4. Who I am
Founder of Four Start-ups, Focused on Semicon
2 IPOs (LSE, AIM), 3 Plcs (high net worth network)
Managed strategic patent portfolios
Blu Wireless Technology
Just filed 15 patents (Thanks ElementOne IP)
Market is potentially huge: Now part of WiFi 1B parts/year
Larger Strategic Technology Theme
Built up a community of expertise over the years
Embedded high volume applications are opening up
The Silicon Cluster is the bigger picture
5. Competitive Strategy; What is it?
Optimising and mitigating risk
Risks are hard to quantify even if they are known
Protecting yourself is mandatory
No clear single method
It's always different , you will know best
Seek the experience of repeatability
Avoid “Black Swan” advice
Be familiar with the basics
There is a lot of analysis, it might not feel relevant
Take your time to understand it
6. Startup Focus: Duel Strategy
Put some thought to understanding potential Exits
For investment direction
Useful to figure this and work the plan backwards
An acquisition maybe your biggest customer
Understand any potential conflict with your market strategy
Your market
Core competence
Does your team have enough technology knowledge and skills?
Product
Does your team have enough market knowledge and skills?
Engage early, it may feel like its slowing your development
Much easier to sell a relevant product
7. Competitive Advantage; Michael Porter
Cost Leadership
Differentiation
Focus
Fairly obvious, mainly for established business
9. The Hype Cycle; Gartner Research
Actually many curves
Investment expectation, you must time this right!
Market uptake, plan your spend appropriately!
11. Crossing the Chasm
Focus value proposition on single market sector
Show the real £$ value in your customers terms
Reduce market USP and communication to “two sentences”
Establish your beach head
Don’t be fooled by early market success
Wider non focused activity can overwhelm and confuse
Bowling pin analogy
Hit the pin that propagates best
Be crystal clear on sales channel
Don’t get caught up in your own hype
Keep a clear head
12. Careful! Your investors might abandon you
Try to get ‘Smart Money’
Hype with Chasm
14. Partnering
Can lower R&D Cash spend
Can help you get funding
Help you get to market
Help define product
Provide validation
Intro to customers
“the thing that typically kills you is not technology, or
there wasn’t that gap in the market, it’s simply the
fact that you could not achieve enough scale to service that gap in the market
and a larger vendor can come along and apply more resource to it…the scale
that is required just to service these market opportunities is too big and a lot
of times that’s why companies end up getting bought out”
15. Patents
Good
Protecting the technology
Validating originality
Increase valuation
Adds value to your exit
Can be marketed
Helps clarify USP
Good for CV
Even if not granted,
Prevent others patenting it
Bad
Takes a lot of time
Granting even more time
Costly
Exposure
None before priority date
Then broadcast to everyone
Too small to leverage
Ever?
16. Patent story #1 (not recommended)
Created large UK filing for priority date
Many claims
US filing, UK priority date
Took 7 years for UK and US patent office not process it!
Modified UK to single claim for grant
US rules allowed claims re-vamp
Targeted specific companies products with new claims
With original priority date!
Most/all patent attorneys in US have conflict in interest!
Litigation costs were estimated to be many $M
Patents sold recently (multiple £M, still cheap though!)
17. Patent story #2
Created abstract for filing date in UK
Added claims within 1 year
US filing within that same year
UK patent office feedback:
Not valid as a Software or Business process
Continued in US
Expecting US grant
18. Startup Competitive Strategy
You have to ‘see’ it early
If you are tech savvy this will be instinctive
Has to be a ‘big’ opportunity, need to see where it fits on the hype curve
Bring a different technology into the established market
The ‘joining’ will bring new value and patentable IP
Know your market and create the USP
Market downturns are your friend
Incumbents R&D is first to go!
Incumbents will be left out if not partnering or acquiring
Build your case
Seek specialists, build team, offer equity
Seek partners, offer equity
Patent key concepts
Build route to market
Find localised biz development expertise, offer equity
Verify Market
This will take time, build credible numbers
Seek funding
19. Some Tips
The start-up fear is addictive!
Don’t pick a niche market:- or a market that is post hype.
Write a good business plan
Think about the investors’ perspective:-
Smart money helps
Take time to pick your team:-
Don’t grow too Fast - a poor hire hiring is a disaster.
Find partners, they are out there somewhere.
Get early customer engagement:-
But don’t launch an immature product
The market always takes longer to develop:- Spend appropriately
Protect intellectual property
NDA, copyrights, trademarks and licenses.