As a business solution provider what best a Focus Group could offer you make a real connections. Most of the business problems occur due to improper decisions related to outsourcing, selecting the wrong vendor or carrying out delivery tasks without sufficient resources.
Recently a report on global B2C marketing automation company details the company’s burgeoning impact on the digital marketing industry. The report leverages on cloud services for all its marketing, focuses on the company’s core artificial intelligence (AI) and machine learning capabilities, and firmly plants the company as a promising mid-market suite that reduces silos across the enterprise.
What better a place could be than Focus Group facilitated by Top5Optimizers to learn from all of this in one place.
A company’s strategy is the game plan business owners and management use to position their organization in its chosen market area, to compete successfully, satisfy customers, and achieve good business performance.
Business leaders at Top5Optimizers Brand Strategy pay attention to the developments in the world because they are intertwined with market forces that affect consumers and demand. They have to adapt their business strategy to a constantly shifting environment. Thus, learning from Focus Group makes it easy to learn and benefit in many ways.
In this article we're going to discuss the tricky aspect of marketing strategy when applying for a patent.
Getting a patent is a tricky process under normal circumstances. Under laws of the United States a company or person is entitled to a patent unless the invention was on sale in the country for more than one year prior to the application date of the patent. This applies to both sales and offers of sales. Therefore, companies conducting marketing campaigns must be careful not to destroy their patent rights. In a perfect world, application for a patent should be filed before any sales begin. But then that would hurt the company's bottom line because that ultimately puts profits on hold. In a competitive marketplace this could spell disaster for the company.
Therefore, it is important for a company to understand just what it is that starts the one year clock ticking. In other words what can they do and what can't they do in order to avoid their product being put on the timer?
In order to answer that question we have to understand what exactly, according to law, starts the clock running. There are basically two conditions. The first one is that the invention must be ready for patenting at the time of the sale. If it can be shown that the inventor had sufficient drawings that would enable another person to use the invention then this would satisfy the first criteria.
The second criteria is that there has actually been an offer for sale. In other words, the inventor or company that owns the invention approaches another company and offers to sell them the invention. This can either be in the form of a letter to the other company or in an actual physical meeting between the two companies. Usually the meeting follows a letter.
In the form of a letter the owner of the invention will usually draw up a letter stating that they have such and such an invention and go on to say that they feel this is something that would enhance their business. In the letter they would describe what the invention does and how it would help them. They would then ask the other company to get back to them if interested.
When it comes to the meeting the inventor will bring drawings of his invention and present them to the company interested in acquiring the invention. Maybe the inventor even has a working prototype he can show them. This is always a plus. Companies actually like to see that the invention they are interested in works.
Where the law comes in, and this is where inventors can delay the clock, is that the following items do not fall within the two criteria. Solicitation of customer pricing information from distributors and sales representatives; publication of preliminary data sheets and promotional information on invention features; communications to sales representatives; sales representatives providing customers with preliminary data sheets; and sales representatives' requests for customer samples.
Therefore, an inventor can engage in any of the above activities and NOT start the one year clock running. This allows the inventor to get as much preliminary leg work done for his patent without actually "technically" starting the process.
This is important information for any inventor to have if he is trying to gain as much ground in his quest for a patent as possible.
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Even some 15 or 20 years ago, either in theoretical approach on Universities or practical in the Business, the term Distribution was commonly used for the service within the company that was in charged for moving the goods around, according the needs of sales and customers.
Since Warehousing was separate segment at that time, as a different function within company, the link between Distribution and Warehouse was loosed. It was working, but as the demand of the market was growing, these two functions finally merged into Logistic. Still there were warehouse and trucks, but the border was more transparent, links stronger, some assets shared, cost reduced, service to market better. It was a step in the evolution.
Finally, the next step was integration of Logistics ( Distribution and Warehouse ) with Production and Purchasing into single function - The Supply Chain. Now, under the same roof, all functions that were separate not that long time ago, are now aligned in the sequence.
This new concept of whole Supply Chain was providing the Company to be more agile. Agility is something that companies needed in the time of more and more demanding market, growing competition and expansion of range of categories and products. Simply, the market is becoming more volatile and less predictable.
Also, the modern Supply Chain needs to be more "Lean". This mean that it should not have more stock than needed, asset that could unnecessary slow down response time and increase costs.
So, the Lean and Agile are two key characteristics of a contemporary Supply Chain that is capable to offer sufficient service level for the growing demand.
The ratio between Lean and Agile should be well balanced. The key to this fine-tuning is the right approach to the product portfolio. As there are different products in the portfolio, contributing to the share in sales in different percentage, they should be treated accordingly.
This can be explained through Pareto principle, which says that 20% of the SKUs are 80% of sales share. Since these products are high volume, low variety and predictable, planning of production and stock should be more Lean. This mean no large stocks, focus on efficiency and economy of scale.
On the other end of Pareto principle scale are products that represent 80% of SKUs, but only 20% of sales share. These products are less predictable, so the planning should be more Agile.
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