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If you have a software development background like mine, I’m sure you often get questions about when to outsource, versus building the solution in-house. Outsourcing is defined as contracting the work to another company, usually located in a developing country, like India, China, or Eastern Europe. Factor in all the cost elements.
If you have a software development background like mine, I’m sure you often get questions about when to outsource, versus building the solution in-house. Outsourcing is defined as contracting the work to another company, usually located in a developing country, like India, China, or Eastern Europe. Factor in all the cost elements.
Watch that patent provide a real barrier to competitive entry. Re-live that moment of inspiration that resulted in an innovative design and implementation for your product, and is now providing you with a sustainable competitive advantage. One approach, which is even more work, is to keep tasks in-house rather than outsourcing.
If you have a software development background like mine, I’m sure you often get questions about when to outsource, versus building the solution in-house. Outsourcing is defined as contracting the work to another company, usually located in a developing country, like India, China, or Eastern Europe. Factor in all the cost elements.
The critical success factors for a product business are well known, starting with selling every unit with a gross margin of 50 percent or more, building a patent and other intellectual property, and continuous product improvement. You have no shelf life, so you can’t make money while you sleep.
If you have a software development background like mine, Im sure you often get questions about when to outsource, versus building the solution in-house. Outsourcing is defined as contracting the work to another company, usually located in a developing country, like India, China, or Eastern Europe. Factor in all the cost elements.
Watch that patent provide a real barrier to competitive entry. Re-live that moment of inspiration that resulted in an innovative design and implementation for your product, and is now providing you with a sustainable competitive advantage. One approach, which is even more work, is to keep tasks in-house rather than outsourcing.
Then, he'll need to patent it and create a plan to show opportunity, competition, and financial projections. Don’t assume you can outsource the implementation decisions. I have tried to convince him the general idea alone does not make a business. His challenge is to focus on one market, with a specific design, cost, and price.
The critical success factors for a product business are well known, starting with selling every unit with a gross margin of 50 percent or more, building a patent and other intellectual property, and continuous product improvement. You have no shelf life, so you can’t make money while you sleep.
Common choices include manufacturing in-house, outsourcing, off-the-shelf parts. Competition. Investors look for a sustainable competitive advantage, like a patent. Word-of-mouth and viral marketing are popular terms these days, but are rarely adequate to initiate a new business. Production. Distribution.
Watch that patent provide a real barrier to competitive entry. Re-live that moment of inspiration that resulted in an innovative design and implementation for your product, and is now providing you with a sustainable competitive advantage. One approach, which is even more work, is to keep tasks in-house rather than outsourcing.
The critical success factors for a product business are well known, starting with selling every unit with a gross margin of 50 percent or more, building a patent and other intellectual property, and continuous product improvement. You have no shelf life, so you can’t make money while you sleep.
The critical success factors for a product business are well known, starting with selling every unit with a gross margin of 50 percent or more, building a patent and other intellectual property, and continuous product improvement. You have no shelf life, so you can’t make money while you sleep.
Watch that patent provide a real barrier to competitive entry. Re-live that moment of inspiration that resulted in an innovative design and implementation for your product, and is now providing you with a sustainable competitive advantage. One approach, which is even more work, is to keep tasks in-house rather than outsourcing.
The critical success factors for a product business are well known, starting with selling every unit with a gross margin of 50 percent or more, building a patent and other intellectual property, and continuous product improvement. You have no shelf life, so you can’t make money while you sleep.
While it is impossible to know what the future holds, startup business owners can bank on the fact that potential future buyers will be evaluating their financial statements in addition to the value of their corporate team, working partnerships, marketing efforts, patents, and reputation. Key functions should not be outsourced.
Outsourcing ► April (1) GoogleClick - Who owns your cash register? They are afraid of their competition finding out about the idea, a bigger company trying to steal it or some other entrepreneur doing it first. Sure, you need to take the proper precautions to protect your idea first (patents, copyrights, etc.),
Whether it’s something as extensive as filing patents, more simple trademark registrations, and or putting appropriate documentation in place, don’t ignore this and don’t rely on boilerplate online templates. And relying on NDAs is not the answer. But you do need financial guidance. HR Partner.
Outsourcing ► April (1) GoogleClick - Who owns your cash register? of the product, file patents, hire a small sales team and launch a marketing program to take StrongMail to market. FounderBlog’s 1 Year Anniversary! A BIG THANK YOU. ► March (2) 4. Build a SWAT team 3.
Outsourcing ► April (1) GoogleClick - Who owns your cash register? Patent Lawsuit 6. The interesting thing is that we never looked at our competition, we never did any kind of competitive analysis on the products we wanted to be leaders, so we acted like leaders – we focused on our customers, not our competition.
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