International Licensing and Strategic Partnering for Today's Technology Manager
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Who Should Attend
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Description
Decisions to develop, acquire, divest, or market new products and processes directly influence a company’s profitability. Executives who make these decisions must understand their own company’s technological strengths and weaknesses, how to assess the value of a company’s technology portfolio, and how to carry out a strategy based upon successful technology management. This course is a practical exercise in the discipline of technology management, emphasizing the development of skills in two important aspects—licensing and negotiation. The faculty combine over forty years experience in the growing speciality of technology management, and will provide a general background briefing covering the legal, economic and commercial elements important to the licensing and negotiation processes. The course will use analysis of case histories to illustrate general points, and clause-by-clause analysis of a model license, as well as participant involvement in a mock negotiation. Case material will be mailed in advance to those enrolling no later than two weeks before the course date.
Licensing will be treated as a two-way process, involving both the outmarketing and acquisition of technology. The latter portion of the course will focus on “licensing in.” It is increasingly difficult for a company to remain competitive by relying only upon the fruits of its own R&D.
The tasks of identifying appropriate technology to acquire, making cost-effective deals on a competitive basis, and then integrating such acquisitions into the company’s operations and strategy are numerous and challenging. Many corporate players, as well as their legal advisors, must be organized into an effective team to accomplish these goals.