This book provides the reader the methodologies necessary to create a successful life sciences start-up from initiation to exit. Written by an expert who has worked with more than 400 life sciences start-ups, the book discusses specific processes and investor milestones that must be navigated to align customer, funder, and acquirer needs.
This book provides the reader the methodologies necessary to create a successful life sciences start-up from initiation to exit. Written by an expert who has worked with more than 400 life sciences start-ups, the book discusses specific processes and investor milestones that must be navigated to align customer, funder, and acquirer needs.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Jim Jordan, a Distinguished Service Professor of Healthcare & Biotechnology Management and Senior Director of Healthcare and Biotechnology Programs at Carnegie Mellon University's Heinz College, serves as the Chief Investment Officer of the Pittsburgh Life Sciences Greenhouse, a public-private economic and venture fund owned by Carnegie Mellon University and the University of Pittsburgh.
Inhaltsangabe
Chapter 1. Investment Uses a Translation Process to Deliver Innovation. Chapter 2. Investment Uses a Translation Process to Deliver Innovation. Chapter 3. The Journey of Innovation Begins with Investment. Chapter 4. The United States Helps Small Companies Conduct R&D. Chapter 5. Commercialization Is Primarily Executed through Two Organization Types. Chapter 6. Angels and Venture Capitalists Invest in Commercialization. Chapter 7. Create Liquidity for Your Investors. Chapter 8. A Liquidity Event Is Not Consummated without Due Diligence. Chapter 9. Due Diligence Reputation Is a Critical Business Process. Chapter 10. Find the Industry Norms. Chapter 11. Solve an Important Customer Problem. Chapter 12. Demonstrate the Ability to Access the Sales Channel. Chapter 13. Gather Domain-Experienced Personnel to Reduce Risk. Chapter 14. Determine the Acquirer's Strategic Future and Purchase Triggers. Chapter 15. Align an Investor's Fundable Milestones and an Acquirer's Exit Points. Chapter 16. Create an IP Pyramid for Impervious Positioning. Chapter 17. Address Your Story to the Needs of All Constituencies. Chapter 18. Deliver to Your Plan. Chapter 19. Tell a Compelling Story with the Investor Pitch. Chapter 20. Continuously Improve Your Message with the Plan-Do-Check-Act Cycle. Appendix 1. Notes.
Chapter 1. Investment Uses a Translation Process to Deliver Innovation. Chapter 2. Investment Uses a Translation Process to Deliver Innovation. Chapter 3. The Journey of Innovation Begins with Investment. Chapter 4. The United States Helps Small Companies Conduct R&D. Chapter 5. Commercialization Is Primarily Executed through Two Organization Types. Chapter 6. Angels and Venture Capitalists Invest in Commercialization. Chapter 7. Create Liquidity for Your Investors. Chapter 8. A Liquidity Event Is Not Consummated without Due Diligence. Chapter 9. Due Diligence Reputation Is a Critical Business Process. Chapter 10. Find the Industry Norms. Chapter 11. Solve an Important Customer Problem. Chapter 12. Demonstrate the Ability to Access the Sales Channel. Chapter 13. Gather Domain-Experienced Personnel to Reduce Risk. Chapter 14. Determine the Acquirer's Strategic Future and Purchase Triggers. Chapter 15. Align an Investor's Fundable Milestones and an Acquirer's Exit Points. Chapter 16. Create an IP Pyramid for Impervious Positioning. Chapter 17. Address Your Story to the Needs of All Constituencies. Chapter 18. Deliver to Your Plan. Chapter 19. Tell a Compelling Story with the Investor Pitch. Chapter 20. Continuously Improve Your Message with the Plan-Do-Check-Act Cycle. Appendix 1. Notes.
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