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Dr. Ralf Dujardin
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Bayer AG is a highly diversified, integrated chemical/pharmaceutical corporation that has over 120,000 employees working in 350 different companies. In 2000, the German multinational saw EUR 31 billion in sales with a net income of EUR 1.8 billion. Bayer is an investor in, and founding sponsor of, yet2.com.
Dr. Ralf Dujardin is Manager, Intellectual Property and eCommerce for Bayer AG. In this role he strives to generate the most value from the Intellectual Property Portfolio of Bayer’s Central Research. He has extensive experience in product management and development. His research expertise is in polymers.
Dr. Dujardin served as Plant Manager for Bayer’s Central Research Laboratory from 1988 to 1998. From 1998 to 2000, he worked in the United States as Vice President, Technology for Exatec, LLC. Dr. Dujardin graduated from the University of Siegen with a degree in Chemistry in 1983. He received his PhD, Summa Cum Laude, from the University of Siegen in 1986.
This article is based on a presentation by Dr. Dujardin at yet2.com’s Fourth Executive Briefing held in Boston, Massachusetts, April 23-24, 2001.
Bayer AG:
Marketing Strategies for Early-stage Technology Commercialization
Bayer spent EUR 2.4 billion on R&D in 2000, which was divided between our four major business segments. The bulk of spending was in health care, which encompasses pharmaceuticals, consumer care, and diagnostics. Both our agricultural division, which includes crop protection and animal health, and our polymers and chemicals segment account for approximately one-third of the total expenditure.
Five percent of R&D expenditures are allocated to Central Research. Central Research is distinct from the divisions, and it is responsible for the following functions:
- Recruiting skilled scientists worldwide
- Identifying new technologies and making them available for the company
- Initiating and pursuing R&D projects with high risk
- Building the types of expertise useful across several business units (BU)
- Continuing to sustain effectiveness and efficiency in R&D
- Using best practices to enhance project transfer from central research to the business units
- Acting as an "Internal Venture Company" judged by the number and quality -- IP and NPV -- of projects transferred to the BU
The Innovative Spirit
IP is equivalent to product. You need a marketing plan for it.
Suitable IP Products: Early-Stage Technologies Outside the Core-Business
The sources of high-quality technologies include spin-offs, "white space" development, technologies that no longer belong to a strategic business unit´s (SBU) business strategy, technologies outside the specific use in an SBU and improvements on third-party technologies.
Is the Technology Suitable for Transfer?
Bayer developed a four-point process that determines whether or not a technology is suitable for transfer outside the company and also ensures that the company doesn´t transfer know-how of value to them. Of course, it requires the backing of senior managment...
Valuation and Pricing
Pricing is absolutely the most important thing about IP as a product. How can you calculate the maximum justifiable price, and the minimum acceptable price for IP -- and especially for early-stage technology? Bayer coined the term "Technology Maturity Factor" to describe how they approach this calculation.
Distribution Policy and Successful Online Marketing
There are a variety of ways to market IP successfully. If you know your prospect, you can use the direct approach. If you don´t know them, yet2.com can help, but you have to be involved by fielding a well-written TechPak.
Summary
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