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From Academia to Entrepreneur: Lessons from the Real World provides practical advice on entrepreneurship, interspersed with insights the author gained from starting up his own business and in associations with other ventures. These same insights can be applied to bringing a technology concept from academia to an enterprise.
A few of the questions From Academia to Entrepreneur: Lessons from the Real World answers:
- How do I pragmatically appraise business opportunities?
- What traits should I look for in an enterprise?
- What can and should I do with my concept while in academia, before entering such an endeavor?
- How do I overcome risk aversion?
- And most importantly, why should I be the one to build this business?
- Provides insights into using academic research as a potential business, meeting the challenges and opportunities in today's academic research environment
- Offers practical ideas on entrepreneurship
- Describes how to take a company to financial profit and maintain it
- Emphasizes the pragmatic details to work through, equipping you with the correct set of tools to build your business
Clinicians, engineers and scientists in academia, business, or government pursuing biomedical and associated research pondering turning their knowledge, results and experience into starting an enterprise
About Biomedical Enterprises
About Academia’s Relevance to Biomed and Enterprise
From Academia to Entrepreneur
Why this Book?
About the Author
Chapter 1. Entrepreneuring Academic Biomedical Science
1.1 The Biomedical Buzz and its Economic Potential
1.2 A Piece of the Action
1.3 Singapore’s Biomedical Endeavor
1.4 Advantage Asia?
1.5 The Biomedical Industry in Transition
1.6 Confronting Some Commonly Held Beliefs
1.7 The Academic Dilemma
1.8 The Regulatory Imperative
1.9 Biomed Businesses
1.10 Enter the Biomed Runway Entrepreneur
Chapter 2. The Academic–Business Conundrum
2.1 Where the Science is Created
2.2 Life in Academia
2.3 Exacerbations to the Biomed Research-Enterprise Agenda
2.4 The Real World’s View of “Ivory Tower” Tenants
2.5 Business-Nizing Academic Research
2.6 Products from Biomedical Research: Serendipity or Planned Outcome?
2.7 Team Event
2.8 Relevance to the Research Agenda
2.9 Incentivize to Business-Nize
2.10 Myths and Misconceptions to Note when Traversing from Academia to Business
2.11 From Academia to the Real World
Chapter 3. Taking Academic Biomedical Research Beyond the Lab Bench
3.1 From the Patient to the Lab Bench
3.2 Medical Intervention: Science and Technology’s Role
3.3 From the Lab Bench Back to the Patient
3.4 At the Academic Lab Bench
3.5 IP and Licensing
3.6 Proof of Concept
3.7 INTO the Real World
3.8 Time to Market
3.9 Turning Point
Chapter 4. To Become a Runway Entrepreneur from Academia
4.1 A Path Few Choose
4.2 The Brass Story: Beginner’s Providence
4.3 Integrated Platform Technologies Inc.: Setbacks Happen
4.4 Anatomic Replacement Materials Private Limited: Refining the Format
4.5 Venturing Forward
4.6 The Ideal Biomedical Participant Prerequisite
4.7 To Know if you Should Start
4.9 Three Steps from Obscurity to Notoriety
4.10 Welcome to your New Job Title: the Supreme Field Commander
Chapter 5. What is the Business?
5.1 So You’ve Got an Idea for a Business!
5.2 The Opportunity of a Lifetime?
5.3 Getting to the Starting Line
5.4 Do You Have a Viable Business?
5.5 Revenue Fundamentals
5.7 What Does the Business Cost to Set up?
5.8 What Will the Business be Worth?
5.9 Have you Thought Through Your Exit Plan?
Chapter 6. Business Plan
6.1 The Perfect Business Plan
6.2 Executive Summary (Execsum)
6.3 Vision and Mission
6.4 Introduction and Background
6.5 Business Overview
6.6 Market Analysis
6.8 Organizational Structure
6.9 Services and Support Plan
6.10 Financial Plan
6.11 Sources and Application of Fund
Chapter 7. Raising Funds
7.1 The Bottom Line is About Money
7.2 How Much Do You Really Need to Get Going?
7.3 Funding Fundamentals
7.4 Recruiting Investors
7.5 Beg, Borrow and Pray
7.6 Advocates, Evangelists and Well-Wishers
7.7 About Banks and Government Schemes
7.8 Bootstrapping: a Double-Edged Sword
7.9 It Will Never be Never Enough!
Chapter 8. About Meeting Regulatory Requirements
8.1 Implied, Expected, Delivered
8.2 Getting to Know Regulatory Requirements
8.3 About Quality Systems
8.4 The Use of Science-Based Studies
Chapter 9. About Consultants
9.1 About Consulting
9.2 They are Out There
9.3 Before You Find a Consultant
9.4 Selecting Your Consultant
9.5 Expectations of Your Consultant
9.6 Managing Your Consultant
Chapter 10. Action Plan
10.1 Checkpoint #1: Prepare
10.2 Plan to Achieve 100% – Establishing Milestones
10.3 Execute to Achieve at Least 50% – Financial Plan
10.5 Place of Operations
10.6 Final Instructions
Chapter 11. When the Rubber Hits the Road
11.1 Checkpoint #2: Execution
11.2 Sand Through the Hourglass
11.4 Cash Flow is King
11.5 Managing HR Assets
11.6 Handling Vendors and Sub-contractors
11.7 Establishing Enterprise Credibility
11.8 Managing Expectations
11.9 Board of Directors and Scientific Advisory Board: A Revisit
11.10 Towards Success
Chapter 12. A Few Additional Lessons from the Battle Front
12.1 Situational Assessment
12.3 BS and Saving Face
12.5 The Kiss Principle
12.8 Balancing Act
12.9 Read, Customize and Apply
12.10 Rock and Roll Inspiration
12.11 Epitaph or Glory?
Chapter 13. Arrival
13.1 Checkpoint #3: Facing Reality
13.2 From Start-up to Profit and Beyond
13.3 Rewards and Accolades
13.5 Look After Your Shareholders
13.6 Monuments and Corporate Citizenship
13.7 View from Above: Looking back, Going Forward
13.8 Moving on
13.9 Gone Fishing
- No. of pages:
- © Academic Press 2013
- 18th October 2013
- Academic Press
- Paperback ISBN:
- eBook ISBN:
Dr. Eugene Khor, Chiticore Enterprises Inc. Victoria, Canada.
Chiticore Enterprises Inc.,Victoria, BC, Canada
"Khor offers this advice manual for entrepreneurship focusing on biomedical science. The book begins by presenting the potential of biomedical entrepreneurship as well as its challenges, and discussing the transition from academia to business in both personal and practical terms…The book also addresses viability assessment and concludes with the eventuality of leaving the business or taking a different role even if it is successful." --ProtoView.com, February 2014
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