As a Chief Executive Offier Downtown, its very critical for you to understand developing brand strategy is extremely critical. The most important asset your company has is its brand. Quite simply, it drives the direction of your business. So you should definitely have a well thought out brand strategy in place.
Increasing competition in business develops similar products with good quality from different manufacturers. But only an effective, innovative and Digital Strategy & planning can make your business and products more popular.
For your profession as Chief Executive Offier Downtown it becomes your responsibility to stay connected with like-minded supporting industry experts who can guide and help you deal with your day to day work issues.
Digitization Challenges And The Importance Of Branding
If you are entrepreneurial in nature owning a business is very exciting adventure. It can also be the most difficult thing for you to get into if you are not prepared.
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.
Tops 7 Mistakes Executives Make When Digitizing The Business
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Keeping a watchful eye on technical innovation is vital to develop a clear vision for the future of any business. But effective strategies for success depend on managers and executives avoiding hidden blind spots and investment decisions that obscure the way forward. Last year, according to World Economic Forum figures, private sector global spending on digitizing business operations exceeded $1.2 trillion dollars, yet just 5% of executives reported being satisfied with the results. In most industries the transition from analog to digital is one of the biggest challenges facing business leaders today. There are 8 common mistakes executives make.
Finding the best way: As with most human activity, planning is everything. The digitization process is a unique opportunity for executives to take a good hard look at their enterprise and ask some important questions:
What digital activities are already underway?
What will the industry look like in 5, 10 or 20 years?
What strategies can the company employ to succeed in a digital future?
What is the end goal of the transition from analog to digital?
Understanding where the business is attempting to go should help avoid some of the following bumps and wrong turns in the journey. Most of the common mistakes executives make with the digitization process relate to investment. Nearsighted investments focus too heavily on the short term, giving insufficient consideration to an organization’s long-term needs. While, farsighted investments focus on future needs with scant attention given to immediate development, which undermines current performance and impacts future goals.
Even when the current and future needs of a business are given equal consideration blind spots can occur, as parts of the business are overlooked by investment and turn into points of weakness that disrupt overall performance. Putting a coherent strategy in place directs funding to areas of the business most in need. As well as scheduling where and when to invest, this strategy prevents executives making “scattershot” small investments without an overall funding plan.
Mind your own business As each organization is unique, no two paths to a digital future are the same. The structure of a business can influence its digitization journey, with heavily centralized companies at risk of suffering from a rigid chain of imposing policy from on high. Similarly, command structures that encourage parts of the business to operate as independent units, or islands, can duplicate investments which also duplicate costs. Every six months the management should ask these questions:
How the digitization of work affects us all?
Why a futuristic digital healthcare system, might not be out of reach?
How can we build a workforce for our digital future?
Enabling change Aside from investment decisions, another common area where mistakes are made relates to the balance of resources and their application. A company’s data, technology, operating model and talent either work to enable digital progress or hinder it. Some companies focus too heavily on building up these enablers, without considering if additional staff, technology and data capacity add value to the business. Whereas, the digital transformation of other companies suffer from a lack of resources to accommodate spending on new business applications.
The new digital reality Image: WEF The pace of technological change is impacting the business and social worlds faster than ever before. A new digital reality is emerging where 85% of customer interaction will take place without humans and where 65% of today’s young will grow up and work in industries or jobs that don’t yet exist. Companies that successfully bridge the gap from analog to digital are in prime position to fully embrace the opportunities offered by a digital future.
Networking has always been considered a powerful tool for improving business prospects, advancing a career, and developing ideas. Other than some brief, structured events, networking has been mostly informal and inexpensive in comparison to cost they otherwise spend on different channels. But membership is growing in many formal, long-term networking groups, and so is the price tag.
Our groups are not groups for generating sales leads, nor are they places where individuals can drop-in to gain quick advice on an immediate challenge. Members also sign a confidentiality agreement and benefits from the guided mentoring to help each other.
These groups include an experienced facilitator and use a structured discussion method to ensure appropriate participation.