Research in Germany

"Funding Opportunities for Research and Academic Cooperation in Germany"
Dr. Annette Klosa, Head of DAAD Information Centre HCMC
www.daadvn.org/hcmc

On Monday 14.12.2015, at SEAMEO Regional Training Center, HCMC, DAAD organized the seminar "Research in Germany" to introduce about the German research landscape in general as well as research opportunities at German universities and various scholarship programs.

Germany is home of 105 Nobel Laureates. Beside academic area, industry also plays an important role in research. Three pillars of the German research sector are universities (1), non-universities/research institutes (2) and industrial research (3). There are good reasons for studying or doing research in Germany, such as diverse range of study and research opportunities, excellence in research and instruction, close link between theory and practice, strong international focus and diverse funding opportunities.

Source of Information

• Research in Germany: www.research-in-germany.org

• Funding Guide: www.funding-guide.de

• Doctoral Positions in Germany: www.phdgermany.de

• Jobs in Research and Higher Education: www.academics.com

• Euraxess Germany (support for mobile researchers): www.euraxess.de

Research organizations in Germany

• About 100 research universities, conducting research in all fields;
• 80 Max Planck Institutes: fundamental research in natural science and social science (to a lesser extent);
• 57 Fraunhofer Institutes: applied research in engineering science;
• 15 Helmholtz Institutes: pursuing long-term research goals of state and society;
• 84 Institutes in the Leibniz Association: both fundamental and applied researches.

Funding sources for research and researchers

•  German Research Foundation (DFG): Largest research funding organisation in Europe www.dfg.de

• Alexander von Humboldt Foundation: Non-profit foundation funded by the German federal government and dedicated to supporting international research cooperation www.avh.de

• German Academic Exchange Service (DAAD): Independent organisation of German institutions of higher education, funded by the German federal Government and dedicated to world-wide academic cooperation www.daad.de

TU9 is the alliance of leading institutes (research universities) of Technology in Germany. They stand for excellent research and teaching in engineering and natural sciences.

RWTH Aachen
TU Berlin
TU Braunschweig
TU Darmstadt
TU Dresden
Leibniz Universität Hannover
Karlsruhe Institute of Technology (KIT)
TU München
Universität Stuttgart

www.tu9.de

"German Research at a Glance" 

Dr. Katja Lasch, Director International Research Marketing DAAD Bonn

"Research and Education in Germany - Experiences of a Humboldt Fellow"
Dr. Ta Thi Hoai An, Institute of Mathematics, Hanoi

 "Research at University of Freiburg"
Dr. Rainer Giersiepen

"Research at Vietnamese - German University"
Dr. Nguyen Le Hung, Vice President of VGU

Introduction to Accreditation in Germany

The first week of December at VGU was marked by the visit of the accreditation team ACQUIN and the representatives of VGU Consortium (Dr. Dietmar Ertmann and Ms. Nicole Binder) from Germany. On the 1st and 2nd of December, the peer group including Prof. Dr. Rudolf Stauber (Frederik-Alexander University Erlangen-Nuremberg), Ms. Tina Agsten (student of "Technology Management, University of Stuttgart) and Mr. Clemens Bockmann (ACQUIN) had discussions with the President Board, the academic and administrative staff for the accreditation work of VGU. 

On the 3rd and 4th of December 2015 at VGU campus, Mr. Clemens Bockmann gave us an introduction to accreditation in Germany with the approach of ACQUIN.

"Higher education accreditation is a type of quality assurance process under which services and operations of educational institutions or programs are evaluated by an external body to determine if applicable standards are met. If standards are met, accredited status is granted by the agency" (Wiki).

The objectives of accreditation in Germany are to implement formal regulations (developed by the German states and the Accreditation Council), scientific standards and state-of-the-art-content in the study programmes (defined by the scientific community), adjusting the study programme to the necessities of the labour market and supporting students.

For detailed information on accreditation procedures and criteria, the guidelines can be downloaded at:

• Guidelines for Programme Accreditation Procedure:
  http://www.acquin.org/doku_serv/Guide_Programmes_EN_ACQUIN.pdf
  
• Guidelines for System Accreditation Procedure:
  http://www.acquin.org/doku_serv/Guide_System_EN_ACQUIN.pdf

Ms. Silke giving the gift to Mr. Clemens Bockmann at the end of the workshop

Hello December!

Bác Braun - The Man with a Great Sense of Humour ;)

"The good news of having Alzheimer is that you meet new people everyday!" :D
~ Michael Braun

2.12.2015

ICB 2015 - Corporate Social Responsibility & Sustainable Business Development

Welcome speech by A/Prof. Dr. Nguyen Van Phuc, Rector of HCMC Open University
(The Chair and the Speakers of the Inauguration Session: from left to right, A/Prof. Dr. Nguyen Dinh Tho [UEH], Mr. Florian Beranek and Dr. Patrick J. Gilabert [UNIDO Vietnam])

The 1st International Conference on Corporate Social Responsibility (CSR) and Sustainable Business Development (SBD) was held in Ho Chi Minh city on November 27, 2015. This is initiated and organized by the cooperation among HCMC Open University, the United Nations Industrial Development Organization (UNIDO), Global Compact Network Vietnam, Saxion University (the Netherlands), Berlin School of Economics and Law (Germany), University of Rouen (France), Solvay Brussels School of Economics and Management (Belgium), and University of Sannio (Italy). Participants from Vietnam mostly came from many different universities in Ho Chi Minh city.

The conference aimed at opening a platform for both researchers and practitioners to discuss and debate recent insights on socially responsible practices and sustainable business development in various industries. Furthermore, the conference provided opportunity for networking and sharing knowledge towards economic integration and sustainable development.

There were 69 papers submitted for peer-reviewed, 36 papers selected for publishing in the proceeding and more than 20 papers presented at parallel sessions in the conference. The session topics included CSR, CSR practices, SBD and firm values, SBD and HR, SBD and marketing, sustainable international business, corporate governance and sustainable change.

What is CSR?

There is no exact definition of CSR and thus, every company can have their own interpretation and approach to this broad concept. In general, CSR is the ethical behavior of a company, showing its concern and commitment towards society's sustainability and development. Respecting for human rights, diversity and non-discrimination is the guiding principle for CSR.

• Responsibility towards Society and Government: carrying on business with moral and ethical standards, prevention of environmental pollution, contribution towards social health, education and overall development of community, making use of appropriate technology, obey rules and regulations, regular payment of taxes.

• Responsibility towards Consumers and Shareholders: supplying harmless products, quality and standards as promised, adopting fair pricing and fair competition; building reputation and goodwill of the company, being transparent.

• Responsibility towards Employee: providing a healthy working environment, welfare services, fair wages and training.

Pyramid Model of CSR by Carroll (1991)

The inclusion of CSR in business has proved to be good for both business and community, promoting and facilitating better connection between them. CSR encourages deeper thought and longer-term strategies for addressing our persistent social, economic and environmental problems.

CSR 2.0 - a new model for CSR and sustainability, has moved, from "doing" social responsibility to "being" social responsible.

*****

Dr. Patrick Gilabert, Representative of UNIDO Vietnam, introduced about UNIDO, the United Nations Industrial Development Organization, which was established in 1966 to promote inclusive globalization, poverty reduction, environmental protection, energy efficiency and sustainable development. UNIDO also provides training CSR advisor, lean production.

"CSR in the world and Vietnam" by Mr. Florian Beranek,
UNIDO Lead Expert Societal Responsibility.

CSR has become part of core business strategy. Sustainable development goals embrace the 5 Ps: People, Planet, Prosperity, Peace and Partnership.  Just being green is not enough, all has to be considered. 

The most important quality for business is Trust. Values of company is more important than short-term benefits. Transparency and Integrity are required not only in Business but also in Family, in Government...

"Human capital resources and quality of work life or marketers"
by A/Prof. Dr. Nguyen Dinh Tho

The study investigated the role of human capital resources in the Quality of Work Life of marketers in Vietnam as a transition market. What you have is economic capital, who you are is psychological capital.

"Building and managing CSR brands - Theory and applications"
by Prof. Carsten Baumgarth (Berlin School of Economics and Law, HWR Germany) and
Prof. Lars Binckebanck (Furtwangen University, HFU, Germany)

CSR Brands should be developed inside-out,
and often related to enthusiastic and charismatic leadership
High quality products or services are the basis of strong CSR brands.
Slide credit: Prof. Carseten Baumgarth and Prof. Lars Binckebanck (2015)

Real CSR Brands
Slide credit: Prof. Carseten Baumgarth and Prof. Lars Binckebanck (2015)

Questions to the speakers from Ms. Nguyen Thi My (VGU)

CSR brand management is a systematic process to create differentiating and preference-inducing, social, ecological, ethical and human rights associations in the minds of the relevant stakeholder groups. CSR has a particularly positive effect on the customer when the company’s motivation is perceived as altruistic and strategic - rather than egoistic and reactive. Therefore, CSR brand should be built on altruistic and long-term motives (Baumgarth and Binckebanck, 2015).

Research so far has identified the following potential success factors of CSR brand management (Baumgarth and Binckebanck, 2015):

• altruistic and long-term motivation of the management for the implementation of CSR
• a close fit and strong synergies between CSR and business activities
• basing the CSR brand on a high level of product quality
• support and exemplary behaviour by top management
• anchoring the CSR approach throughout the company by all employees and in all functional areas, in all processes and value chain levels
• internal development of a CSR identity before communicating CSR externally
• transparent, dialogic and integrated communication with the aim of a high level of credibility

The model: a brand is made up of 3 elements: strategic vision, business culture and image. Strategic vision covers the goals and strategic decisions of the top management. Business culture describes the common values of all employees. And image denotes the expectations of the external stakeholders. According to the model, a strong brand identity results when these 3 building blocks show high conformity (Baumgarth and Binckebanck, 2015).

"The Evolution of Corporate Social Responsibility in Democratized Fashion Industry
- Proposal for a New CSR Reorder"
by Prof. Beniamino Milioto, University of International Studies of Rome, Italy

The overturn of CSR - from a business challenge to a great business opportunities.
Slide credit: Prof. Beniamino Milioto, 2015

Business benefits from CSRSlide credit: Prof. Beniamino Milioto, 2015

The beginning of the 3rd millennium definitely sets a new well-shared concept of CSR among fashion’s top managers, scholars, academicians, as well as public opinion and secondary stakeholders. The worldwide business community and not just the fashion business, has well understood how CSR could guarantee high rewards in the long-term business market. Consumer’s behavior, especially among young consumers, with the instant information available through Internet, is more aware of the new modern concepts of “fair trade”, sustainability, child labor free, free work exploitation, etc. Investments in CSR, with proper study analysis on management of natural resources and environmental impact, especially in textile and clothing business, leads to conflict avoidance within local communities. Cost and risk reductions may also be achieved through CSR activities aimed at the natural environment and improving community relations (Beniamino Milioto, 2015).

Proposal to the international community: to set an international legal framework, developed through a multilateral agreement, which would include CSR Guidelines to apply and implement worldwide. 

"Corporate Social Responsibility and export diversification"
by Prof. Tran Thi Anh Dao, CREAM, University of Rouen, France

Links between CSR and export diversification: In the current context of global production, transnationals can avoid CSR norms by relocating pr clustering in poor and remote areas. Similarly, local exporters within developing countries can export to other developing countries without having to adopt codes of conducts. SMEs can be an important part of the CSR commitments of large companies in the context of responsible supply chain management. As the focus on SMEs and CSR in developing countries has been relatively limited and recent in nature, many aspects are still in need of clarification (Tran Thi Anh Dao, 2015).

"Marketing as an evolving discipline: emerging paradigms and managerial implications"
by Prof. Jean-Pierre Baeyens and Joelle Barthel, Solvay Brussels School of Economics and Management, Université Libre de Bruxelles, Belgium.

Analyzing the evolution of consumer behavior and consumption patterns to define how the upcoming years will shape the marketing discipline.

The New Consumer
Slide credit: Prof. Jean-Pierre Baeyens, 2015

As consumption becomes more conscious, marketing should become more conscious as well. Marketers can reach consumers differently and thus cut tremendous amounts of waste through efficiency as they can provide consumers with “the right thing, at the right moment at the right time”. Promoting conscious consumption: it is time for “conscious marketing” to eliminate waste.

The Trend Pyramid - Marketing 3.0, from Products to Customers to the Human Spirit
Slide credit: Prof. Jean-Pierre Baeyens, 2015

Emotional and spiritual values will be analyzed as “today’s marketers try to touch consumer’s mind and heart” (Marketing 2.0), and they will even have bigger impacts as the era of marketing will have to encounter “human aspirations, values and the spirit” (Marketing 3.0). According to Kotler et al. marketing is moving “from products, to consumers, to the human spirit”, making it vital for marketers in the future to know about their customers’ spiritual values.

As consumerism seems to disappear over time, considered consumption could lead people to purchase more as the products and service give them higher value by satisfying higher needs. As Kotler et al stated: Marketing 3.0 will rely on “human aspirations, values and the spirit”, climbing even higher in Maslow’s hierarchy to finally fulfill needs of esteem and self-actualization.

Sustainable Marketing Culture: Trust, integrity and transparency
Sustainable Business Models: New values, innovative processes
Marketing as forward thinking discipline

All together, future challenges should be welcomed. They have to be regarded as opportunities rather than threats. Whether it is for strategy, operational activities. products or services, marketers should continue to inspire creativity, empathy, data analysis and a long-term orientation in order to embrace challenges and take actions when needed (Jean-Pierre Baeyens, 2015).

"Drivers of CSR practices - a comparative analysis between
the Spanish and the Vietnamese construction companies
by Dr. Le Thi Thanh Xuan (HCMC University of Technology)
and Dr. Tran Tien Khoa (International University)

Firms now are expected not only to be profitable but also responsible by practicing CSR or being corporate citizen (Lantos, 2001). In general, motivation for CSR practice can be classified into 2 categories, extrinsic and intrinsic motivations.

• Extrinsic motivation is about the relation between CSR and financial performance of a company in the long run (improving reputation of company in consumer market, attracting talented employees).

• Intrinsic motivation such as self-interest, personal values, and beliefs of managers can be considered as important motivating factors. Top managers can be establishing factors by setting ethical norms in organization and middle managers can also be a motivating factor by acting and exhibiting their personal values through managerial decisions.

"Investigate and critically assess the dimensions and importance of the relationship
between Corporate Governance and CSR"
by Ms. Pham Thi Huyen Sang, Department of Law, Vinh University

Corporate governance and CSR are complementary (strong complements). They can reinforce each other in the modern vision of the firm. Socially responsible firms are often also the most respected and profitable firms. They do try to maximize profits but at the same time they try to improve the welfare of other stakeholders. 

"Environmental Impact Assessment for Sustainable Development through Public Participation"by Ms. Nguyen Thi Anh, Yokohama National University, Japan

Public participation plays a key role not only in the policy-making process but also in the EIA process in each country. The case of Dong Nai Riverside residential project was presented.

"A study on current circumstances of workers in Thu Duc district of HCMC"
by Dr. Le Van Lang and Ms. Bui Thi Tuy Phuong, Nong Lam University

The study attempts to assess some aspects of labor issue based the worker's perspectives in different companies. Based on the survey of 120-sample size, some salient issues were founded such as living standards of the workers are low, below average income in HCMC region, overtime working and lack of entertainment facilities are reasons of poor leisure activities of the workers, inconvenient housing conditions and bad health care. Therefore, increase of salary rate, overtime working reduction, and lunch quality improvement are priorities of the workers that need to be considered.

"Business Engagement to Enhance Young People's Skills"
by Mr. Siep Littooij, Saxion University of Applied Sciences, the Netherlands;
project co-director Profession Oriented Higher Education, 2nd phase in Vietnam (POHE2)

The presentation highlighted experience of business contributing to skills training of young people in the Netherlands and in Vietnam. A business providing training for young people offers them a chance to learn “the business way of doing the job”, immediately mixing practical experience with the school based theories. Exposure to a business working culture can open minds and stimulate a learning attitude in youngsters. Learning in business environment, or workplace learning, is known to deliver practical skills much faster than in a school environment. Vietnam can learn from Dutch experience that business is both respected as important stakeholder in priority and policy setting for universities as well as an important provider of workplace learning (Siep Littooij, 2015).

Concluding remarks by Mr. Florian Beranek (UNIDO)
Turning the letters in CSR, we will get RCS, which is
"Return to Common Senses"

MQ 2 Sagittarius Study Report

1.  Describe the three aspects of God as used in the Great Invocation.

The 3 aspects of God as used in the Great Invocation are:

1The Divine Will of God, which is the life, breath and laws of nature.

This is also known as the 1^st aspect of Deity and it is will and purpose of God.

2The Love of God, which is the integrating and inclusive force of nature .

2^nd aspect of Deity: Also known as the cosmic glue that hold everything in our universe coherent. It as both a magnetic and attractive quality to it.

3and the Intelligence or Light of God, which is the collective intelligence of the many forms in nature.

3^rd aspect of Deity: Besides being known as the Intelligence aspect it is also the matter aspect.

2.  What is the "Door where Evil Dwells” and who seals it?

The "Door where Evil Dwells” is the symbolic door and behind which dwells the evil in man's nature - greed, hatred, cruelty, selfish, etc.

Yes and this was meant to close at the end of WWII and it didn't fully close. So now we see how it's wide open again and the Forces of Materialism (the Black Lodge) is influencing so many people through all that you mention - greed, hatred, cruelty, selfish, etc.

3.  Describe the dynamics of the personality and soul.

The personality expresses the soul through the physical, emotional and mental worlds. Personality and soul are meant to come together and express in unity. However, the personality can stand in the way of the Soul, causing it failing to respond to the "higher calling”. Thus, we may experience the continuous inner battle between the ego (personality) and the soul (unconditional love, compassion, wisdom).

Because the outward focus of the personality, sometimes it may separate more and more further from the soul. And then there may be some purposeful life crises, generated by soul, so that reorientation can take place, to awake us to live in greater understanding.

It is very important to realize that the soul needs the personality. It is the primary way that soul can express itself. 

As we strive to infuse as much soul as possible into our being through building character into the personality, right living with awareness and meditation, we evolve spiritually. 

So yes, little by little the soul has influence upon the personality and we see habits changing; character building; goodness and service as more soul influence is felt.

A good analogy of this is to imagine that the light is enclosed in a box. Little by little the substance of the box changes where it becomes more and more translucent allowing more and more of the light within to shine through. The hope is that eventually the substance will allow all the light to shine and radiate.

Thank you Daisy for a great report.

Light, Love and Power

Eva

Industrial Relations and Technology Transfer: From Theory to Practice

On the 5th-6th of November 2015, VGU organized the workshop “Industrial Relation and Technology Transfer: From Theory to Practice” in Ho Chi Minh City. The workshop aimed to provide fundamental knowledge in technology transfer and intellectual property, as well as to facilitate discussion, mutual learning from practical examples and experiences in Vietnam and other neighboring countries, and furthermore, to establish a network of universities, research institutions, and enterprises for future collaboration in technology transfer. Participants were coming from various universities, research institutions, departments of science and technology (DOST) and enterprises.

What is Technology Transfer?

Technology transfer, also called transfer of technology (TOT), is the process of transferring skills, knowledge, technologies, methods of manufacturing, samples of manufacturing and facilities among governments or universities and other institutions to ensure that scientific and technological developments are accessible to a wider range of users who can then further develop and exploit the technology into new products, processes, applications, materials or services. It is closely related to (and may arguably be considered a subset of) knowledge transfer (Wikipedia).

Technology Transfer in Vietnam - Current Status, Potentials & Challenges

Although both technology transfer and intellectual property were perceived as important to society, it was mostly considered that they are still on the early stage of development in Vietnam with many challenges ahead. However, there are also opportunities for Vietnam as we are opening to the global integration process.

According to Mr. Do Nam Trung (DOST HCMC), currently, Vietnam's technology level is ranked at the position of 92/140 in the world (World Economic Forum Report 2015); among 12 member countries of TPP, Vietnam has the lowest technology level, far behind 2-3 generations, as compared with others. We are still passive in technology innovation with mostly short-term problem solving and not long-term technology innovation linked with new product development. There is also limitation in R&D activities because of lack of information, experience and finance. It is obvious that we need to enhance our National Innovation System.

Dr. Michael Braun’s analysis showed that Vietnam’s economy is highly dependent on foreign technology and assembly processing. Vietnam economic development has been based on exploitation of natural resources and cheap labours. Vietnam mostly has no added value on technology. Large national enterprises serve mostly national markets. They have typically a medium technology level. Foreign-invested enterprises often have high technology level, but rely on technologies provided by their parent companies. Most SMEs work in low-tech sectors for local/national markets. Only  a very small share have an advanced level of manufacturing technology and less than 5% employ university graduates. There is a large number of research institutions as potential “technology producers” but measurable outputs are still very limited. Research and knowledge are available in many fields but uneven distributed (high degree of regional concentration).

SWOT analysis of Technology Transfer in Vietnam today
Slide credit: Dr. Michael Braun (2015)

A/Prof. Nguyen Anh Thi shared the same concern that Vietnamese enterprises have just moved values around, and not yet created true values because just by moving values around they have already got benefits. And thus there was no pressure for them to create values. Universities and research institutes do not have business model, and are weak in customer relationship.

Dr. Michael Braun also noted that technology transfer in Vietnam is highly regulated with (unnecessary) extremely detailed regulations for every aspect. While in Germany, technology transfer is like a business in a free market. Instead of detailed regulations, only framework is provided which let the actors negotiate and deal it themselves. Law is there to encourage and to ensure the rights of the investors.

Improving competitiveness of Vietnamese SMEs is a mission for technology transfer.  A number of intermediate mechanisms have existed and emerged to support technology transfer such as technology transfer centers (sàn giao dịch công nghệ), Tech Mart (internet-based platform for technology trade), and Technology Parks (Saigon Hi-Tech Park, Quang Trung Software City, Hoa Lac Hi-Tech Park, Danang Hi-Tech Park),  etc. Technology incubators provide the environment for the systematic nurturing of young companies before they are ready for venture capital funding. Co-location of new university campuses with high-tech parks is a dedicated effort to create favorable conditions for linking high-tech training, research and development with production and services, stepping up innovations, nursery of technology enterprise and commercialization of high technologies (Dr. Michael Braun). As we can clearly see, innovations in Vietnam mostly focus on ICT, because ICT has the lowest barriers (A/Prof. Nguyen Anh Thi).

According to DOST HCMC, Ho Chi Minh city also have several programs to support tech-business such as policy for enterprise’s fund on science and technology development, program to encourage manufacturing of equipments that can substitute imported products, program for energy saving and efficient use in business, programs to develop incubators for technology startups. It was suggested that the city should facilitate startup ecosystem to promote innovation, establishing venture capital fund through public-private-partnership (PPP) and investing much more on science and technology development, especially on enhancement of research capacity in science and technology institutions.

Innovation in nowaday information age - high speed of science and technology development - is a decisive factor towards a knowledge economy. It is an important element that directly affects productivity, efficiency and competitiveness of enterprises. As Vietnam participating in TPP and joining global integration process, with higher requirements in standards, quality, intellectual property, enterprises will have to invest more in innovation and modernization. Enterprises’ innovation need also means high demand for technologies from research.

What should we do to foster technology transfer in Vietnam, particularly in universities?

Solutions to move forward technology transfer in Vietnamese universities, research institutes were addressed in discussions. In general, it was agreed that research should be directed to more practical applications, and there should be more collaborations, partnerships and connections not only between universities, governmental agencies and industries but also among universities and research institutes themselves. Therefore, this workshop is the first foundation step for further collaboration among universities on technology transfer.

Remark on Technology Transfer concept
Slide credit: Assoc. Prof. Dr. Nguyen Anh Thi (2015)

Prof. Evelyn Taboada and A/Prof. Nguyen Anh Thi shared the same view that technologies from universities should be put in business model in order for them to bring values to society. For fostering innovations, it is essential to nurture a startup ecosystem of various supportive elements. While in the previous nursery/incubator model, relationships among different elements are indirect through the incubator, in the new model of startup ecosystem, relationships are direct to each other elements through network. Thus, networking is very important in startup ecosystems. 

Elements of a startup ecosystem 
Source: http://www.startupcommons.org/what-is-startup-ecosystem.html

How to create economically valuable technologies?
 Slide credit: Assoc. Prof. Dr. Nguyen Anh Thi (2015)

Beside market/technology push approach, it is important to consider the market pull one. In order to create economically valuable technologies, market watch should be done to understand needs before assigning research projects to scientists. This customer-centric approach will help to connect research with practical needs of society and thus, bringing successful technology transfer in the market.

Technology Push vs. Market Pull
 Slide credit: Dr. Michael Braun (2015)

Dr. Michael Braun emphasized the importance of capacity building, interpersonal skills training and creating entrepreneurship/spirit in students. The “T-shaped” entrepreneur has both the breadth of knowledge about design, entrepreneurship, leadership, innovation and the depth of knowledge in a particular discipline. “Good people like this they do not grow on trees.” It is a lot about practical experience. Thus, we should bring people from industry and invite them to talk to students. This will give us two effects, people can learn from the experience and students are motivated.

The "T-shaped" Entrepreneur
Slide credit: Dr. Michael Braun (2015)

Courses on entrepreneurship have been taught in TU Darmstadt and TU Dresden where students came from interdisciplinary majors (business, engineering, science) get together and forming startups. Internally, technology transfer seeks also to help facilitate interdisciplinary R&D collaboration for new customer-oriented solutions. VGU also has the MBA program which focuses on Innovation Management in SMEs.

To professionalize technology transfer, many universities have established dedicated units. Stanford university has Office of Technology Licensing focusing on achieving commercial success from Stanford’s research-based innovations. Max-Planck Society has a dedicated technology transfer subsidiary which provides services for all Max-Planck institutes. The effort pays as the number of successful innovators from Max-Planck’s research is continuously growing.

At VGU, our objective is to professionalize our relations with all our partners and bundle technology transfer and research offerings.

Example VGU: Technology Transfer and Industrial Relations
 Slide credit: Dr. Michael Braun (2015)

Nowaday, technology transfer is more than only licensing, and involving in the creation of new ventures/spin-offs. Starting a company requires not only money but also commitment and good management. The Entrepreneurship Center in Technical University of Munich provides spin-off services and support their development.

Example from University of Munich - Entrepreneuship Center and Spin-off Services
Slide credit: Dr. Michael Braun (2015)

On the other hand, in order for university to create conditions where its staff or students are willing to invest in technology development and to take risks, it should have a very clear policy how to share cost, benefits and other things such as the example from MIT.

Example from MIT - Financial policy to foster research and technology transfer
Slide credit: Dr. Michael Braun (2015)

What universities and research institutes can do to foster technology transfer can be summarized in the following figure:

What can universities and research institutes do to foster Technology Transfer? 
Slide credit: Dr. Michael Braun (2015)

Technology transfer as a “business process”

How do you know if a new idea from research is a good idea? Investment decisions must be based on a thorough evaluation. You can have the best invention in the world, but if it does not fit with the need of the society, you have invented a solution which is desperately looking for a problem! (Exercise of assessment Segway technology as a solution for transportation in Vietnam).

There are three assessment dimensions that should be taken into account (Dr. Michael Braun): 

1. The innovator’s potential - Can  the innovator realize it?

• Does the innovator have the necessary competencies?
• Can he build a strong market position?
• Does he have the resources?

2. Technological potential - Is it technically feasible and attractive?

• Is it an innovation?
• Does it provide technical and competitive advantages?
• Can it be protected?

3. Market potential - Is the business attractive and sustainable?

• Are market volume & growth sufficient to earn money?
• Is it a profitable market/can they make money?
• Can they enter the market successfully?

From ideas to innovations
Slide credit: Dr. Michael Braun (2015)

From ideas to market success
 Slide credit: Dr. Michael Braun (2015)

Different approaches, skills and actors required during Technology Transfer process 
Slide credit: Dr. Michael Braun (2015)

Commercialization of new technologies is the final step in the transfer of a specific technology. Timing is important as missing the right moment means missing the opportunity. There are various types of innovations with commercial market potential.

Types of innovations with commercial market potential
Slide credit: Dr. Michael Braun (2015)

What are potential technology transfer customers asking for? The most obvious answer is product innovation (technology progress, new/extended functions, customer's convenience, non-physical goods). But there are more of that, there are not only product innovation but also service innovation, market innovation, etc. Process innovation has high need in the manufacturing sector. Successful innovation does not always have to be "high-tech" as in the case of business model innovation (example of J. C. Decaux and his idea of Abribus, providing free bus waiting shelters for people, and got benefits from advertisement) or modernization of indigenous enterprises in traditional sector (example of Vinh university helped indigenous enterprise improving fish sauce production).

Intellectual property management

Protection of your innovations
Slide credit: Dr. Michael Braun (2015)

Different IP Marketing Strategies for considering:

• Selling
• Licensing (licensing fees, royalties): exclusive licensing or non-exclusive licensing.
• Joint venture; partnerships
• Start-ups/Spin-offs

Transfer negotiation

Prepare your negotation meeting well is one step to a successful negotiation. Thinking of what do you want to achieve and finding a fair value where both parties can be satisfied at the end. It is important to be fair as for future and further collaboration. Different expectations should be considered.

Some thoughts about building technology marketing strengths (Dr. Michael Braun)
Some experiences from technology commercialization

• Commercialization does not just happen. No commercial company will come on its own initiative and knock on your door to ask which technologies or patents you have to offer.

• Good relations with (potential) partners are crucial. Cold calling potential licensees rarely works. A Technology Transfer manager must have networks in the industry
  
  • to build trust and to learn about  the needs of  the (potential) partner,
  • to find Technology Transfer opportunities,
  • to develop Technology Transfer opportunities and
  • to close Technology Transfer deals successfully.
    Business is done between people! Most Technology Transfer deals are made between parties who already have a connection. This facilitates the deal opportunity and creates enthusiasm for the deal  and mutual trust.

• Technology Transfer opportunities must be developed systematically.
  • Identify valuable technologies
  • Work out the their potential benefits for users
  • Create attractive offerings for potential partners which address their needs

• Develop a marketing and commercialization strategy. A technology marketing strategy is a plan which tells you: which technologies, R&D services, etc. we have to offer, who are potential users, what benefits our technologies can create for users, how we develop relations with these potential partners, how we market our technologies and achieve revenues, etc.

- Involve all stakeholders: Successful technology transfer requires involvement and active participation of all stakeholders. Commitment of your researchers (who invented the technology which you want to sell) is crucial!
- Carry out market analysis: Who are your target partners? What do they want?

- Build an image in the market: Invest in marketing (brochures, Internet, events, etc.)

- Establish a dialogue with your target partners, e.g. individual meetings, workshops, lunch meetings, etc.

• Focus on value creation: There are lots of exciting technologies, but commercial users don’t care how innovative or scientifically interesting your technologies are – they just want solutions for their problems! So listen to  their needs, before you talk about how “interesting” your technology is!

• Team approach: Often, many scientists have their own contacts in enterprises  and pursue them in an uncoordinated way. This may create the danger of conflicting messages and missed opportunities. Lesson from Key Account Management: “One face to the customer!” Team up with your researchers and sensitize them for Technology Transfer issues, speaking with one voice. (Example: Conferences are often attended by business development staff of technology companies).

• Develop the opportunity: Approach the potential partner to see if he/she is interested,be prepared  before you meet him.Which arguments can open the door and raise interest in your proposed technology? What do you have to offer? What are your objectives and target conditions for TT? Team up with your researchers and sensitize them for TT issues

• If you don’t know your target partner personally… Prepare a convincing “sales” package which can be sent to potential partners. Package may contain: one page non confidential description of the technology, data sheet to substantiate claims, link to published patent, link to published literature, Template Confidentiality Agreement or Material Transfer Agreement, Letter inviting an interested recipient to evaluate the technology

• Identify all possible potential partners that may be interested. Identify key person in each organization to approach. Follow up with each recipient to whom it was sent. This approach should not be regarded as a first strategy. It should be considered when other strategies are inapplicable or exhausted. It might be a particularly useful strategy if a technology is proposed to license many times on a non exclusive basis or a technology complements existing technologies of the target recipients.

• What proactive marketing initiatives can a Technology Transfer organization use to stimulate Technology Transfer? Example Johns Hopkins  Technology transfer (JHTT): Selected initiatives such as JHTT Technology Booklets, Technology Bundling: Robotics & Neglected Disorders, Customized Conference Booklets, Entrepreneurial Events, BioMatch, Entrepreneurs Boot Camp, BioInvestor Conference, Hopkins Alliance, “Tech Lunch”-Initiative (informal lunch held once a month at different schools and departments, JHTT staff will be available to answer questions about tech transfer and our services. Targeted at senior-junior faculty, graduate students & Post-Docs).

Lessons learned from practice examples

At the workshop, Prof. Evelyn Taboada told her interesting story of “Turning Waste into Gold”  from University of San Carlos, Cebu City, Philippines. Her company - GEMS (Green Enviro Management Systems) has brought knowledge and research generated from university into live through an environmental-friendly integrated bio-refinery plant for 100% treatment of fruit wastes from Cebu’s dried mango industry. The plant repurposes the dried mango wastes for a variety of products such as mango flour, mango butter, mango pectin, mango tea, briquettes, etc. It is a successful example of teamwork spirit and technology transfer in university, through collaboration with industry to bring values to society, creating more jobs and income for local community (especially for the marginalized people - the last, the least and the lost), and improving mango farming. One of the key message from Prof. Evelyn Taboada is that our research can start with a need or a chronic problem in society (problem-solving research). Just go straight to the problems and try to encourage frugal innovations - doing more with less. Do patents first to protect the innovations and then publish the papers.

Prof. Evelyn Taboada also shared her experience with the Association of Universities in Philippines on Technology Transfer. It was the Intellectual Property (IP) office who coordinated and invited all universities in Philippines to a workshop, brainstorming how to come up with a network. Each university who want to be member the Association has to participate and commit to be an active member in the association. Experts from industry were invited to talk in workshops and investors also came too. Universities take turn in holding workshop and sharing resources. So far 88/1500 universities in Philippines have joined the Association. Although the number is still small but they are really committed members, and that is what matters.

Another international practice example was presented by Mr. Ralf Opierzynski from Fraunhofer IFF, Bangkok, Thailand. The Fraunhofer Society is a German research organization with 67 institutes and independent research units, each focusing on different fields of applied science. In Asia, Fraunhofer has regional offices in Seoul, Tokyo, Beijing, Jakarta and Bangkok. Fraunhofer organization works very close to industry, get funding from them and thus, research results have to be applicable in the industry. They also have close partnerships with government and universities. As a regional R&D and transfer hub for technology and know-how, Fraunhofer IFF’s objectives are to initiate and implement joint research cooperation and network in innovative thematic fields. Fraunhofer IFF focuses on energy (biomass utilization, waste to energy, renewables, smart grid, smart infrastructures), digital engineering, Internet of Things /Industrial Internet /Industry 4.0, sustainable urban planning, infrastructure development, smart city concepts, innovation in agriculture, and logistics (Smart Work Systems). According to Mr. Ralf Opierzynski, one of the essential success factors in international technology transfer is network and partnerships with local expertises. We should not try to do everything by ourselves but instead, try to do in a team, building network. We also need strong commitment and funding structure.

Besides the two international cases, six practice examples in Vietnam were presented at the workshop, in which four examples from universities and research institutes (Nong Lam University, Bach Khoa University HCMC, Can Tho University and Bach Khoa Danang) and two examples from enterprises (Digital Seed Company and Ninh Phong Company). They are representatives of good practices from organizations that are strong and have successful experiences in technology transfer. Here are some noted sharings, recommendations from their presentations as well as from discussions among participants:

• Successful technology transfer requires clear and strategic research objectives.
• Continuous improvement of technology
• Having specific plan for technology transfer (not only just selling the equipments)
• Technology demonstration and training are important
• Professionalizing the work of research project planning and development.
• Professional unit in IP management, technology transfer is needed
• Putting consultation services, technology transfer and production in universities into enterprise/business model.
• Respecting the win-win principle for both universities and enterprises in industrial relations and partnerships.
• Building centers to produce prototypes from inventions collaborated with universities/research institutes.
• Government should support more information, mechanism for price evaluation of technologies.
• Holding conferences where enterprises and scientists can meet
• The way of using reference should be improved, not only just academic oriented (reading from papers, publications), but also more from practical applications, patent search, etc.

In summary, for fostering technology transfer in universities in Vietnam, we need:

1. To create network and improve the connections between universities and the enterprises, and between universities ourselves. Joining forces and using synergy.
2. Continue to build capacity. We want to create awareness among students and lecturers, which is complement. Training courses, disseminate success stories, work with political leaders so that… if we come up with good ideas, we will find support from them.
3. Professionalize: develop a seamless process start from finding a good research to selling the products.  Seeing from the viewpoints of the users.
4. Form a network of Technology Transfer. And this workshop is a start.

“Coming together is a beginning,
keeping together is progress,
working together is success.”
~ Henry Ford

*****
Photos of the Workshop

Welcome speech by Dr. Nguyen Le Hung, Vice President of VGU

Speech by Dr. Nguyen Khac Thong, Department of Science, Technology and Environment, MOET

"Technology Transfer and Science-Industry Cooperation in HCMC
– Potential, status and challenges",
Mr. Do Nam Trung, DOST HCMC

From Theory....

"Technology Transfer as a Business Process"
Dr. Michael Braun, Head of Department Industrial Relations and Technology Transfer, VGU

"Open Innovation: Framework for University-Industry Collaboration"
Assoc. Prof. Dr. Nguyen Anh Thi, Dean of Faculty of Engineering, VGU

"Intellectual Property management and its role in Technology Transfer"
Mr. Tran Giang Khue, National Office of Intellectual Property of Vietnam

...to Practice

"International Practice Example
Technology Transfer at University of San Carlos, Cebu, Philippines"
Prof. Dr. Evelyn B. Taboada, Dean of Engineering School, University of San Carlos, Philippines

"International Practice Example
Technology Transfer Approach of Fraunhofer in South East Asia"
Mr. Ralf Opierzynski, Fraunhofer IFF Regional Office ASEAN, Bangkok, Thailand

"Technology Transfer in Vietnam – Why and how?"
Dr. Michael Braun, Head of Department Industrial Relations and Technology Transfer, VGU

"Practice example from Vietnam - University/Research Institute perspective
Technology Transfer at the Center of Agricultural Energy & Machinery, Nong Lam University"
Mr. Tran Van Khanh, Deputy Head of the Center

"Practice example from Vietnam - University/Research Institute perspective
Technology Transfer at University of Technology, HCMC (DHBK)"
Dr. Ngo Thanh An, University of Technology HCMC

"Practice example from Vietnam - University/Research Institute perspective
Building research collaborations with enterprises at the Institute for
Research & Development of Biotechnology, Can Tho University"
Assoc. Prof. Dr. Tran Nhan Dung, Director of the Institute

"Practice example from Vietnam - University/Research Institute perspective
Experiences of Da Nang University of Technology (BKDN)"
Assoc. Prof. Dr. Vo Chi Chinh, Deputy Head of Science and Technology and
International Cooperation Department

"Practice example from Vietnam - Industrial perspective: Ninh Phong company"
Mr. Than The Hao, Director of Ninh Phong Company

"Practice example from Vietnam - Industrial perspective: Digital Seeding Technology Company"
Mr. Ngo Dac Thuan, CEO of Digital Seed Ltd.

Discussions

 

 

Group Work - Playing Negotiation Game