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Academic spin-offs usually develop products and services that can be applied for different markets. This peculiarity makes it difficult to carry out marketing research, considering the diversity of segments, channels and segments to be prioritized. This article describes the problem based on the experience of an academic and medical device industry spin-off. Applying an observer-participant research method, the paper describes the development of a marketing research plan for this case and the teamĀ“s solutions for the problem. Finally, the paper identifies practices that should be investigated to improve the interface between marketing, technology management and product development.
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