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But only recently did I read a clear document on the risks and rewards of patent strategy. Thanks to Russ Krajec, a patent attorney, for the quick improvement in my education, here are some important points to consider when thinking of your patent strategy. What is the true cost of patenting an idea? And private.
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.
A continuing question I hear from young entrepreneurs is whether a university degree is important to startup success, or just a distraction in achieving their purpose in the world. Both provide entrepreneurial “head start” programs for aspiring entrepreneurs, free legal guidance, and access to experienced staff members.
I always advise software startups to file patents to protect their “secret sauce” from competitors, and to increase their valuation. The good news is that a patent can scare off or at least delay competitors, and as a “rule of thumb” patents can add up to $1M to your startup valuation for investors or M&A exits (merger and acquisition).
I always advise software startups to file patents to protect their “secret sauce” from competitors, and to increase their valuation. This patent holding company has charged infringement and demanded royalties from every app developer for the iPhone and Android, for a feature most agree has been in apps for many years.
With the appearance of do-it-yourself services on the Internet, entrepreneur curriculums at every university, and a wealth of new books on the subject, the need for expensive consultants and business advisors has also been mitigated. The same is true for filing patents, registering trademarks, and filing copyrights.
I always advise software startups to file patents to protect their “secret sauce” from competitors, and to increase their valuation. The bad news is that patent trolls can squeeze the lifeblood out of innocent and unsuspecting entrepreneurs, as exemplified by the current mess around Lodsys patent No.
Most of you aspiring entrepreneurs have new ideas on a regular basis, and find it hard deciding which to pursue, or try to tackle several at the same time. Good examples of initial focus by an entrepreneur would include Jeff Bezos when he started Amazon as an online marketplace for books only, and Elon Musk starting PayPal as an online bank.
In my experience, consummate entrepreneurs tend come up with more startup ideas than they can ever implement, and some of the ideas may not even make business sense. But how does any entrepreneur know which ideas to implement, and which ones are best left behind? Choose projects with financial resources within your reach.
In my experience, consummate entrepreneurs tend come up with more startup ideas than they can ever implement, and some of the ideas may not even make business sense. But how does any entrepreneur know which ideas to implement, and which ones are best left behind? Choose projects with financial resources within your reach.
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. bashing competition entrepreneur investor startup' Martin Zwilling.
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. Access to entrepreneurs-in-residence, business mentors.
As a mentor to many aspiring entrepreneurs, I challenge them to think beyond what I call linear extensions to a current trend, such as another “easier-to-use” app for smartphones, a new dating site for pets, or another niche social network. Do you have the resources to build a business? Great social entrepreneurs are rare.
In the creation of a new enterprise, there are five principal risks to be addressed by the entrepreneur. So it is important for the entrepreneur to identify, address and mitigate each of these in order to increase valuation and decrease the risk of ultimate loss of the business. And fifth: Competitive risk.
It seems like everyone wants to be an entrepreneur and get rich these days. There are lots of resources available for that question, including the Internet and mentors like me. As an example of a good resource, I enjoyed the classic book, “ Idea To Invention ,” by Patricia Nolan-Brown, that does a great job on the key steps.
As a mentor to aspiring entrepreneurs, I’m always surprised by the fact that some never seem to be able to that first startup going, while many others never seem to stop, starting their second or third initiative before the first one is fully hatched. I’m now convinced that serious entrepreneurs relish the startup process more than success.
Based on my experience as a mentor and an entrepreneur, if you fail on your first startup, you are about average. Every young entrepreneur knows implicitly that startup success is a long hard road. Of course, a real entrepreneur always takes a failure as a milestone on the road to success. Resource requirements not understood.
Most technical entrepreneurs I know demand the discipline of a product specification or plan, and then assume that their great product will drive a great business. Is it any wonder why so few entrepreneurs ever find the professional investors they seek? Each of these activities should have associated costs and resource requirements.
In my experience, inventors and technologists arent interested or arent very good at building a business, and entrepreneurs arent usually good scientists. Historically, its also not often that a good inventor was also a good entrepreneur. Most good entrepreneurs are idea people, and can flood you with ideas.
In my experience, inventors and technologists aren’t interested or aren’t very good at building a business, and entrepreneurs aren’t usually good scientists. Historically, it’s also not often that a good inventor was also a good entrepreneur. Most good entrepreneurs are idea people, and can flood you with ideas.
There is so much written these days about how to attract investors that most entrepreneurs “assume” they need funding, and don’t even consider a plan for “bootstrapping,” or self-financing their startup. In fact, most of the rich entrepreneurs you know actively turned away early equity proposals. Need expensive resources up front.
After many years of working with angel investors seriously trying to find new ventures worthy of their hard-earned money, I find their frustration often exceeds that of entrepreneurs sincerely looking for financial help. For seed stage funding, entrepreneurs should be looking to friends and family, crowd funding, and relevant institutions.
Entrepreneurs often have formidable technical expertise, key to developing a new product or service, but a great naïveté in management skills. It’s here that entrepreneurs must shift their thinking from tactical and operational, to strategic and managerial. No entrepreneur is born with these skills.
In my experience, inventors aren’t interested or aren’t very good at building a business, and entrepreneurs aren’t usually good scientists. Historically, it’s also not often that a good inventor was also a good entrepreneur. Some now argue that even our entrepreneur heroes, like Thomas Edison, really cheated on the invention side.
There is so much written these days about how to attract investors that most entrepreneurs “assume” they need funding, and don’t even consider a plan for “bootstrapping,” or self-financing their startup. In fact, most of the rich entrepreneurs you know actively turned away early equity proposals. Need expensive resources up front.
In my experience, inventors aren’t interested or aren’t very good at building a business, and entrepreneurs aren’t usually good scientists. Historically, it’s also not often that a good inventor was also a good entrepreneur. Some now argue that even our entrepreneur heroes, like Thomas Edison, really cheated on the invention side.
In their passion and excitement about a new product or service, entrepreneurs tend to continually narrow the scope of potential competitors, and often claim to have no direct competitors. Startups simply don’t have the resources to keep ahead of large competitors who see initial traction and go after it.
In that same post Why you shouldn’t keep your startup idea secret where he argues to make things open, he defines only one group of people that you may want to avoid having a conversation with: The handful of people in the world who might copy your idea are entrepreneurs just starting up with a very similar idea. False Confidence.
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. Access to entrepreneurs-in-residence, business mentors.
Most technical entrepreneurs I know demand the discipline of a product specification or plan, and then assume that their great product will drive a great business. Is it any wonder why so few entrepreneurs ever find the professional investors they seek? Each of these activities should have associated costs and resource requirements.
I always tell entrepreneurs that two heads are better than one, so the first task in many startups is finding a co-founder or two. Value is embodied in previous success with investors, proven problem solving ability, and having built and executed a business plan with minimal resources. Key to required patents or trade secrets.
In that same post Why you shouldn’t keep your startup idea secret where he argues to make things open, he defines only one group of people that you may want to avoid having a conversation with: The handful of people in the world who might copy your idea are entrepreneurs just starting up with a very similar idea. False Confidence.
Based on my own experience and feedback from friends, every investor is approached by at least ten entrepreneurs with a “hot idea” for a new business, for every one who has a real “plan” for a new business. In fact, you can find websites full of ideas, like these “ Free Innovative Ideas ,” by serial entrepreneur Kim E.
In addition, we all know that patent disclosure rules often facilitate legal reverse engineering, and innovation at this point is now much cheaper. The world is now a small place, but startups usually don’t have the resources to saturate all the related markets at once. business disruptive technology entrepreneur innovation startup'
With the appearance of do-it-yourself services on the Internet, entrepreneur curriculums at every university, and a wealth of new books on the subject, the need for expensive consultants and business advisors has also been mitigated. The same is true for filing patents, registering trademarks, and filing copyrights. 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. Don’t bash the competition. Facebook spent over $150 million before revenue.
Every entrepreneur I know has their favorite excuse for a previous failure – an investor backed out, the economy took a downturn, or a supplier delivered bad quality. In that spirit, I offer my perspective on ten common startup failure sources that rarely get admitted by entrepreneurs: Choose to skip the written business plan.
A while back I received a discouraging note from an entrepreneur with a patent and a medical software application who couldn’t find a dime of investment, and was grousing that seed funding just wasn’t available anymore. The resources are out there to help you, like the book mentioned, this blog, and many more. Use them and win.
In the creation of a young company, there are five principal risks to be addressed by the entrepreneur. So, it is important for the entrepreneur to identify, address and mitigate each of these in order to increase valuation and decrease the risk of ultimate loss of the business. Fourth: Financial risk. . And fifth: Competitive risk.
Entrepreneurs often have formidable technical expertise, key to developing a new product or service, but a great naïveté in management skills. It’s here that entrepreneurs must shift their thinking from tactical and operational, to strategic and managerial. No entrepreneur is born with these skills.
For a software startup, a patent can be the intellectual property providing the key competitive advantage, or it can be an expensive non-defensible bureaucratic nightmare -- or both. Some argue to simply eliminate software patents, while others put their hopes in U.S. Every business is global, but patent rules differ around the world.
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, as well as internal data, is a key resource for every business that must be secured and protected.
Entrepreneurs often have formidable technical expertise, key to developing a new product or service, but a great naïveté in management skills. It’s here that entrepreneurs must shift their thinking from tactical and operational, to strategic and managerial. No entrepreneur is born with these skills.
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. Don’t bash the competition. Facebook spent over $150 million before revenue.
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