1. CLEMSON UNIVERSITY Clemson, South Carolina

2. Clemson University  History  A&M College  Land Grant  Engineering & Agriculture Centric  South Carolina  Agriculture  Manufacturing  Currently tourism, manufacturing, distribution  History  A&M College  Land Grant  Engineering & Agriculture Centric  South Carolina  Agriculture  Manufacturing  Currently tourism, manufacturing, distribution

3. A New Vision  2001  A New President  A New Vision  Clemson Will be a Top-Twenty Public University  A New Role  Leading the change toward a Knowledge Economy in the state  2001  A New President  A New Vision  Clemson Will be a Top-Twenty Public University  A New Role  Leading the change toward a Knowledge Economy in the state

4. Clemson Technology Transfer  Early Success  Did not translate to long term success  Did not lead to cultural change  Perception greater than reality  Early Success  Did not translate to long term success  Did not lead to cultural change  Perception greater than reality

5. Driving the Vision  University  Focus  Strengths & Weaknesses  Eight Academic Areas  Make Investment  Faculty Turnover (40% in 5 years)  Economic Development Centers & Institutes  Engage All Units  Establish Metrics to Drive the Vision  Align with Eight Emphasis Areas  University  Focus  Strengths & Weaknesses  Eight Academic Areas  Make Investment  Faculty Turnover (40% in 5 years)  Economic Development Centers & Institutes  Engage All Units  Establish Metrics to Drive the Vision  Align with Eight Emphasis Areas

6. Office of Technology Transfer  How could we best serve the vision  Forget the past  Align our goals to the vision  Identify our peers  Establish metrics  Honest Assessment  Strengths & Weaknesses  Evaluate what is the best organizational structure to meet our objectives  How could we best serve the vision  Forget the past  Align our goals to the vision  Identify our peers  Establish metrics  Honest Assessment  Strengths & Weaknesses  Evaluate what is the best organizational structure to meet our objectives

7. University Unit vs. Foundation  Benefits  Already Established 501(c)3  Established income stream  Solid Board of Directors  Employees were the same  Offered flexibility in  Licensing terms  Hiring  Legal Counsel  Reduces the burden on state funds  Benefits  Already Established 501(c)3  Established income stream  Solid Board of Directors  Employees were the same  Offered flexibility in  Licensing terms  Hiring  Legal Counsel  Reduces the burden on state funds

8. University Unit vs. Foundation  Concerns  Foundation had no brand recognition  Relationship to the University  Independence  Governance  Transferring the IP  Champion(s)  Who do we report to on the University side  Faculty Representation  Self-Sustainable  Losing University’s negotiation power  Concerns  Foundation had no brand recognition  Relationship to the University  Independence  Governance  Transferring the IP  Champion(s)  Who do we report to on the University side  Faculty Representation  Self-Sustainable  Losing University’s negotiation power

9. Critical Decision Process  Strategic Planning Key  Evaluate University Culture  External Environment  SWOT Analysis  Identify Core Competencies  University  Foundation  Identify your Stakeholders  University  External  Strategic Planning Key  Evaluate University Culture  External Environment  SWOT Analysis  Identify Core Competencies  University  Foundation  Identify your Stakeholders  University  External

10. Develop a Business Plan  Define your revenue model  Licensing vs. Economic Development  Funding Sources  Other income streams  Continued Subsidy from University  Governance  Metrics  Define your revenue model  Licensing vs. Economic Development  Funding Sources  Other income streams  Continued Subsidy from University  Governance  Metrics

11. Marketing Plan  Internal Customers  Nothing better than success  Play “small ball”  Target University core research competency  Be a part of the team  Get to know your faculty researchers  Get involved early in their research activity  Experts to Office of Sponsored Programs  Educate, Educate, Educate  Internal Customers  Nothing better than success  Play “small ball”  Target University core research competency  Be a part of the team  Get to know your faculty researchers  Get involved early in their research activity  Experts to Office of Sponsored Programs  Educate, Educate, Educate

12. Marketing Plan  External Customers  Understand the external environment  Economic Development  Media  Educate, Educate, Educate  AUTM Survey  Know where you stand  Create a message  Stick to the message  External Customers  Understand the external environment  Economic Development  Media  Educate, Educate, Educate  AUTM Survey  Know where you stand  Create a message  Stick to the message

13. Leveraging Resources  University  Tie into other’s marketing collateral  Share commodities with other units  Students  External  Reach out to state and regional counterparts  Learn about their strengths  Barter  Unify message to external stakeholders  University  Tie into other’s marketing collateral  Share commodities with other units  Students  External  Reach out to state and regional counterparts  Learn about their strengths  Barter  Unify message to external stakeholders

14. No Such Thing as an Overnight Success  Clemson’s Vision Set In 2001  OTT transfer to Foundation 2006  Self Sustainability ???  Entrepreneurial in a Bureaucracy  Be Adaptable, Accessible, Amenable  Be Consistent  Clemson’s Vision Set In 2001  OTT transfer to Foundation 2006  Self Sustainability ???  Entrepreneurial in a Bureaucracy  Be Adaptable, Accessible, Amenable  Be Consistent

15. Success Can Happen  Clemson has climbed to 27th in U.S. News & World Report Top Public Universities from the high 70’s in the late 1990’s  Research has climbed from $70M to $150M in 10 years  Tech Transfer has tripled the number of licenses executed in three years  Increased our annual net royalty income to $3M  Licensed to 9 start-ups in the past three years  Clemson has climbed to 27th in U.S. News & World Report Top Public Universities from the high 70’s in the late 1990’s  Research has climbed from $70M to $150M in 10 years  Tech Transfer has tripled the number of licenses executed in three years  Increased our annual net royalty income to $3M  Licensed to 9 start-ups in the past three years