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It requires you to expend your two most valuable resources, your time and your money. Patents held by startups generally have a limited ability to reduce competition. The average time required to obtain a patent is 36-to-40 months, during which there is no guarantee your adVenture will ultimately receive patent protection.
By carefully recognizing and focusing upon the very core of the business, these CEOs are allocating their scarce cash resources to hire the best talent they can find to support that core business, and then reaching out to partners, independent contractors, and other small businesses to provide all other functions.
One way to mitigate this is by using early money to create a prototype, to perform market research, to complete the first generation of the product, or to deliver the service to a satisfied customer. Second: Market risk. Are you ahead or behind the market with your product or service? And fifth: Competitive risk.
Young entrepreneurs often are so excited by new technology or their latest invention that they forget to translate it into a value proposition that their customers or potential investors can understand. Customer data integrity and security. business customer values entrepreneur startup technology solution' Payback on investment.
By carefully recognizing and focusing upon the very core of the business, these CEO’s are allocating their scarce cash resources to hire the best talent they can find to support that core business, and then reaching out to partners, independent contractors, and other small businesses to provide all other functions.
Don’t forget to consider customer alternatives, like trains versus airplanes. These days, you can find existing patents and trademarks through Google and the US Patent Office online site without spending thousands of dollars with your favorite patent attorney. Choose projects with financial resources within your reach.
They are looking for startups that have a sustainable advantage over direct and indirect competitor offerings, as well as obvious value to customers living without your product today. Startups simply don’t have the resources to keep ahead of large competitors who see initial traction and go after it. Investors check connections.
One way to mitigate this is by using early money to create a prototype, to perform market research, to complete the first generation of the product, or to deliver the service to a satisfied customer. Any new enterprise is at risk if there are not enough resources to get the company to breakeven, which is a proxy for stability.
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. If you don’t have a high level of commitment and passion, you customers won’t seek you out.
Young entrepreneurs often are so excited by new technology or their latest invention that they forget to translate it into a value proposition that their customers or potential investors can understand and relate to. Customer data integrity and security. This priority applies to big companies, as well as startups. Martin Zwilling.
How an entrepreneur answers this question speaks volumes about their knowledge of business realities, customers, confidence, and their ability to handle investor funding. The problem is that startups have limited resources to keep them ahead of big companies. Money from customers and investors is the same color.
But in addition I’ve always found it helpful to provide a simple checklist for new venture founders and new business owners to make sure they have covered all the key bases correctly, including the following: Define and focus on a single customer segment. Quantify your value proposition for customers.
Value is embodied in previous success with investors, proven problem solving ability, and having built and executed a business plan with minimal resources. Value factors include your related product breadth and depth, relationships with thought leaders, key vendors, and large potential customers.
In fact, I think the evidence is clear that many entrepreneurs started their journey while still in college, and capitalized on all the resources there, before moving on: Extend your technology focus with business basics. He learned quickly that several pivots were required for business, legal, and customer acceptance reasons.
Beyond that, I want lots of conversations with experts, users, customers, VCs, partners, etc. NDAs or Other Protection So you decide you want to be able to share with experts, users, customers, VCs, partners, etc. Some resources on this: Intellectual Property is More Than Patents Does My Startup Have Intellectual Property?
Both have obviously been able to expand their focus and impact, based on learning from early challenges, availability of additional resources, and early success applied more broadly. It clearly takes focus to create and file a patent, but it will give you a tremendous advantage over “me too” competitors.
How an entrepreneur answers this question speaks volumes about their knowledge of business realities, customers, confidence, and their ability to handle investor funding. The problem is that startups have limited resources to keep them ahead of big companies. Money from customers and investors is the same color.
Beyond that, I want lots of conversations with experts, users, customers, VCs, partners, etc. NDAs or Other Protection So you decide you want to be able to share with experts, users, customers, VCs, partners, etc. Some resources on this: Intellectual Property is More Than Patents Does My Startup Have Intellectual Property?
Major innovation, with major payback, requires real change, addresses a major pain point, and hits a large customer segment who can pay. I do recommend non-disclosures and patents, but more can be gained than lost by talking to outside experts. For example, smart entrepreneurs look for recognizable patterns in disconnected domains.
Your concept has to be understood by customers and investors in 30 seconds or less, and everyone needs to immediately see how awesome it would be, or that they would be nuts not to have it. I’m looking for the “hook” right up front, or I lose interest quickly, just like every customer and investor these days.
How an entrepreneur answers this question speaks volumes about their knowledge of business realities, customers, confidence, and their ability to handle investor funding. The problem is that startups have limited resources to keep them ahead of big companies. Money from customers and investors is the same color.
Offer free solutions to bring in more customers. Don’t get caught in the myth that you shouldn’t worry about monetization until after you have a large customer base. Social causes are great, but your ability to sustain your value contribution is directly linked to your ability to find paying customers.
Most aspiring entrepreneurs look to their alma mater, or any university, as a source of classes that can help them, but neglect to think outside the box or take advantage of all the other resources to be found there. Get help with grant funding and incubator resources.
It starts with a vision, but benefits quickly from a structured process of idea generation, evaluation, prototyping, customer feedback, and success metrics. Innovative technologies have no value until they are turned into solutions to real customer problems. From time to time, include customers and sales members in ideation sessions.
In addition, we all know that patent disclosure rules often facilitate legal reverse engineering, and innovation at this point is now much cheaper. Market research can thus be based on real customers and a previously tested market. Timing is critical, as well as focus on marketing and customer satisfaction. Martin Zwilling.
How an entrepreneur answers this question speaks volumes about their knowledge of business realities, customers, confidence, and their ability to handle investor funding. The problem is that startups have limited resources to keep them ahead of big companies. Money from customers and investors is the same color. Martin Zwilling.
One way to mitigate this is by using early money to create a prototype, to perform market research, to complete the first generation of the product, or to deliver the service to a satisfied customer. Any new enterprise is at risk if there are not enough resources to get the company to breakeven, which is a proxy for stability.
It starts with a vision, but benefits quickly from a structured process of idea generation, evaluation, prototyping, customer feedback, and success metrics. Innovative technologies have no value until they are turned into solutions to real customer problems. From time to time, include customers and sales members in ideation sessions.
No known patents filed. Maybe the solution hasn’t yet been commercialized, but a patent has been submitted by someone else, putting your idea in jeopardy. Another series of searches on Google Patents and the US Patent Office site and Free Patents Online is in order at this point. Real customer pain and money.
It wasn’t so many years ago that starting a new e-commerce business on the Internet was a complex custom development project, usually costing a million dollars or more. The same is true for filing patents, registering trademarks, and filing copyrights. A programmer can build a new smartphone app for a few thousand dollars.
No known patents filed. Maybe the solution hasn’t yet been commercialized, but a patent has been submitted by someone else, putting your idea in jeopardy. Another series of searches on Google Patents and the US Patent Office site and Free Patents Online is in order at this point. Real customer pain and money.
I like the summary of the competitive reality in a new book, “ Rethinking Competitive Advantage: New Rules for the Digital Age ,” by Ram Charan, who relates a wealth of current experience from global clients: Customers expect a personalized experience. These have the vision and the resources to fund long-term digital success.
Obviously, where you need to be is somewhere in the middle, and certain that you are the right person with the right resources to win. The right answer to this question is that you bring some new intellectual property to the table – like a patent or other secret sauce. Do you have the resources to build a business?
It can come from experience, or from training in a prior company, and it can even be self-taught from the Internet by smart entrepreneurs, just like they learned the skill of establishing a company, negotiating a contract, or filing a patent. That’s a big step from one product for one customer. Organize your work before you begin.
Experienced business people realize that unless you are dealing with a commodity, or customers are extremely unhappy, they won’t switch to a new alternative unless the savings are well above 20%. Lock on the market or customer base. “Advantage” needs to be measurable and significant. Here are the key ones: Real intellectual property.
Don’t forget to consider customer alternatives, like trains versus airplanes. These days, you can find existing patents and trademarks through Google and the US Patent Office online site without spending thousands of dollars with your favorite patent attorney. Choose projects with financial resources within your reach.
Most entrepreneurs spend far too much time thinking negatively about competitors, and can’t resist making derogatory statements to their own team, to investors, and even to customers. Patents and trade secrets are more powerful advantages than missing competitive features, which might be quickly filled in as you gain traction.
Don’t forget to consider customer alternatives, like trains versus airplanes. These days, you can find existing patents and trademarks through Google and the US Patent Office online site without spending thousands of dollars with your favorite patent attorney. Choose projects with financial resources within your reach.
For example, Elon Musk, who owns many battery patents , normally kept for a competitive edge, decided to open them all to any competitors in an effort to expand the market for his electric vehicles. Initiate a regular program of customer experiments. Always practice thinking outside the box.
Despite some recent advances, there are still some cultures which have less regard for patents and other intellectual property. Customer-facing services, like call centers, should rarely be outsourced. Internal services, like marketing and accounting, are more manageable and have less customer visibility.
Most aspiring entrepreneurs look to their alma mater, or any university, as a source of classes that can help them, but neglect to think outside the box or take advantage of all the other resources to be found there. Get help with grant funding and incubator resources.
There are lots of resources available for the challenge of that activity, including the Internet and mentors like me. In my experience, the key steps I look for always include the following: Testing the idea against customers who have money to spend. Prepare your marketing story for customers and investors.
Experienced business people realize that unless you are dealing with a commodity, or customers are extremely unhappy, they won’t switch to a new alternative unless the savings are well above 20%. Lock on the market or customer base. “Advantage” needs to be measurable and significant. Here are the key ones: Real intellectual property.
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