenditures

Revenue Cost & Expenditures

Profits Profits

After Before
Commercialize Commercialize

Ratchakrit Klongpayabal, 2015

 Stakeholders of Technology Commercialization

Prospect customer Target customer User Decision Maker Buyer

Ratchakrit Klongpayabal, 2015

5Fs by 4Ps + 4Cs + 4Es

Needs of Customer

Product Customer Consumer

Solution Expectations

Price Customer Consumer

Cost Evaluation

Features

Finance Place Customer Consumer

Convenience Experience
Freedom

Feeling
Promotion Customer Consumer
Communication Emotional
Future
 Sequences of Mkt. Strategies for Product and Service

Planning Sequences of Marketing Strategies for Product

Product Place Promotion Price

Planning Sequences of Marketing Strategies for Service

Physical
Product Process People Place Promotion Price
Evidence

Ratchakrit Klongpayabal, 2015

 Relationship between Price and Quality of New Product

High Price

P2

P1 P1
P2

Low Quality High Quality

P4

P3 P3
P4

Low Price
Ratchakrit Klongpayabal, 2015
 Design Thinking and Research Commercialization

Technology

Design Thinking

Business People

Ratchakrit Klongpayabal, 2015

 Pricing Chain Concept

Research Entrepreneur Final

Distribution Channel

Pricing Chain

University Manufacturer Retailer

D-1 D-2 D-3

Lab Scale Industrial Scale

Assumption of
Markup Profit 30% 30% 30% 30% 30%

100 200 260 338 439 571 743

Laboratory Cost Cost of Goods Sold Retail
+
Sales and Administration Expenditure
Price
+
Profit
Ratchakrit Klongpayabal, 2015
 Technology Value Chain

IP IP + Products Products

Basic Applied Development

Science Science Product or Process

Market / Manufacturer
Licensing Transfer & License Consult & Hire

5+++ Years 3-5 Years 1-3 Years Industry problem

Ratchakrit Klongpayabal, 2015 Adapt from: Panachit Kittipanyangam, From research to market, 2015
 Business Model Canvas - BMC

Key Customer
Activities Relationship

Key Value Customer

Partners Proposition Segments

Key
Channels
Resources

Cost Revenue
Structure Streams

Ratchakrit Klongpayabal, 2015 Source: Alexander Osterwalder & Yves Pigneur, 2009
 Business Model Canvas - BMC

Efficiency Value
Key Customer
Activities Relationship

Key Value Customer

Partners Proposition Segments

Key
Channels
Resources

Product Market

Cost Revenue
Structure Streams

Ratchakrit Klongpayabal, 2015 Source: Alexander Osterwalder & Yves Pigneur, 2009
 Basic Processes to Develop a Business Plan

Business Idea or Business Overview

Mkt. or Industrial Analysis

Operating Production

Risk Assessment
Business Business
Model Model

Marketing Financial

Appendix or Exhibit

Ratchakrit Klongpayabal, 2015

 Judging Criteria for Innovative Business Plan

Innovation and intellectual property

management
Creative thinking from business model
Competitive advantage
Commercial viability and potential
Product or service process
Marketing management
Financial results or return to business
Communication and presentation skills

Ratchakrit Klongpayabal, 2015 Source: Ratchakrit Klongpayabal, Business Plan for Innovation Business, 2007