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Can tapping the power of the crowd not only help you find customers and help fund your project, but also help you shape your startup idea and find funding? We offer up those ideas and patents to any user on the Internet, and they can sign up on the site to work with the entrepreneur on the idea. and NASA, as well as universities.
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.
We''re rolling it out to finance and Wall Street, monitoring thousands of sources of continuously changing information, such as news, social media, internal email systems, and analyzing specific, material conditions that our customers are looking for. It''s about as complicated as Google Adwords.
Many writers have outlined the critical success factors for product companies, like sell every unit at a profit, patent the design, and continuous product improvement. Obviously we can find many critical success factors, like finding and retaining high-value customers, which apply to companies that are product centric or services centric.
Many writers have outlined the critical success factors for product companies, like sell every unit at a profit, patent the design, and continuous product improvement. Obviously we can find many critical success factors, like finding and retaining high-value customers, which apply to companies that are product centric or services centric.
Statistically, the costs to the first inventor of a new technology are at least a third higher than to follow-on innovators in the same technology. Of course, the first one gets the patent. But patent disclosure requirements often make imitation easier, and smart technologists can work around most patents anyway.
Statistically, the costs to the first inventor of a new technology are at least a third higher than to follow-on innovators in the same technology. Of course, the first one gets the patent. But patent disclosure requirements often make imitation easier, and smart technologists can work around most patents anyway.
They only want a quick overview of the product, not detailed features and patent secrets. If you haven’t yet finalized the business model, cost projections, and customer segments, you aren’t ready for investors. Investors are buying part of the business, not the product or service.
They only want a quick overview of the product, not detailed features and patent secrets. If you haven’t yet finalized the business model, cost projections, and customer segments, you aren’t ready for investors. Investors are buying part of the business, not the product or service.
They only want a quick overview of the product, not detailed features and patent secrets. If you haven’t yet finalized the business model, cost projections, and customer segments, you aren’t ready for investors. Investors are buying part of the business, not the product or service.
They only want a quick overview of the product, not detailed features and patent secrets. If you haven’t yet finalized the business model, cost projections, and customer segments, you aren’t ready for investors. Investors are buying part of the business, not the product or service.
Statistics show that the failure rate for new startups within the first 5 years is as high as 50 percent. You may have the solution to the world hunger problem, but if your customers have no money, your business won’t last long. That’s not bad, but who wants to be average? How can you improve your odds? No intellectual property.
Based on some good estimates of how many new ventures have been started in the last five years, the statistical odds of any individual startup making it to this level are less than one in a million. Patents and other intellectual property are a necessary initial “barrier to entry,” but these are just the beginning.
Statistics show that the failure rate for new startups within the first 5 years is higher than 50 percent. You may have the solution to the world hunger problem, but if your customers have no money, your business won’t last long. That’s not bad, but who wants to be average? How can you improve your odds? No intellectual property.
The next company up was Storitz , operating as an online reservation system for storage units (think Orbitz), the company helps consumers not only search for available listings, but also make reservations with real time feedback on availability and customer reviews. Looking for twitter trends on #TZSpotlight?
Our model does not involve commissions or revenue share with our customers, unlike the traditional publishing model, where you give out your knowledge for a small fraction of what a publisher gets. We have patents filed on this process. a month for two Genies, and unlimited users or customers.
They only want a quick overview of the product, not detailed features and patent secrets. If you haven’t yet finalized the business model, cost projections, and customer segments, you aren’t ready for investors. Investors are buying part of the business, not the product or service.
It’s hard to invent and patent more “scientific” methods on how to match people. Most of these come and go so fast that gathering statistics is impossible. So are customers. Intellectual property is tough. Most people, especially women, don’t even want to feel like they can be ‘matched’ by a computer. Let’s give it them.
According to statistics , there are more than 5,000 dating sites worldwide with 1,000 new ones appearing every year. For a new startup, the best way to assure survival is to file patents or other intellectual property to keep future competitors from copying your success. The customer value proposition is difficult to quantify.
Notwithstanding this discouraging statistic, there’s hope, as an increasing number of companies are proactively pursuing diversity of thought within their workforce. Our customers are some of the world's largest, most diverse organizations on the planet, such as IBM, HP and Dell.
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