In the preparation phase, a precise process definition for the development and adoption of a transfer strategy is made. It should be determined which persons are to be involved in the process and in what way, what the exact methodological approach and also the time schedule will be, what flanking analyses are to be carried out and of course also how the transfer strategy is ultimately to be bindingly defined. It seems to be of crucial importance to determine a so-called core team, which is the driving force behind the strategy development process.

In the analysis phase, a stock-taking of one's own transfer area is carried out, i.e. an analysis of the history of transfer activities, services and successes ("Where do we come from?") as well as a critical examination of the current strengths and weaknesses of the transfer area ("Where are we at present?"). Benchmarking with comparable institutions can also be helpful. Flanking surveys of relevant groups of actors (such as cooperation and industrial partners, licensees, spin-offs) can also provide valuable information for the strategy process.

In the potential assessment phase, the potential and development prospects for the institution are then considered. This includes the inclusion of expectations of relevant internal (potential analysis) and external (environment analysis) interest groups. In this phase the target system for the transfer area ("Where do we want to go?") is also critically reviewed and, if necessary, further developed.

In the subsequent phase of strategy definition, concrete transfer measures are worked out and their interaction defined ("How do we get there?"), and priorities are also set. Furthermore, necessary adjustments in terms of structures, systems, processes and resources are defined. Statements on the transfer team, i.e. which competencies and capacities are required for implementation, and on interfaces to internal/external partners are also adapted or created as required.

The implementation phase ensures that the strategy is publicised in the institution, but also externally, and that the necessary resources are made available. Structures, systems and processes are adapted and high-priority individual measures are implemented. Regular monitoring, i.e. gaining a better understanding of successes and impacts, is also important. On this basis, a continuous improvement of individual measures can then be undertaken.