Crowdfunding (CF), in which financing for projects is sought via the Internet from large groups of individuals, is a $3.3 billion per year phenomenon. But it's not clear how well CF, typically used for creative arts projects, can be used to finance science and technology (“tech”) projects. We analyzed nearly 112 thousand CF campaigns launched on [Kickstarter.com][1] through late 2014 (see supplementary materials). The share of tech projects is increasing, from 4% of total projects in 2009 to 8% in 2014. Tech projects have the largest average target budgets ($86,529; nontech average, $18,003). The rate of tech projects that reached their target budget and were funded, 38%, is lower than the overall 58% success rate. Tech projects received 14% of the capital raised through Kickstarter, totaling $139.8 million. Although this is a substantial amount, it is only 3% of the $4.7 billion invested by venture capitalists in high-tech ventures in the United States in 2013. CF also differs qualitatively from other forms of entrepreneurial finance. CF money is not invested in exchange for a financial return but is pledged in the form of product prepurchasing from end users as consumers. This has three important implications. First, CF invites gathering feedback from users during project development, a practice shown to be effective in problem-solving and product-testing in open-source and open-innovation platforms. By cutting development time and failure rates, this feature offers new means for tech transfer. Second, crowdfunders are highly responsive to social exchanges that the entrepreneur uses inside the CF community and beyond ([ 1 ][2]). Third, CF is more suitable when the project outcome is a ready-to-use product that can be offered in exchange for the pledge. This makes CF more suitable for applied projects, which are close to market delivery, but calls into doubt the suitability of CF as a means for funding basic research. [www.sciencemag.org/content/348/6240/1201/suppl/DC1][3] 1. [↵][4]1. M. G. Colombo, 2. C. Franzoni, 3. C. Rossi-Lamastra , Entrep. Theory Pract. 39, 75 (2015). [OpenUrl][5][CrossRef][6] [1]: http://Kickstarter.com [2]: #ref-1 [3]: http://www.sciencemag.org/content/348/6240/1201/suppl/DC1 [4]: #xref-ref-1-1 View reference 1 in text [5]: {openurl}?query=rft.jtitle%253DEntrep.%2BTheory%2BPract.%26rft.volume%253D39%26rft.spage%253D75%26rft_id%253Dinfo%253Adoi%252F10.1111%252Fetap.12118%26rft.genre%253Darticle%26rft_val_fmt%253Dinfo%253Aofi%252Ffmt%253Akev%253Amtx%253Ajournal%26ctx_ver%253DZ39.88-2004%26url_ver%253DZ39.88-2004%26url_ctx_fmt%253Dinfo%253Aofi%252Ffmt%253Akev%253Amtx%253Actx [6]: /lookup/external-ref?access_num=10.1111/etap.12118&link_type=DOI