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He wanted to build direct customer relationships to get product feedback but only 2% of customers would ever return their registration cards. He thought, “This way any product you launch you can talk instantly with and get feedback from customers.&# They would give companies $250,000 to launch their products.
Don’t bash the competition. Every investor knows how vulnerable a new startup is to competitors, so investors always ask about your sustainable competitive advantage in the marketplace. That says you are competitive today, have a real barrier to entry, and the potential to remain ahead of the competition for a long time.
Don’t bash the competition. Every investor knows how vulnerable a new startup is to competitors, so investors always ask about your sustainable competitive advantage in the marketplace. That says you are competitive today, have a real barrier to entry, and the potential to remain ahead of the competition for a long time.
Santa Barbara-based whole home audio systems maker Sonos has filed another patent infringement suit at Google , saying that Google has infringed on five wireless audio patents held by the company. The lawsuit is the second filed against Google by Sonos, which also sued Google over similar patents in January. READ MORE>>.
According to Funai, President Obama has decided not to overrule an ITC order which found that VIZIO violated Funai patents. Funai claimed in a statement that the lack of action from Obama means that Vizio and its associates have been barred from importing and selling infringing digital television products in the U.S.
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. Thus, if a startup team asks, “What is this patent worth to us?”,
In case you hadn’t noticed, the key elements of a competitive advantage for your business have changed as businesses move online, and your domain is instantly global. As a business advisor, I have to recommend even to established companies that they review and revamp their competitive strategy now, even if it appears to be working today.
As an investor, I always listen carefully to what an entrepreneur says, and does not say, about competition. Every business area has competition and every customer has alternatives, so a smart entrepreneur needs to acknowledge these as a positive in defining a big market, and position the features of a new solution in this context.
Know your market and competition, or don’t spend a dime on anything else. There was even talk of some phone companies using the patented system for serving communities of guests, not just from a single hotel. In this case, the competition was not from a company but a new technology. There is no competition.”
One of the toughest and yet most important questions you will be asked by savvy potential startup investors is “What is your sustainable competitive advantage?” Yet many entrepreneurs, maybe in their passion for their new product, gloss over this one, or even announce that they have no competition.
As an investor, I always listen carefully to what an entrepreneur says, and does not say, about competition. Every business area has competition and every customer has alternatives, so a smart entrepreneur needs to acknowledge these as a positive in defining a big market, and position the features of a new solution in this context.
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.
Know your market and competition, or don’t spend a dime on anything else. I have stated previously that I love absolutes – statements with no wiggle room for gray-area responses. There was even talk of some phone companies using the patented system for serving communities of guests, not just from a single hotel.
One of the most important questions you will be asked by potential investors is how your solutions beats the competition, not just today, but over the three to five year life of their investment. The concept is called “sustainable competitive advantage.” That implies competitive now, and the potential to stay in the lead.
One of the toughest and yet most important questions you will be asked by savvy potential startup investors is “What is your sustainable competitive advantage?” Yet many entrepreneurs, maybe in their passion for their new product, gloss over this one, or even announce that they have no competition.
As an investor, I always listen carefully to what an entrepreneur says, and does not say, about competition. Every business area has competition and every customer has alternatives, so a smart entrepreneur needs to acknowledge these as a positive in defining a big market, and position the features of a new solution in this context.
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. Competition for your new hydrogen fuel auto engine is not limited to other hydrogen auto engine offerings, or even other autos.
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. Competition for your new hydrogen fuel auto engine is not limited to other hydrogen auto engine offerings, or even other autos.
Most entrepreneurs are quick to assert to potential investors that their product or solution will kill the competition, but unfortunately your opinion alone is not enough to convince most experienced investors. A competitive advantage to a non-problem or tiny niche is not interesting to investors.
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. Serious investors, on the other hand, look for a professional business plan or summary first, and hardly ever look at the product plan.
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. Serious investors, on the other hand, look for a professional business plan or summary first, and hardly ever look at the product plan.
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? And fifth: Competitive risk. Second: Market risk.
Don’t bash the competition. Every investor knows how vulnerable a new startup is to competitors, so investors always ask about your sustainable competitive advantage in the marketplace. That says you are competitive today, have a real barrier to entry, and the potential to remain ahead of the competition for a long time.
International Trade Commission has taken up a complaint, filed by Santa Barbara-based Sonos , that Google has been importing and selling goods which Sonos says infringe upon its patents. The move is the latest in a big battle between Sonos and Google. READ MORE>>.
They will be more willing to pay a royalty fee if your product gets them to market earlier or is protected by patent to create a barrier to their competition. If a continuing fee, the license could be based upon units of the product incorporating your IP. Does the average agreement call for advance payment of royalties?
Watching the orders come in, or the product moving off the shelf, is the feedback you have been looking for. Love that sustainable competitive advantage. Love that sustainable competitive advantage. Incorporate, register your domain name, trademarks, and copyrights, then patent if possible. A business model that works.
Don’t bash the competition. Every investor knows how vulnerable a new startup is to competitors, so investors always ask about your sustainable competitive advantage in the marketplace. That says you are competitive today, have a real barrier to entry, and the potential to remain ahead of the competition for a long time.
A large portion of your competitive advantage and your potential value to investors is the size of your intellectual property portfolio. When someone says Intellectual Property (IP), most entrepreneurs think only of patents. In reality, patents are only one of at least eight items that should be in your IP portfolio. Copyrights.
Intellectual property is required for a competitive edge. You may think that patents and copyrights are not required, since your products are so innovative, but you will find that competitors are quick to copy your idea if you don’t protect it. Strategic planning is a required ongoing investment. Neither is good.
Fantastic post by Christian Gammill - Startup Delta Force… From a competitive perspective (e.g. all the other folks out there that will try to enter the same market) the barriers have been dropping over the last few years. Now, given our current economic crisis and VC ‘challenges’, the barriers to funding have gone up significantly as well.
However, his first-hand knowledge of how software is created, tested and commercialized facilitated his execution of Microsoft’s initial strategy, in which it leveraged its operating system to create a suite of business productivity solutions. I am not suggesting you spurn product excellence. Frugal Is As Frugal Does. "Instead
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. Low cost and low margin products can be winners, if the volume is high enough.
They will be more willing to pay a royalty fee if your product gets them to market earlier or is protected by patent to create a barrier to their competition. If a continuing fee, the license could be based upon units of the product incorporating your IP. Does the average agreement call for advance payment of royalties?
Know your market and competition, or don’t spend a dime on anything else. There was even talk of some phone companies using the patented system for serving communities of guests, not just from a single hotel. In this case, the competition was not from a company but from a new technology. There is no competition.”
This is the confirmation that your product or service fills a real need in the marketplace. Similarly, it will be very satisfying to see the productivity increases from your leadership and mentoring. Watch that patent provide a real barrier to competitive entry. Note the growth of your team and your own leadership.
Experienced entrepreneurs will tell you that the initial idea is the easy part, and it’s the later implementation, and the competitive business marketing that are the real creative challenges. Many businesses have found that raising the price of a product to give it status can win more customers than a price war. Think the unthinkable.
New product process. Creating intellectual property, including patents, is the kay to long-term value and a sustainable competitive advantage. Make sure all team members have some connection with the product – has either used it, or sold it, or assembled it. An entrepreneur looking for a sure thing will never innovate.
Gillette claims Dollar Shave Club has infringed on one of its patents for self cleaning razors. Dollar Shave said "we are not intimidated" by the attempt to "thwart competition with litigation." Dollar Shave Club operates an online, subscription service which delivers razors and other products on a monthly basis. READ MORE>>.
New product process. Creating intellectual property, including patents, is the kay to long-term value and a sustainable competitive advantage. Make sure all team members have some connection with the product – has either used it, or sold it, or assembled it. An entrepreneur looking for a sure thing will never innovate.
One of the most important questions you will be asked by potential investors is how your solutions beats the competition, not just today, but over the three to five year life of their investment. The concept is called “sustainable competitive advantage.” Our product is truly disruptive technology.” Our patent will protect us.”
For example, “I just patented a new cell-phone technology that will double battery life for half the cost. My friend, Dave Bittner , offers a simple template to get started that will work for most products and services: “We sell [product/service deliverable] to [market niche] who want [unmet market need]. About 150-225 words.
You’ll learn about competitiveproducts that exist or are being built. You’ll gauge people’s excitement level for the product and for various features. Some resources on this: Intellectual Property is More Than Patents Does My Startup Have Intellectual Property? You’ll get suggestions for improvements. False Confidence.
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.
You’ll learn about competitiveproducts that exist or are being built. You’ll gauge people’s excitement level for the product and for various features. Some resources on this: Intellectual Property is More Than Patents Does My Startup Have Intellectual Property? You’ll get suggestions for improvements. False Confidence.
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