This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
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.
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.
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.
What I love about my job is getting to see teams of super-early-stage companies develop ideas that while raw have potential to make an impact on the market. I can’t tell you how many people have thanked me for this advice and say their productivity increased exponentially. And board confidence matters in growing companies.
For the rest of us, we need a business plan, as well as a product plan. Some of you may be convinced that your product specification communicates the product message even better than a business plan, so why be redundant? Professional investors and even customers invest in people, rather than just a product.
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.
First: Product risk. Is the product or service possible to produce at all, let alone economically enough to compete in the marketplace? Are you ahead or behind the market with your product or service? Second: Market risk. Will the public respond in numbers to buy, license or rent your offering?
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. The distinction between product companies and services companies is easy to see. Customers don’t like to see you learning on the job or outsourcing.
Gene Dolgoff: After years of research and development, we have developed technology which converts two dimensional video to 3D. It was a series of different technologies we had ot develop and apply for patents on, and now that we have it, we're working on a prototype. Why turn to crowdfunding and Fundable for this?
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. The need to build a new million-dollar factory for each new product is gone.
Santa Barbara-based Ice Energy (www.ice-energy.com) has quietly been working away at developing energy storage systems to help smooth out the demand for energy on the nation's power grid. We have a lot in common in terms of those air conditioners and even the technology, but our product is different in an important way.
Nils Forsblom: TenFarms is a mobile app developer. We build mobile products, not just mobile applications, but products around them. We have a couple of different ideas in the pipeline, and have filed patents in our unique way of showing advertising on a very small screen. It was the guy we'd outsourced as CEO.
First: Product risk. . Is the product or service possible to produce at all, let alone economically enough to. 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.
One of the readers asked my opinion around sharing your startup concept: My first question has always been - how do you protect your idea while shopping around for feedback, partners, developers, etc.? You’ll learn about competitive products that exist or are being built. Lots of thoughts here. False Confidence.
Carlsbad-based ViaSat , which develops satellite communications and other wireless networking technology, has been awarded $49.3M Specifically, Viasat said the award came from Acacia's breach of contract and unauthorized use of its soft decision forward error correction (SDFEC) technology. in a lawsuit against Acacia Communications.
And a big factor is how big is the Founder Developer Gap. There’s a funny phenomenon where often the best sounding technical people are often the worst developers. I would suggest if you are thinking about what you really need for your startup in terms of technology, you also take a look at: Startup CTO or Lead Developer.
One of the readers asked my opinion around sharing your startup concept: My first question has always been - how do you protect your idea while shopping around for feedback, partners, developers, etc.? You’ll learn about competitive products that exist or are being built. Lots of thoughts here. False Confidence.
Entrepreneurs often have formidable technical expertise, key to developing a new product or service, but a great naïveté in management skills. Focus on high productivity. That’s a big step from one product for one customer. Inspire, Motivate, and Bring Out the Best in Your People.” These are all skills you can learn.
Patents and trademarks are very valuable in attracting investors for scaling, as well as future premium buyouts. Cash is always hard to find, but in many cases it’s even harder to find access to needed distribution channels, government contract expertise, or the special skills required to deliver your solution.
First: Product risk. . Is the product or service possible to produce at all, let alone economically enough to compete in the marketplace? Email readers, continue here…] Are you ahead or behind the market with your product or service? Second: Market risk. . Third: Management risk. . Fourth: Financial risk. .
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. The need to build a new million-dollar factory for each new product is gone.
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. The distinction between product companies and services companies is easy to see. Customers don’t like to see you learning on the job or outsourcing.
Once you have a potential investor excited about your team, your product, and your company, the investor will inevitably ask “What is your company’s valuation?” The value of patents and trademarks is not certifiable, especially if you are only at the provisional stage. Early customers and contracts in progress add value.
Patents and trademarks are very valuable in attracting investors for scaling, as well as future premium buyouts. Cash is always hard to find, but in many cases it’s even harder to find access to needed distribution channels, government contract expertise, or the special skills required to deliver your solution.
Local manufacturing on the other hand can produce quality and more complex products, but the costs is what prevents many taking this route. Traditional manufacturing would subtract materials to create a product. 3D printing has been around for the past 30 years, however patents prevented others from advancing such technology.
Entrepreneurs often have formidable technical expertise, key to developing a new product or service, but a great naïveté in management skills. Focus on high productivity. That’s a big step from one product for one customer. Inspire, Motivate, and Bring Out the Best in Your People.” These are all skills you can learn.
Once you have a potential investor excited about your team, your product, and your company, the investor will inevitably ask “What is your company’s valuation?” The value of patents and trademarks is not certifiable, especially if you are only at the provisional stage. Early customers and contracts in progress add value.
Entrepreneurs often have formidable technical expertise, key to developing a new product or service, but a great naïveté in management skills. Focus on high productivity. That’s a big step from one product for one customer. Inspire, Motivate, and Bring Out the Best in Your People.” These are all skills you can learn.
Under no circumstances should you put your partner under pressure to sign a contract before your departure date. Even a trusted manufacturer generally employs numerous subcontractors and this can easily lead to unauthorized copying as well as loss of intellectual property rights, despite patent protection.
Patents and trademarks are very valuable in attracting investors for scaling, as well as future premium buyouts. Cash is always hard to find, but in many cases it’s even harder to find access to needed distribution channels, government contract expertise, or the special skills required to deliver your solution.
Once you have a potential investor excited about your team, your product, and your company, the investor will inevitably ask “What is your company’s valuation?” The value of patents and trademarks is not certifiable, especially if you are only at the provisional stage. Early customers and contracts in progress add value.
Entrepreneurs often have formidable technical expertise, key to developing a new product or service, but a great naïveté in management skills. Focus on high productivity. That’s a big step from one product for one customer. Inspire, Motivate, and Bring Out the Best in Your People.” These are all skills you can learn.
► February (1) Building and Developing an A++ Team ► 2008 (14) ► December (1) Develop a Culture Roadmap ► November (2) Green Week - Save the Environment and Your Cash Creating a Culture of Innovation: Cultural Values. Outsourcing ► April (1) GoogleClick - Who owns your cash register? Startup 3.0:
Under no circumstances should you put your partner under pressure to sign a contract before your departure date. Even a trusted manufacturer generally employs numerous subcontractors and this can easily lead to unauthorized copying as well as loss of intellectual property rights, despite patent protection.
Patents and trademarks are very valuable in attracting investors for scaling, as well as future premium buyouts. Cash is always hard to find, but in many cases it’s even harder to find access to needed distribution channels, government contract expertise, or the special skills required to deliver your solution.
If you are inventing or creating a product, understand patents and register for one at the USPTO. Ensure your business name is available on a wide variety of social networking websites in order to develop consistent branding ( KnowEm ). Determine a pricing system for your product(s). Recommended. Recommended.
► February (1) Building and Developing an A++ Team ► 2008 (14) ► December (1) Develop a Culture Roadmap ► November (2) Green Week - Save the Environment and Your Cash Creating a Culture of Innovation: Cultural Values. Outsourcing ► April (1) GoogleClick - Who owns your cash register? Startup 3.0:
► February (1) Building and Developing an A++ Team ► 2008 (14) ► December (1) Develop a Culture Roadmap ► November (2) Green Week - Save the Environment and Your Cash Creating a Culture of Innovation: Cultural Values. Outsourcing ► April (1) GoogleClick - Who owns your cash register? Startup 3.0:
► February (1) Building and Developing an A++ Team ► 2008 (14) ► December (1) Develop a Culture Roadmap ► November (2) Green Week - Save the Environment and Your Cash Creating a Culture of Innovation: Cultural Values. Outsourcing ► April (1) GoogleClick - Who owns your cash register? Startup 3.0:
In many cases, agreements crafted by BDC lawyers resemble ConTraps rather than mutually beneficial contracts. This series describes how entrepreneurs can craft company-changing agreements with BDCs, while avoiding Kiss of Death contract provisions. Part III addresses these contract traps: World-wide Distribution. Free Pilots.
In many cases, agreements crafted by BDC lawyers resemble ConTraps rather than mutually beneficial contracts. This series describes how entrepreneurs can craft company-changing agreements with BDCs, while avoiding Kiss of Death contract provisions. Part III addresses these contract traps: World-wide Distribution. Free Pilots.
Be a miser with contract services and facilities. Getting a sales contract before manufacturing inventory. For example, a software development startup raising $250,000 from angel investors better be able to operate on $25,000 per month. Think of these alternatives as paying interest on a loan, and manage them wisely.
Be a miser with contract services and facilities. Getting a sales contract before manufacturing inventory. For example, a software development startup raising $250,000 from angel investors better be able to operate on $25,000 per month. Think of these alternatives as paying interest on a loan, and manage them wisely.
Be a miser with contract services and facilities. Getting a sales contract before manufacturing inventory. For example, a software development startup raising $250,000 from angel investors better be able to operate on $25,000 per month. Think of these alternatives as paying interest on a loan, and manage them wisely.
We organize all of the trending information in your field so you don't have to. Join 5,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content