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KG Reddy College of Engineering &
Technology (Approved by AICTE, New Delhi, Affiliated to JNTUH, Hyderabad)
Chilkur (Village), Moinabad (Mandal), R. R Dist, TS-501504
Accredited by NAAC
DEPARTMENT OF
MBA
R-19
TECHNOLOGY MANAGEMENT
I MBA
2019-20
Course File Prepared by
SAMEERA AFROZE
Assist. Professor
KG Reddy College of Engineering &
Technology (Approved by AICTE, New Delhi, Affiliated to JNTUH, Hyderabad)
Chilkur (Village), Moinabad (Mandal), R. R Dist, TS-501504
Accredited by NAAC
Department of Master of Business Administration
Course Name: Course Code:
Year/Semester: Regulation:
Course File Contents (Part-1)
S.No Topics Page No.
1 Vision, Mission, PEO’s, PO’s & PSO’s 1
2 Syllabus (University Copy) 3
3 Course Objectives, Course Outcomes,and Topic Outcomes 5
4 Course Pre-requisites 6
5 CO’s, PO’sMapping 8
6 Course Information Sheet (CIS) 10-14
a). Course Description
b). Syllabus
c). Gaps in Syllabus
d). Topics beyond syllabus
e). Web Sources-References
f). Delivery/Instructional Methodologies
g). Assessment Methodologies-Direct
h). Assessment Methodologies –Indirect
i). Text books & Reference books
7 Micro Lesson Plan 14
8 Teaching Schedule 15
9 Unit Wise Hand Written Notes (Hard Copy)
10 OHD/LCD SHEETS /CDS/DVDS/PPT (Soft/Hard copies)
11 University Question papers
12 Mid-exam Descriptive Question Papers
13 Mid-exam Objective Question papers
KG Reddy College of Engineering &
Technology (Approved by AICTE, New Delhi, Affiliated to JNTUH, Hyderabad)
Chilkur (Village), Moinabad (Mandal), R. R Dist, TS-501504
Accredited by NAAC
14 Assignment topics with materials 16-25
15 Tutorial topics and Questions
16 Unit wise-Question bank
1 Two marks question with answers 5 questions
2 Three marks question with answers 5 questions
3 Five marks question with answers 5 questions
4 Objective question with answers 10 questions
5 Fill in the blanks question with answers 10 questions
17 Beyond syllabus Topics with material
18 Result Analysis-Remedial/Corrective Action
19 Record of Tutorial Classes
20 Record of Remedial Classes
21 Record of guest lecturers conducted
Course File Contents (Part-2)
S.No Topics Page No.
1 Attendance Register/ Teacher Log Book
2 Time Table
3 Academic Calendar
4 Continues Evaluation-marks (Test, Assignments etc.)
5 Status Request internal Exams and Syllabus coverage
6 Teaching Diary/Daily Delivery Record
7 Continuous Evaluation – MID marks
8 Assignment Evaluation – marks/Grades
9 Special Descriptive Tests Marks
10 Sample students descriptive answer sheets
11 Sample student’s assignment sheets
KG Reddy College of Engineering &
Technology (Approved by AICTE, New Delhi, Affiliated to JNTUH, Hyderabad)
Chilkur (Village), Moinabad (Mandal), R. R Dist, TS-501504
Accredited by NAAC
HOD DIRECTOR
KG Reddy College of Engineering & Technology (Approved by AICTE, New Delhi, Affiliated to JNTUH, Hyderabad)
Chilkur (Village), Moinabad (Mandal), R. R Dist, TS-501504
Accredited by NAAC
Document Softcopy Location:
1.Vision:
To achieve academic excellence by grooming students as future leaders having concern for business
ethics and values.
Mission:
To train the students into top class professionals and make them ready for a career in diverse
fields.
Foster a continuous learning environment both for students and faculty.
Explore, develop and adapt new learning methodologies.
Encourage faculty to strengthen their research base by undertaking various research and
consultancy assignments.
Program Outcomes
Apply knowledge of management theories and practices to solve business problems.
Foster analytical and critical thinking abilities for data-based decision making.
Ability to develop Value based Leadership ability.
Ability to understand, analyze and communicate global, economic, legal, and ethical aspects of
business.
Ability to lead themselves and others in the achievement of organizational goals, contributing
effectively to a team environment.
Analyze the alternative solutions using quantitative methods and logical arguments.
Identify and analyze the business opportunities in diverse business contexts.
Develop a habit of knowing and understanding the latest developments taking place in the field
of business management.
Program Education Objectives (PEO’s)
After the completion of the course the students can have knowledge of different functions of
business like Marketing, Finance, Human Resources and Systems.
Students will understand the techniques and tools useful for Financial Analysis and Control
develop leadership skills, team work, social, legal and ethical aspects in business and society.
Students will be ready to analyze markets and design customer driven strategies and
communicate business decisions by delivering superior customer value.
KG Reddy College of Engineering & Technology (Approved by AICTE, New Delhi, Affiliated to JNTUH, Hyderabad)
Chilkur (Village), Moinabad (Mandal), R. R Dist, TS-501504
Accredited by NAAC
Document Softcopy Location:
Students achieve better communication skills and higher levels of proficiency for successful
career in various fields and will be ready for having highest regard for personal& institutional
integrity, social responsibility, teamwork and continuous learning of new environments.
Program Specific Outcomes:
PSO1: The students will be ready to formulate an integrative business plan through the plan through the
application of multidisciplinary knowledge comprising of marketing, finance, Human Resources,
Entrepreneurship & systems. PSO2: The students will be able to analyze the possible alternative solutions
for a problem by applying various quantitative techniques for decision making.
2.SYLLABUS (University Copy)
MBA SEMESTER-I
17MBA06C: OPEN ELECTIVE - I: TECHNOLOGY MANAGEMENT
Course Objective: To Understand the importance of technology in conduct of business.
Course Outcome: Student will be able to understand: a) Importance of Technological Innovation b)
Importance of Research and development in technology management c) Forecasting of Technology
UNIT – I:
The Process of Technological Innovation: The Need for a Conceptual Approach,
Technological Innovation as a Conversion Process, Factors Contributing to Successful
Technological Innovation. Strategies For Research and Development: R&D as A Business,
Resource Allocation to R&D, R&D Strategy In the Decision Making Process,
Selection and Implementation of R&D Strategy, R and D and Competitive Advantage,
New Product Development- Techniques For Creative Problem Solving.
KG Reddy College of Engineering & Technology (Approved by AICTE, New Delhi, Affiliated to JNTUH, Hyderabad)
Chilkur (Village), Moinabad (Mandal), R. R Dist, TS-501504
Accredited by NAAC
Document Softcopy Location:
UNIT – II:
Unit – II: Technology Strategy: Collaborative Arrangements in domains of Technology Strategy, Risks of
Collaborative Activity, Evolution of Technology Appropriation principles, External Sourcing of
Technological Capability, Productivity of in-house R& D, influence of Environmental Trends
UNIT – III:
Research and Development: Programme Planning and Control, Portfolio Planning,Project Planning and
Control, Project Termination, Resource Allocation and Management-
New Product Development: New Product Development as a Competitive Strategy,
Market Research For Developing New Products, Commercialization of Research Outcomes,
Industrial Design, Product Architecture and Design For Manufacture, Developing
Indigenous Substitute For Raw Materials.
UNIT – IV:
Technological Forecasting For Decision Making: The Definition of Technological
Forecasting, Forecasting System Inputs and Outputs, Classification of Forecasting
Techniques, Organization For Technological Forecasting, Current Status.
UNIT – V:
Technological Intelligence: Levels of Technological Intelligence, External Vs Internal Technological
Intelligence, Mapping Technological Environment, Mechanism for Data Collection, Analytic Tools,
Managing Environmental Analysis in organizations, Contemporary challenges in mapping the technology
environment.
TEXTBOOKS:
1. Tarek Khalil, Management of Technology—The Key to Competitiveness and Wealth, Tata
McGraw Hill, Boston, 2015.
2. V.K.Narayanan, Managing Technology and Innovation for Competitive Advantage, Pearson
Education, 2015.
3. Norma Harison and Samson, Technology management – Text and cases, TMH, 2015
4. Shane: Technology Strategy for Managers and Entrepreneurs, Pearson, 2015.
KG Reddy College of Engineering & Technology (Approved by AICTE, New Delhi, Affiliated to JNTUH, Hyderabad)
Chilkur (Village), Moinabad (Mandal), R. R Dist, TS-501504
Accredited by NAAC
Document Softcopy Location:
5. Khandwala: Corporate Creativity, TMH, 2015.
6. Lucy C. Morse, Daniel L. Babcock: Managing Engineering and Technology (6th Edition),
Pearson.
3. Course Objectives:To Understand the importance of technology in conduct of business.
Course Outcome: Student will be able to understand:
1. Importance of Technological Innovation
2. Importance of Research and development in technology management
3. Forecasting of Technology.
Topic Outcomes
Lecture No. Topic to be covered Topic outcome
Unit-I
L1 The need for conceptual approach To understand the need for
conceptual approach
L2 Technological Innovation as a Conversion Process To know the innovation process
L3 Factors Contributing to Successful
Technological Innovation
To determine the factors for
successful innovation
L4 Strategies For Research and Development To know the various strategies for
R& D
L5 Resource Allocation to R&D To analyse the resource allocation
for R & D
L6 R&D Strategy In the Decision Making Process To understand R & D strategy in
decision making
L7 Selection and Implementation of R&D Strategy To understand the implementation
of R & D
L8 R and D and Competitive Advantage To understand the competitive
KG Reddy College of Engineering & Technology (Approved by AICTE, New Delhi, Affiliated to JNTUH, Hyderabad)
Chilkur (Village), Moinabad (Mandal), R. R Dist, TS-501504
Accredited by NAAC
Document Softcopy Location:
advantage of R & D
L9 New Product Development To know the stages of new product
development
L10 Techniques For Creative Problem Solving To understand the techniques for
problem solving
Unit-II
L11 The Need For Cost Effectiveness To understand the need for cost
effectiveness
L12 R&D Financial Forecasts To study various financial
forecasting methods
L13 Risk as a Factor In Financial Analysis To know the importance of risk in
financial analysis
L14 Project
Selection Formulae
To study various project selection
formulae
L15 Allocation of Resources To know the process of allocation
of resources
L16 DCF technique problems To analyse the problems of DCF
techniques
L17 Techniques for evaluating R & D ventures. To study the techniques for
evaluating R & D
Unit-III
L18 Programme Planning and Control To study programme planning &
control
L19 Portfolio Planning To understand portfolio planning
L20 Project Planning and Control, To study project planning &control
L21 Project Termination, To study project termination
L22 Resource Allocation and Management To understand resource allocation
&management
L23 New Product Development: To understand new product
development
KG Reddy College of Engineering & Technology (Approved by AICTE, New Delhi, Affiliated to JNTUH, Hyderabad)
Chilkur (Village), Moinabad (Mandal), R. R Dist, TS-501504
Accredited by NAAC
Document Softcopy Location:
L24 New Product Development as a Competitive
Strategy,
To study NDP as competitive
strategy
L25 New product development process To understand new product
development process
L26 Market Research For Developing New Products, To study market research
L27 Commercialization of Research Outcomes To understand commercialisation
of research outcomes
L28 Industrial Design To understand industrial design
L29 Product Architecture and Design For Manufacture, To study product architecture
L30 Developing
Indigenous Substitute For Raw Materials.
To understand indigenous
substitute for raw materials
Unit-IV
L31 The Definition of Technological
Forecasting
To study the importance of
technological forecasting
L32 Forecasting System Inputs and Outputs To understand forecasting system
inputs & outputs
L33 Classification of Forecasting
Techniques
To understand various forecasting
techniques
L34 Organization For Technological Forecasting To understand organisations for
technological forecasting
L35 Current status of technological forecasting To study the current status of
technological forecasting
L36 Technology upgradation To understand technology
upgradation
L37 Technology diffusion To understand technology
diffusion
L38 Technology policy To study technology policy
L39 Technology generation To understand technology
generation
L40 Technology promotion & development To study technology promotion &
KG Reddy College of Engineering & Technology (Approved by AICTE, New Delhi, Affiliated to JNTUH, Hyderabad)
Chilkur (Village), Moinabad (Mandal), R. R Dist, TS-501504
Accredited by NAAC
Document Softcopy Location:
development.
Unit-V
L41 Models of technology transfer To understand modes of
technology transfer
L42 Modes of technology transfer To understand modes of
technology transfer
L43 Price of technology transfer To understand price of technology
transfer
L44 Morphological analysis of forecasting To study morphological analysis of
forecasting
L45 Negotiation for price of MOT To understand the negotiation
price for technology transfer
4. COURSE PREREQUISITES:
Marketing Concepts
Fundamentals of Technology
5. CO’s, PO’sMapping
Course
TM
Program Outcome
PO1 PO2 PO3 PO4 PO5 PO6 PO7 PO8
CO1 3 2 3
CO2 3 3 3
CO3 2 2 2
6. COURSE INFORMATION SHEET
a). COURSE DESCRIPTION:
KG Reddy College of Engineering & Technology (Approved by AICTE, New Delhi, Affiliated to JNTUH, Hyderabad)
Chilkur (Village), Moinabad (Mandal), R. R Dist, TS-501504
Accredited by NAAC
Document Softcopy Location:
PROGRAMME: MBA DEGREE: MBA
COURSE: MANAGEMENT OF TECHNOLOGY YEAR: I SEM: I CREDITS: 3
COURSE CODE: 17MBA06C
REGULATION: R17
COURSE TYPE: ELECTIVE
COURSE AREA/DOMAIN: CONTACT HOURS: 3+1 (L+T)) hours/Week.
CORRESPONDING LAB COURSE CODE (IF ANY): NIL LAB COURSE NAME: NIL
b). SYLLABUS:
Unit Details Hours
I
The Process of Technological Innovation: The Need for a Conceptual Approach,
Technological Innovation as a Conversion Process, Factors Contributing to Successful
Technological Innovation. Strategies For Research and Development: R&D as A Business,
Resource Allocation to R&D, R&D Strategy In the Decision Making Process,
Selection and Implementation of R&D Strategy, R and D and Competitive Advantage,
New Product Development- Techniques For Creative Problem Solving.
09
II
Technology Strategy:Collaborative Arrangements in domains of Technology Strategy,
Risks of Collaborative Activity, Evolution of Technology Appropriation principles, External
Sourcing of Technological Capability, Productivity of in-house R& D, influence of
Environmental Trends
09
III
Research and Development: Programme Planning and Control, Portfolio Planning,Project
Planning and Control, Project Termination, Resource Allocation and Management-
New Product Development: New Product Development as a Competitive Strategy,
Market Research For Developing New Products, Commercialization of Research
Outcomes,
Industrial Design, Product Architecture and Design For Manufacture, Developing
Indigenous Substitute For Raw Materials.
09
IV Technological Forecasting For Decision Making: The Definition of Technological 09
KG Reddy College of Engineering & Technology (Approved by AICTE, New Delhi, Affiliated to JNTUH, Hyderabad)
Chilkur (Village), Moinabad (Mandal), R. R Dist, TS-501504
Accredited by NAAC
Document Softcopy Location:
Forecasting, Forecasting System Inputs and Outputs, Classification of Forecasting
Techniques, Organization For Technological Forecasting, Current Status.
V
Technological Intelligence: Levels of Technological Intelligence, External Vs Internal
Technological Intelligence, Mapping Technological Environment, Mechanism for Data
Collection, Analytic Tools, Managing Environmental Analysis in organizations,
Contemporary challenges in mapping the technology environment.
09
Contact classes for syllabus coverage 45
Lectures beyond syllabus 00
Tutorial classes 00
Classes for gaps& Add-on classes 01
Total No. of classes 46
c). GAPS IN THE SYLLABUS - TO MEET INDUSTRY/PROFESSION REQUIREMENTS:
S.NO. DESCRIPTION PROPOSEDACTIONS
d). TOPICS BEYOND SYLLABUS/ADVANCED TOPICS:
1 Marketing Concepts 1 class
e). WEB SOURCE REFERENCES:
Sl.
No.
Name of book/ website
a. https://books.google.co.in/books/about/Management_Of_Technology.html?id=OEhgqgP3e1MC
b. https://books.google.co.in/books/about/Fundamentals_of_Technology_Project_Manag.html?id=PYk-AQAAIAAJ&redir_esc=y
c. https://books.google.co.in/books/about/Fundamentals_of_Technology_Project_Manag.html?id=rcN3pwAACAAJ&redir_esc=y
f).DELIVERY/INSTRUCTIONAL METHODOLOGIES:
KG Reddy College of Engineering & Technology (Approved by AICTE, New Delhi, Affiliated to JNTUH, Hyderabad)
Chilkur (Village), Moinabad (Mandal), R. R Dist, TS-501504
Accredited by NAAC
Document Softcopy Location:
CHALK & TALK STUD. ASSIGNMENT WEB RESOURCES
LCD/SMART BOARDS STUD. SEMINARS ☐ ADD-ON COURSES
g). ASSESSMENT METHODOLOGIES-DIRECT
ASSIGNMENTS STUD. SEMINARS TESTS/MODEL
EXAMS
UNIV. EXAMINATION
☐ STUD. LAB
PRACTICES
☐ STUD. VIVA ☐ MINI/MAJOR
PROJECTS
☐ CERTIFICATIONS
☐ ADD-ON COURSES ☐ OTHERS
h). ASSESSMENT METHODOLOGIES-INDIRECT
ASSESSMENT OF COURSE OUTCOMES
(BY FEEDBACK, ONCE)
STUDENT FEEDBACK ON
FACULTY (TWICE)
☐ASSESSMENT OF MINI/MAJOR PROJECTS BY EXT.
EXPERTS
☐ OTHERS
i). TEXT/REFERENCE BOOKS:
T/R BOOK TITLE/AUTHORS/PUBLICATION
Text Book Tarek Khalil, Management of Technology—The Key to Competitiveness and Wealth,
Tata
McGraw Hill, Boston, 2015.
Text Book V.K.Narayanan, Managing Technology and Innovation for Competitive Advantage,
Pearson
Education, 2015.
Text Book Norma Harison and Samson, Technology management – Text and cases, TMH, 2015
Reference
Book Shane: Technology Strategy for Managers and Entrepreneurs, Pearson, 2015.
Reference
Book Khandwala: Corporate Creativity, TMH, 2015
KG Reddy College of Engineering & Technology (Approved by AICTE, New Delhi, Affiliated to JNTUH, Hyderabad)
Chilkur (Village), Moinabad (Mandal), R. R Dist, TS-501504
Accredited by NAAC
Document Softcopy Location:
Reference
Book
Lucy C. Morse, Daniel L. Babcock: Managing Engineering and Technology (6th Edition),
Pearson.
7.Topic wise Coverage [Micro Lesson Plan]
S.No. Topic Scheduled date Planned date
UNIT-I:
The Process Of Technological Innovation:
1 Introduction
2 The need for conceptual approach
3 Technological Innovation as a Conversion
Process
4 Factors Contributing to Successful
Technological Innovation
5 Strategies For Research and Development
6 R&D as A Business
7 Resource Allocation to R&D
8 R&D Strategy In the Decision Making Process
9 Selection and Implementation of R&D Strategy
10 R and D and Competitive Advantage
11 New Product Development
12 Techniques For Creative Problem Solving
Unit-II
Financial Evaluation of Research and
Development Projects:
10 Introduction
11 The Need For Cost
KG Reddy College of Engineering & Technology (Approved by AICTE, New Delhi, Affiliated to JNTUH, Hyderabad)
Chilkur (Village), Moinabad (Mandal), R. R Dist, TS-501504
Accredited by NAAC
Document Softcopy Location:
Effectiveness
12 R&D Financial Forecasts
13 Risk as a Factor In Financial Analysis
14 Project
Selection Formulae
15 Allocation of Resources
16 DCF technique problems
17 Techniques for evaluating R & D ventures.
UNIT-III
Research and Development:
19 Programme Planning and Control
20 Portfolio Planning
21 Project Planning and Control,
22 Project Termination,
23 Resource Allocation and Management
24 New Product Development:
25 New Product Development as a Competitive
Strategy,
26 Market Research For Developing New Products,
27 Commercialization of Research Outcomes
28 Industrial Design
29 Product Architecture and Design For
Manufacture,
30 Developing
KG Reddy College of Engineering & Technology (Approved by AICTE, New Delhi, Affiliated to JNTUH, Hyderabad)
Chilkur (Village), Moinabad (Mandal), R. R Dist, TS-501504
Accredited by NAAC
Document Softcopy Location:
Indigenous Substitute For Raw Materials.
31
UNIT-IV
Technological Forecasting For Decision
Making::
28 The Definition of Technological
Forecasting
29 Forecasting System Inputs and Outputs
30 Classification of Forecasting
Techniques
31 Organization For Technological Forecasting
32 Current status of technological forecasting
UNIT-V
Transfer of Technology :
37 Models of technology transfer
38 Modes of technology transfer
39 Price of technology transfer
40 Powder Method
41 Negotiation for price of MOT
KG Reddy College of Engineering & Technology (Approved by AICTE, New Delhi, Affiliated to JNTUH, Hyderabad)
Chilkur (Village), Moinabad (Mandal), R. R Dist, TS-501504
Accredited by NAAC
Document Softcopy Location:
Teaching Referance Plan
Subject TECHNOLOGY MANAGEMENT
Text Books (to be purchased by the Students)
Book 1 Tarek Khalil, Management of Technology—The Key to Competitiveness and Wealth,
TataMcGraw Hill, Boston, 2015
Book 2 V.K.Narayanan, Managing Technology and Innovation for Competitive Advantage,
PearsonEducation, 2015
Reference Books
Book 3 Norma Harison and Samson, Technology management – Text and cases, TMH, 2015
Book 4 Shane: Technology Strategy for Managers and Entrepreneurs, Pearson, 2015
Unit
Topic
Chapters Nos No of
classes Book 1 Book 2 Book 3 Book 4
I
Introduction to technological
innovation
1
Strategies for R &D 1 1 1 4
R & D financial forecasts 1 1 2 5
II
DCF techniques 2 2 3 6
Techniques for evaluating R & D 3 3 4 4
Resource allocation 7 6 4 3
Project Planning & Control 7 6 10 1
New Product development as
competitive strategy 4
KG Reddy College of Engineering & Technology (Approved by AICTE, New Delhi, Affiliated to JNTUH, Hyderabad)
Chilkur (Village), Moinabad (Mandal), R. R Dist, TS-501504
Accredited by NAAC
Document Softcopy Location:
III
Market research for developing new
products 7 6 10 2
IV
Forecasting system inputs & outputs 8 7 9 5
Classification of forecasting techniques 8 7 9 5
Current status of technological
forecasting 5
V
Modes of technology transfer 9 10 10 8
Negotiation price for MOT 9 11 11 7
Contact classes for syllabus coverage 60
Tutorial classes 00
Total No. of classes 60
1. COURSE OBJECTIVES To Understand the importance of technology in conduct of business.
COURSE OUTCOMES
1. Realize the importance of technological Innovation.
2. Learn process of technological innovation.
3. Distinguish various forecasting of technology.
4. Know the application of Research and development in technology management.
5. Finally management of technology helps the student to understand the importance of
technological innovation in research and development.
2. COURSE PRE–REQUISITES
1. Concept of Entrepreneurship
2. Concept of technology innovation
KG Reddy College of Engineering & Technology (Approved by AICTE, New Delhi, Affiliated to JNTUH, Hyderabad)
Chilkur (Village), Moinabad (Mandal), R. R Dist, TS-501504
Accredited by NAAC
Document Softcopy Location:
3. Professional issues in technology development.
4. Technology Marketing
5. Product development
3. SYLLABUS (University Copy)
MBA SEMESTER-I
19MBA06C: OPEN ELECTIVE - I: TECHNOLOGY MANAGEMENT
Course Objective: To Understand the importance of technology in conduct of business.
Course Outcome: Student will be able to understand: a) Importance of Technological Innovation
b)
Importance of Research and development in technology management c) Forecasting of
Technology
Unit – I: The Process of Technological Innovation: The need for a Conceptual Approach,
Technological Innovation as a Conversion Process, Factors Contributing to Successful
Technological Innovation, Characteristics of Innovative firms, Dynamics of diffusion, A model of
Innovation Adoption, Factors that drive the process of diffusion. Unit – II: Technology Strategy: Collaborative Arrangements in domains of Technology Strategy,
Risks of Collaborative Activity, Evolution of Technology Appropriation principles, External
Sourcing of Technological Capability, Productivity of in-house R& D, influence of Environmental
Trends.
Unit – III: Research and Development: Programme Planning and Control, Portfolio Planning,
Project Planning and Control, Project Termination, Resource Allocation and Management- New
Product Development: New Product Development as a Competitive Strategy, Market Research
For Developing New Products, Commercialization of Research Outcomes, Industrial Design,
Product Architecture and Design For Manufacture, Developing Indigenous Substitute For Raw
Materials.
Unit – IV: Technological Forecasting for Decision Making: Technological Forecasting,
Forecasting System Inputs and Outputs, Classification of Forecasting Techniques, Organization
for Technological Forecasting. Transfer of Technology: Modes of technology transfer, Price of
technology transfer, Negotiation for price of MOT.
Unit – V: Technological Intelligence: Levels of Technological Intelligence, External Vs Internal
Technological Intelligence, Mapping Technological Environment, Mechanism for Data
Collection, Analytic Tools, Managing Environmental Analysis in organizations, Contemporary
challenges in mapping the technology environment.
TEXTBOOKS:
1. Tarek Khalil, Management of Technology—The Keyto Competitiveness and Wealth, Tata
McGraw Hill, Boston, 2015.
KG Reddy College of Engineering & Technology (Approved by AICTE, New Delhi, Affiliated to JNTUH, Hyderabad)
Chilkur (Village), Moinabad (Mandal), R. R Dist, TS-501504
Accredited by NAAC
Document Softcopy Location:
2. V.K.Narayanan, Managing Technology and Innovation for Competitive Advantage, Pearson
Education, 2015.
3. Norma Harison and Samson, Technology management – Text and cases, TMH, 2015
4. Shane: Technology Strategy for Managers and Entrepreneurs, Pearson, 2015.
5. Khandwala: Corporate Creativity, TMH, 2015.
6. Lucy C. Morse, Daniel L. Babcock: Managing Engineering and Technology (6th Edition),
Pearson.
4. COURSE INFORMATION SHEET
4.a). COURSE DESCRIPTION:
PROGRAMME: MBA DEGREE: MBA
COURSE: MANAGEMENT OF
TECHNOLOGY
YEAR: I SEM: I CREDITS: 3
COURSE CODE: 19MBA06C
REGULATION: R19
COURSE TYPE: ELECTIVE
COURSE AREA/DOMAIN: CONTACT HOURS: 3+1 (L+T)) hours/Week.
CORRESPONDING LAB COURSE CODE (IF
ANY): NIL
LAB COURSE NAME: NIL
4.b). SYLLABUS:
Unit Details Hours
I
The Process of Technological Innovation: The Need for a Conceptual Approach,
Technological Innovation as a Conversion Process, Factors Contributing to
Successful
Technological Innovation. Strategies For Research and Development: R&D as A
Business,
Resource Allocation to R&D, R&D Strategy In the Decision Making Process,
Selection and Implementation of R&D Strategy, R and D and Competitive
Advantage,
New Product Development- Techniques For Creative Problem Solving.
09
II
Unit – II: Technology Strategy: Collaborative Arrangements in domains of
Technology Strategy, Risks of Collaborative Activity, Evolution of Technology
Appropriation principles, External Sourcing of Technological Capability,
Productivity of in-house R& D, influence of Environmental Trends
09
III Research and Development: Programme Planning and Control, Portfolio
Planning, Project Planning and Control, Project Termination, Resource Allocation
and Management-
09
KG Reddy College of Engineering & Technology (Approved by AICTE, New Delhi, Affiliated to JNTUH, Hyderabad)
Chilkur (Village), Moinabad (Mandal), R. R Dist, TS-501504
Accredited by NAAC
Document Softcopy Location:
New Product Development: New Product Development as a Competitive Strategy,
Market Research For Developing New Products, Commercialization of Research
Outcomes,
Industrial Design, Product Architecture and Design For Manufacture, Developing
Indigenous Substitute For Raw Materials.
IV
Unit – IV: Technological Forecasting for Decision Making: Technological
Forecasting, Forecasting System Inputs and Outputs, Classification of Forecasting
Techniques, Organization for Technological Forecasting. Transfer of Technology:
Modes of technology transfer, Price of technology transfer, Negotiation for price of
MOT.
09
V
Unit – V: Technological Intelligence: Levels of Technological Intelligence,
External Vs Internal Technological Intelligence, Mapping Technological
Environment, Mechanism for Data Collection, Analytic Tools, Managing
Environmental Analysis in organizations, Contemporary challenges in mapping the
technology environment..
09
Contact classes for syllabus coverage 45
Lectures beyond syllabus 00
Tutorial classes 00
Classes for gaps& Add-on classes 01
Total No. of classes 46
4.c). GAPS IN THE SYLLABUS - TO MEET INDUSTRY/PROFESSION REQUIREMENTS:
S.NO. DESCRIPTION PROPOSEDACTIONS
4.d). TOPICS BEYOND SYLLABUS/ADVANCED TOPICS:
1 Marketing Concepts 1 class
2
4. e). WEB SOURCE REFERENCES:
Sl.
No.
Name of book/ website
a. https://books.google.co.in/books/about/Management_Of_Technology.html?id=OEhgqgP3e1MC
KG Reddy College of Engineering & Technology (Approved by AICTE, New Delhi, Affiliated to JNTUH, Hyderabad)
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b. https://books.google.co.in/books/about/Fundamentals_of_Technology_Project_Manag.html?id=PYk-AQAAIAAJ&redir_esc=y
c. https://books.google.co.in/books/about/Fundamentals_of_Technology_Project_Manag.html?id=rcN3pwAACAAJ&redir_esc=y
4. f). DELIVERY/INSTRUCTIONAL METHODOLOGIES:
CHALK & TALK STUD. ASSIGNMENT WEB RESOURCES
LCD/SMART BOARDS STUD. SEMINARS ☐ ADD-ON COURSES
4.g). ASSESSMENT METHODOLOGIES-DIRECT
ASSIGNMENTS STUD.
SEMINARS
TESTS/MODEL
EXAMS
UNIV.
EXAMINATION
☐ STUD. LAB
PRACTICES
☐ STUD. VIVA ☐ MINI/MAJOR
PROJECTS
☐
CERTIFICATIONS
☐ ADD-ON
COURSES
☐ OTHERS
4.h). ASSESSMENT METHODOLOGIES-INDIRECT
ASSESSMENT OF COURSE OUTCOMES
(BY FEEDBACK, ONCE)
STUDENT FEEDBACK ON
FACULTY (TWICE)
☐ASSESSMENT OF MINI/MAJOR PROJECTS
BY EXT. EXPERTS
☐ OTHERS
4.i). TEXT/REFERENCE BOOKS:
T/R BOOK TITLE/AUTHORS/PUBLICATION
Text Book Tarek Khalil, Management of Technology—The Key to Competitiveness and
Wealth, Tata
McGraw Hill, Boston, 2015.
Text Book V.K.Narayanan, Managing Technology and Innovation for Competitive
Advantage, Pearson
Education, 2015.
Text Book Norma Harison and Samson, Technology management – Text and cases, TMH,
2015
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Reference
Book Shane: Technology Strategy for Managers and Entrepreneurs, Pearson, 2015.
Reference
Book Khandwala: Corporate Creativity, TMH, 2015
Reference
Book
Lucy C. Morse, Daniel L. Babcock: Managing Engineering and Technology (6th
Edition),
Pearson.
5.a). Vision of MBA Department
5.b). Mission of MBA Department
5.c). Program Educational Objectives of MBADepartment
5.d). Program Outcomes of MBADepartment
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Topic wise Coverage [Micro Lesson Plan]
S.No. Topic Scheduled date Planned date
UNIT-I:
The Process Of Technological
Innovation:
1 Introduction
2 The need for conceptual approach
3 Technological Innovation as a Conversion
Process
4 Factors Contributing to Successful
Technological Innovation
5 Strategies For Research and Development
6 R&D as A Business
7 Resource Allocation to R&D
8 R&D Strategy In the Decision Making
Process
9 Selection and Implementation of R&D
Strategy
10 R and D and Competitive Advantage
11 New Product Development
12 Techniques For Creative Problem Solving
Unit-II
Financial Evaluation of Research and
Development Projects:
10 Introduction
11 The Need For Cost
Effectiveness
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12 R&D Financial Forecasts
13 Risk as a Factor In Financial Analysis
14 Project
Selection Formulae
15 Allocation of Resources
16 DCF technique problems
17 Techniques for evaluating R & D ventures.
UNIT-III Research and Development:
19 Programme Planning and Control
20 Portfolio Planning
21 Project Planning and Control,
22 Project Termination,
23 Resource Allocation and Management
24 New Product Development:
25 New Product Development as a
Competitive Strategy,
26 Market Research For Developing New
Products,
27 Applications of optical fibers
28 Commercialization of Research Outcomes
29 Industrial Design
30 Product Architecture and Design For
Manufacture,
31 Developing
Indigenous Substitute For Raw Materials.
UNIT-IV Technological Forecasting For Decision
Making::
28 The Definition of Technological Forecasting
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Teaching Schedule
Subject TECHNOLOGY MANAGEMENT
Text Books (to be purchased by the Students)
Book 1 Tarek Khalil, Management of Technology—The Key to Competitiveness and Wealth,
Tata
McGraw Hill, Boston, 2015
Book 2 Norma Harison and Samson, Technology management – Text and cases, TMH, 2015
Book 3 V.K.Narayanan, Managing Technology and Innovation for Competitive Advantage,
Pearson
Education, 2015.
Reference Books Book 3 Shane: Technology Strategy for Managers and Entrepreneurs, Pearson, 2015.
Book 4 Lucy C. Morse, Daniel L. Babcock: Managing Engineering and Technology (6th
Edition),
Pearson.
29 Forecasting System Inputs and Outputs
30 Classification of Forecasting Techniques
31 Organization For Technological Forecasting
32 Current status of technological forecasting
UNIT-V
Transfer of Technology :
37 Models of technology transfer
38 Modes of technology transfer
39 Price of technology transfer
40 Powder Method
41 Negotiation for price of MOT
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Unit
Topic Chapters Nos No of
classes Book 1 Book 2 Book 3 Book 4
I
Technological Innovation 41 1
Technology
Development 42 2
II
Financial Evaluation 44 3
Project Appraisal 34 15
III
Development of Projects 39 16
Research & Development 16
New Product Development 16
IV
Technological Forecasting 5 1
Forecasting Techniques 5 2
V
Technology Transfer 6
Negotiation Price for MOT
7
18,
19,
20
Contact classes for syllabus coverage 45
Tutorial classes 00
Total No. of classes 45
UNIT-I
QUESTION BANK: 2M
1. Define Technology.
2. Define Innovation.
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3. Need for conceptual approach.
4. Problem solving.
5. Decision making process.
5M
1. Whatis the process of technological innovation?
2. Explainthefeaturesof Need for conceptual approach.
3. Factors contributing successful technological innovation.
4. Explain the resource allocation to Research and development.
5. Explain the strategies for decision making process.
10M
1.Explain technological innovation as conversation process?
2.What are the factors contributing to successful technological innovation?
3.Explain R&D strategy in decision making process ;
4.Explain various techniques for creative problem solving?
5.Write short notes on competitive advantage.
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UNIT-2
2M
1. Financial Evolution. 2. Project selection. 3. Need for cost effectiveness. 4. Financial Analysis. 5. Financial forecast.
5M
1. Explain strategies to improve need for cost effectiveness?
2. Explain the risk factor in financial analysis?
3. Research and development financial forecast.
4. Techniques involved in R& D ventures.
5. DCF & Other techniques.
10M
1. Explain Portfolio planning.
2. Explain the key elements project planning and control.
3. Explain market research for developing new products.
4. Explain the steps involved in marketing research.
5. Explain commercialization of Research process.
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UNIT-3
2M
1. Industrial design.
2. Project termination.
3. Competitive strategy.
4. Product Architecture.
5. Design for manufacture.
5M
1. Explain project selection process?
2. Explain the decision modes in project selection.
3. Explain the mathematical models in project selection.?
4. Explain new product development process.
5. Explain Developing Indigenous substitute for Raw materials.
10M
1. Meaning definition and features of technology forecasting?
2. Explain the process of competitive strategy of new product development?
3. Explain the process of market research for new products?
4. Explain and illustrate the process of technology generation. What particular aspects would you keep in mind while managing and monitoring R&D projects?
5. . For building technological capability, absorption of acquired technologies from abroad is a must. Do you agree? If yes, why? Account for the reasons for poor record of absorption of most Indian business houses. What have been the barriers in technology absorption?
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UNIT 4
2M
1. Radical innovation
2. Delphi technique.
3. Technology transfer routes.
4. Technology Policy instruments.
5. Technology up gradation.
5m
1) Differentiate between technology assessment and technology evaluation. What stages
would the process of technology assessment go through? Explain.
2) 4. As a manager incharge of the relevant function in a financial institution,
what points/criteria would you like you keep in mind in evaluating R&D
projects? Explain
3) " The two industrial cultures - technical and functional - need to be bridged and
management should integrate technology strategy with business strategy." Explain.
4) What could be the different incentives and support mechanisms in the context
of Technology Policy? Illustrate your answer with suitable examples.
5) Explain the concept of Technology Diffusion. Why is technology diffusion important?
What impact the current world scenario has on the technology diffusion cycle? Give
reasons for your answer.
10M
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1) Examine the role of venture capital in promoting technology development. Explain any
one venture capital fund operating in India with its role, activities and achievements
2. Though technology information may abound it is always desirable to have a systematic
approach to acquiring technology information." Do you agree? What sources an organization
could tap for technology information? Also offer your critical comments on various sources.
3. What is technology evaluation and why is it important? What parameters could be used in
technology evaluation by a business firm?
4. Give a brief historical account of the emphasis placed on technology generation, promotion and
development etc. in successive five-year plans. What kind of focus should technology receive for
future planning in India?
5. Differentiate between technology assessment and technology evaluation. What stages would the
process of technology assessment go through? Explain.
UNIT -5
2M
1. Transfer of Technology.
2.modes of Technology.
3. price of technology transfer.
4. Negotion for price .
5. Gap in Technology.
5M
1. Why is Technology Information System (TIS) important for business organizations?
2. What are the sources of technology information in India? Explain any three of these in detail.
3. Write a note on international cooperation in science and technology. Has it really benefited the
developing countries?
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4. Discuss some useful activities of Indian industry associations for promotion of technologies or
technological development.
5. Delphi technique and morphological analysis of technology forecasting.
10M
6. Macro-level technology strategy and Micro-level technology strategy.
7. For building technological capability, absorption of acquired technologies from abroad is a must. Do
you agree? If yes, why? Account for the reasons for poor record of absorption of most Indian business
houses. What have been the barriers in technology absorption?
8. Differentiate between technology assessment and technology evaluation. What stages
would the process of technology assessment go through? Explain.
9. 4. As a manager incharge of the relevant function in a financial institution,
what points/criteria would you like you keep in mind in evaluating R&D
projects? Explain
10. Macro-level technology strategy and Micro-level technology strategy
ASSIGNMENT QUESTIONS
UNIT - I 1. Define management of Technology.
Technology management is a set of management disciplines that allows organizations to
manage their Technological fundamentals to create competitive advantage. Typical
concepts used in technology management are:
Technology strategy (a logic or role of technology in organization), Technology
forecasting (identification of possible relevant technologies for the organization, possibly through technology scouting), Technology Roadmap (mapping technologies to business
and market needs), and technology project portfolio (a set of projects under
development) and technology portfolio (a set of technologies in use).
The role of the technology management function in an organization is to understand the
value of certain technology for the organization. Continuous development of technology is valuable as long as there is a value for the customer and therefore the technology
management function in an organization should be able to argue when to invest on
technology development and when to withdraw.
2. Explain innovation management?
Invention is an activity often identified with a single engineer or scientist working alone in a laboratory until he or she happens upon an idea that will change the world, like the
light bulb. In reality, industrial invention, at least since the time of Edison, has involved
many people working together in a collaborative setting to create new technology.
Innovation requires an even broader set of people, including manufacturing engineers,
marketing and sales managers, investors and financial managers, and business strategists. The methods for organizing this set of people to bring a new idea from the
laboratory to the marketplace form the basis of the discipline of innovation management.
Innovation traditionally has been viewed as a linear process, which involves several
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stages in sequence: research, development, manufacturing, marketing, and ultimately,
reaching the customer.
In each step, a group of employees take the idea as it is passed to them from the previous stage, modify it to accomplish a specific function, and pass it on to the next
stage. Each team involved in the process has a clear function. Researchers are
responsible for creating a working demonstration of the technology, developers and
engineers turn it into something that can be produced, manufacturing engineers actually
turn out the product, and marketers sell it to customers.
This linear model of innovation has proven to be a misconception of the process, however. For example, problems during the manufacturing process may require
researchers to go back and change the technology to facilitate production. The
technology may reach the marketing stage, only to turn out to be something no one
wants to buy. Technology cannot be handed off between stages like a baton in a relay
race. In any case, managing innovation in a sequential process would take a very long time, especially if each stage needs to perfect the technology before it can move on to
the next stage. Some models simply add on to the linear stage-gate development
approach, adding R&D discovery or planning phases to the front end of the process.
3. Factors contributing successful Technological Innovation.
The following are factors contributing successful Technological innovation. Leadership support. Support for technological innovation at the executive and
administrator level helps foster a campus culture where innovation is encouraged, allows
for some level of risk, and strengthens the overall potential for success. A willingness of
an organization to allow some amount of trial and error is needed because not all
innovative efforts lead to success.
Having upper-level support gives IT leaders the freedom to take risks when pursuing cutting-edge solutions for their campus and gives IT personnel the latitude to
experiment.
The campus benefits from these endeavors through an increased potential to find viable
creative solutions.
Stakeholder involvement. Involvement of faculty, staff and students helps to map technological innovation efforts, which is crucial to the direction of technology on college
campuses. A fundamental element of stakeholder involvement is communication;
therefore, IT leaders are always searching for effective ways to communicate their ideas.
Ultimately, the goal of the communication is to solicit the input of faculty, staff and
students regarding technological initiatives and to garner their support.
Training. To sustain ongoing use and stimulate future expansion of technologies, training is paramount. However, over time training tends to become diluted by the daily activities
of the campus community and is further eroded by the turnover of knowledgeable
faculty and staff.
The knowledge base that has gradually developed over time can be depleted. On the
other hand, new training opportunities may be realized through the infusion of new personnel and the new perspectives they bring with them.
Resources and financial support. It is important for IT leaders to budget for technological
innovation; otherwise, you can easily get caught drifting in a rapidly moving current with
little control of your destination. IT leaders cannot take too many chances in terms of
innovation because that can be costly and have an adverse effect on their budgets.
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However, playing it too safe can put IT leaders behind the curve and cause them to fall
short of meeting technological expectations.
Support from campus community. Skill level of faculty, staff and students helps determine the success or failure of a technological innovation because it impacts the
adoption and use of the technology. Users’ ability and acceptance of the technology are
integral to adopting the process.
But if the technology is too complex or has little support from the campus community, a
lack of adoption may impede the probability of success. Regardless of how beneficial a
technological innovation can be to an institution, the benefits of that technology cannot be realized without the commitment of the campus community.
Rapid changes in technology require higher education institutions to stay current to
address the needs of an evolving audience. Increasing expectations may be attributed to
the technologically savvy environment in which we live as well as to the advances in
technology that are occurring on a continual basis.To help meet the challenges of this changing environment, IT leaders must continually seek new ways to be innovative,
wisely invest their scarce resources, and fully leverage new technologies to realize their
maximum value.
4. Explain Various Techniques for creative problem solving.
Creative problem solving isn't just brainstorming, although that's what many people may
associate it with. It's actually a well-defined process that can help you from problem
definition to implementing solutions, according to Jeffrey Baumgartner.
1. Clarify and identify the problem 2. Research the problem
3. Formulate creative challenges
4. Generate ideas
5. Combine and evaluate the ideas
6. Draw up an action plan
5. Explain new product development process.
The product development process
New product development is a process of taking a product or service from conception to
market.
The process sets out a series of stages that new products typically go through, beginning with ideation and concept generation, and ending with the product's introduction to the
market.
Occasionally, some of the stages overlap or vary depending on the nature of the business.
Key stages in the process of product or service development
The process involves eight key stages: 1. Idea generation – brainstorming and coming up with innovative new ideas.
See generating ideas for new products and services
2. Idea evaluation - filtering out any ideas not worth taking forward. See screening new
product or service idea
3. - considering specifications such as technical feasibility, product design and market
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potential. See researching new product and service ideas.
4. Strategic analysis - ensuring your ideas fit into your business' strategic plans and
determining the demand, the costs and the profit margin. 5. Product development and testing - creating a prototype product or pilot service.
See concept development and testing.
6. Market testing - modifying the product or service according to customer, manufacturer
and support organizations’ feedback. This involves deciding the best timing and process
for piloting your new product or service. See how to test the market
7. Commercialization – determining the pricing for your product or service and finalizing marketing plans. See pricing your proposed service or product.
8. Product launch – a detailed launch plan can help ensure smooth introduction to
market.
UNIT-II
1. Explain the kinds of risk involved in project selection.
3.1 Currency risk Operating revenues and operation costs – including but not limited to
interest costs – will often be denominated in currencies other than NOK, generally USD or EUR. The reference currency for the underlying company's operating assets will typically
be USD or EUR, and corporate funding will generally have the same denomination.
Currency fluctuations can affect the posted and net asset value of a vessel or project
when expressed in or converted to NOK, and thus also the yield to the investor and
equity value of shares in any given project.
3.2 Counterparty riskThe return calculations in any project depends heavily on the charterers/counterparty's ability to honour their obligations under the charter party
and/or other agreements (where applicable), including honouring any put
option/purchase obligations at the end of the charter party. Should the counterparty
default on its obligations, this may have adverse consequences on the investment.
3.3 Market risk and residual valueThe projects involve assets operating in a competitive environment together with a number of other players. The demand for, and the pricing
of, any project and assets before and after delivery are impossible to control. On the
supply side there are uncertainties tied to, amongst other things, the ordering of new
vessels and the scope of future scrapping. The actual residual value of a vessel might be
lower than in our estimates. 3.4 Economic life, technical risk and redeliveryThe possibility for rational operation
greatly influences a vessel's economic life, which depends on the running maintenance of
the vessel. Technical risk will always be present, even if the vessel is on a bareboat
charter.
3.5 Secondary marketThe liquidity for the shares of a project in the secondary market
varies greatly over time and from project to project. As such it can prove difficult to trade the shares in the secondary market.
3.6 Tax risk Changes in laws and regulations with regards to topics including, but not
limited to, taxation can lead to different conditions for investors, including reduced
profitability on a project. The liquidity for the shares of a project in the secondary market
varies greatly over time and from project to project. As such it can prove difficult to trade
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the shares in the secondary market.
3.7 Financial riskAny changes in the underlying interest rate would affect the returns on a
project with floating rate bank financing directly. Indirectly, the interest rate levels can also affect the value of a vessel at the point of sale. In projects with bank debt, the
underlying interest rate may or may not be fixed/swapped. The issue will normally be
addressed by the board in each single purpose company. Lenders to projects/banks will
impose covenants on the project, and may impose certain penalties if these are not met,
such as an extraordinary repayment of the loan if the company is in a breach of these
covenants. For projects in which there is a debt which matures before the end of the charter party in particular, and for debt financing in general, there is a risk associated
with the respective company's ability to refinance the loan. Terms of such refinancing, if
secured, may be better or worse than the terms of the existing loan arrangements.
Additionally, there may be additional costs and risks associated with the refinancing of
debt. 3.8 Pollution All shipping and offshore activities involve the transportation of cargoes and
other activities that can potentially harm the environment, which in turn may give
grounds for compensation claims, fines and suchlike. Therefore, owing a commercial
shipping or offshore venture involves a level of pollution risk.
3.9 Regulatory risk / Legislative changesOver the past 20 years the shipping and offshore industry has been subject to a range of changes in the laws and regulations
affecting the industry. There is always a chance that the new legislation or regulations
will be proposed and passed. Such changes can impact the industry and make serious
changes to the economic lifetime and earnings potential of ships and offshore assets.
3.10 Execution risk There is always a possibility that any described transaction might not
conclude due to various execution risks related to, but not limited to, documentation, vessel inspections and/or class records and/or due diligence. Thus there might be some
costs, including to external and third parties, that are not refundable.
3.11 Yard riskSome projects involve newbuilding(s) rather than acquiring second-hand
tonnage. In these projects the yard's ability to deliver the vessel(s) according to
specifications and on time may be potential risk factor. The installments paid to the yard will normally be guaranteed by a refund guarantee from the yard or a financial
institution. Their ability to honour this obligation in a default scenario is a potential risk,
and may have adverse consequences on the investment.
3.12 Political risk Shipping and offshore vessels operate globally and may be exposed to
political risk, local content requirements, risk of privacy, risk of corruption, etc.
2. Research and Development uses.
R&D program managers are close to the projects and activities that make up their
programs. They typically are able to relate the ins-and-outs and smallest details to others.
They work hard to make their programs succeed. Yet, they may lack information in the
form needed to describe and document the benefits their programs are producing -- particularly in the interim period after their direct involvement with projects and other
program activities ends and in the longer run when knowledge and/or market impacts
are achieved. Program managers may need to know,
• If their research is being done right (e.g., has high quality and research efficiency) • If
the program’s R&D efforts are focused on the right research areas. • How program-
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created knowledge finds varied applications that generate additional benefits to the
nation. • How collaborations and other activities stimulated by the program have
affected the nation’s R&D capabilities. • How their programs are providing benefits to the users of resulting energy-saving and
energy-producing innovations. • How their programs are enhancing energy security by
providing alternative energy sources, protecting existing sources and having options
ready for deployment if warranted by changing circumstances. • If their past efforts were
worth it and if planned new initiatives will be worth it.
3. Discounted Cash Flow. Investments are essentially current capital expenditures incurred at present in
anticipation of future returns. Hence, the timing of expected future cash flows is
important in the investment decision. In any economy, capital or funds invested have
value and therefore, time value of money is an important concept. For example, investors
place a higher value on recent returns than on future ones. Hence, the technique that discounts [or reduces] the future values into their present values at a specified time value
[discount rate] is called as DCF technique.
4. Financial Fore cast
A financial forecast is an estimate of future financial outcomes for
a company or country (for futures and current markets). Using historical internal accounting and sales data, in addition to external market and economic indicators, a
financial forecast is an economist's best guess of what will happen to a company in
financial terms over a given time period—which is usually one year.
See Financialmodeling.
Arguably, the most difficult aspect of preparing a financial forecast is predicting revenue. Future costs can be estimated by using historical accounting data; variable costs are also
a function of sales. Analysts often use information such as the 52-week high of stock
prices to augment their fundamental analysis of stock prices.
Unlike a financial plan or a budget a financial forecast doesn't have to be used as a
planning document. Outside analysts can use a financial forecast to estimate a company's
success in the coming year.
5. Project Selection.
Project Selection is a process to assess each project idea and select the project with the
highest priority. Projects are still just suggestions at this stage, so the selection is often
made based on only brief descriptions of the project.
UNIT-III
1. Explain product new product diffusion.
A conceptual framework that captures the factors influencing the diffusion of new
products is four major groups of factors affect both the first and repeat purchases of a new product by customers. These factors are: adopter characteristics, innovation
characteristics, firm characteristics, and environment characteristics. The adopter
characteristics that affect the purchase of a new product include adopter class, risk
disposition, geo demographics, economic value need, and word of mouth behavior. The
innovation characteristics include relative advantage, relative cost price, perceived
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usefulness, ease of use, and network externality. The firm characteristics comprise firm
size, firm marketing efforts, and firm reputation. The environment characteristics that
drive new product trials and repeat purchases include infrastructure, availability and demand for related products, and market conditions. In addition, first purchases
influence repeat purchases, sales revenues, and profits of a new product and firm value .
Toward the end of the life cycle of an innovation, replacement product or technology
takes over. The adoption of the replacement product is driven by the same set of factors
that determine the original product’s purchases. Five classes of adopters comprise a
population: innovators, early adopters, early majority, late majority, and laggards. 2. Explain new product adopter process .
Adopters differ in their risk disposition. For example, innovators are very risk-taking,
whereas laggards are very risk averse. Adopters are also heterogeneous with regard to
geo demographic variables such as location, age, income, gender, and education. The
economic value of an innovation may differ across adopters. These adopter characteristics along with word of mouth from previous adopters influence the purchases
of an innovation. Among innovation characteristics, relative advantage refers to the
functional superiority of the innovation over other alternatives. Rogers (2003) proposes
that relative advantage and relative cost (price to the adopter) determine the success of
an innovation. Furthermore, according to the technology acceptance model (TAM), perceived usefulness and ease of use are two dominant factors influencing the adoption
of technological innovations (Davis, 1989). Network externality, the property of an
innovation by which the utility to an adopter increases with the number of adopters (e.g.,
telephones, automated teller machines, videogames), also influences the innovation’s
sales.
Environmental factors also contribute toward the purchases of a new product. Presence of the right technological and economic infrastructures is important for the
adoption of innovations. The availability and demand for related products such as
complements and accessories also determine the rate and level of adoption of a new
product.
3. Industrial Design.
Industrial design is a process of design applied to products that are to be manufactured
through techniques of mass production Its key characteristic is that design is separated
from manufacture: the creative act of determining and defining a product's form and
features takes place in advance of the physical act of making a product, which consists
purely of repeated, often automated, replication. This distinguishes industrial design from craft-based design, where the form of the product is determined by the product's
creator at the time of its creation.
4. Product Architecture.
Product architecture is the scheme by which the functional elements of the
product are arranged into physical chunks and by which the chunks interact . This definition links architecture to system-level design and the principles of system
engineering . Architecture also has profound implications for how the product is
designed, made, sold, used, repaired, etc . Architecture makes its influence felt during
Assembly.
5. Portfolio planning
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A portfolio plan is an investment strategy that guides the allocation of an individual or
institutional investor’s money.
A portfolio plan acts as a blueprint for making investments by spelling out an investor’s goals, risk tolerances and return expectations. The plan spells out the percentage of
money allocated to different assets (such as stocks, bonds or real estate), as well as a
process for deciding which individual securities to invest in. Other factors can include
investment horizon, liquidity needs, taxes and local laws (particularly for public, tax-payer
funded, plans like pension funds).
UNIT IV
1. Other method of forecasting techniques. Other methods to forecast sales of new products Models of new product diffusion,
market growth, and product life cycle have been used to forecast the sales of new
products. However, other methodologies have also been used to forecast new product
sales. In a qualitative approach, Twiss (1984) explains how to develop and use a
technology forecast in long-range planning. By examining past technological innovations from a market forecasting perspective and using a case study approach, the author
suggests that accurate forecasting is not possible and that great precision is not needed
for most long-term planning purposes. Any innovation so marginal that small errors in
forecasting will swing it from profit to loss should not be considered anyway. For major
innovations, one should be trying first and foremost to identify the big winners and reject
the big losers. He also offers a very qualitative forecasting process that decision makers should follow to make a decision. Teotia and Raju (1986) review economic cost models
and diffusion models to forecast market penetration and offer a forecasting approach
that uses both approaches sequentially. They use data from energy efficient electric
motors to test the combination model empirically. They find that the combination
approach of economic cost model and diffusion model may offer superior forecasts of market penetration to any approach alone. The combination model is more effective
because it combines the strengths of both the economic cost model (consideration of
costs factors) and the diffusion model (determination of the portion of market captured
at different points in time) and is therefore able to use both cost and time in forecasting
the market penetration of a new technology. Thomas (1987) uses a case study to
describe an implementation of a multimethods approach for combining independent forecasts of a new product’s market potential to improve new product planning
decisions. He proposes an approach to market potential forecasting that stems from the
behavioral science tradition and has logical benefits. The proposed multi-methods
approach involves three steps:
◆ defining a concept of market potential for the particular product/market in question;
◆ obtaining two to six forecasts of market potential utilizing as many different and
independent methods that attempt to measure the concept of market potential in question;
◆ evaluating the different methods with respect to the predefined criteria and deciding
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whether to use one method’s results, a range of results, or results from combining the
methods.
2. Technological Forecasting Forecasting is defined by B.R. Martin as "the process involved in systematically
attempting to look into the longer-term future of science, technology, the economy and
society with the aim of identifying the areas of strategic research and emerging generic
technologies likely to yield the greatest economic and social benefits."
Numerous techniques for forecasting technological developments were pioneered in the
1960s in both business and government (particularly military) applications, and the term "foresight studies" is now commonly used. The more important of the techniques are
described here.
3. Method of forecasting. Commonly adopted methods of technology forecasting include the
Delphi method, forecast by analogy, growth curves and extrapolation.
Normative methods of technology forecasting — like the relevance trees, morphological
models, and mission flow diagrams — are also commonly used.
4. Rational and Explicit methods.
T he whole purpose of the recitation of alternatives is to show that there really is no
alternative to forecasting. If a decision maker has several alternatives open to him or her, s/he will choose among them on the basis of which provides him/her with the most
desirable outcome. Thus his/her decision is inevitably based on a forecast. His/her only
choice is whether the forecast is obtained by rational and explicit methods, or by intuitive
means.
The virtues of the use of rational methods are as follows:
1. They can be taught and learned, 2. They can be described and explained,
3. They provide a procedure followable by anyone who has absorbed the necessary
training, and in some cases,
4. These methods are even guaranteed to produce the same forecast regardless of who
uses them. The virtue of the use of explicit methods is that they can be reviewed by others, and can
be checked for consistency. Furthermore, the forecast can be reviewed at any
subsequent time. Technology forecasting is not imagination.
5. Classification of technology forecasting.
The primary function of forecasting is to predict the future using data we have in
hand. Technological forecasting is the process of predicting the future characteristics and
timing of technology. The technology forecasting methods can be classified as
exploratory and normative forecasting methods.
UNIT- V
1.Licensing
There are few faster or more profitable ways to grow your business than by licensing
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patents, trademarks, copyrights, designs, and other intellectual property to others.
Licensing lets you instantly tap the existing production, distribution and marketing
systems that other companies may have spent decades building. In return, you get a percentage of the revenue from products or services sold under your license. Licensing
fees typically amount to a small percentage of the sales price but can add up quickly.
2. Equipment Acquisition.
The title status of equipment purchased under contracts and grants will have to be
determined. This information may be in the contract/grant instrument or in basic
agreements with the agency. The title status of equipment purchases will determine the degree of control, tagging, and applicability of state sales tax.
Title with the Federal Government: Non-taxable
Title with the Regents or other: Taxable.
3. Joint venture.
A joint venture (JV) is a business arrangement in which two or more parties agree to pool
their resources for the purpose of accomplishing a specific task. This task can be a new
project or any other business activity. In a joint venture (JV), each of the participants is
responsible for profits, losses and costs associated with it. However, the venture is its
own entity, separate and apart from the participants' other business interests.
4. Strategic Alliance
A strategic alliance is an arrangement between two companies that
have decided to share resources to undertake a specific, mutually beneficial
project. A strategic alliance is less involved and less binding than a joint
venture in which two companies typically pool resources to create a separate
business entity. In a strategic alliance, each company maintains its autonomy
while gaining a new opportunity.