By Alexandra Reid
We have used the term “champion” many times on this blog to describe those risk-inclined individuals who become the essential drivers of progressive change within the commercialization ecosystem. Champions can wear many hats. We have described them as mentors, investors and, perhaps most importantly, advocates who take that leap of faith and make doors open at that critical juncture to snatch success from the jaws of failure.
In the process of creating and executing a social media marketing strategy to help bring technology to market, champions fall into two distinct categories:
- External champions of your technology who can be found, engaged and developed through social media.
- Internal champions of social media who advocate new tools and embrace enterprising tactics that allow their businesses to successfully compete within the social space.
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This is the second article in a continuing series that will feature case studies and anecdotal stories from entrepreneurs, consultants and veteran marketers about their efforts to develop, implement and measure marketing programs to bring technology to market and grow market share. We invite your feedback.
By Francis Moran and Leo Valiquette
In last week’s post, we introduced BlueArc, a maker of networked attached storage (NAS) systems for managing unstructured data in high-performance computing applications, and Ken Rosen, a corporate strategy and marketing consultant who worked with the Blue Arc team in the mid-2000s.
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By Francis Moran
It was with a mixture of delight and trepidation that I learned a few months back of technology visionary Geoffrey Moore’s new book, Escape Velocity. You see, I’ve been using the phrase for years to describe what I think is a critical requirement in the marketing of new technology — the harnessing of sufficient resources to escape the pull of existing conditions and catapult a product or company into new revenue territory. So my delight lay in having someone like Moore use the same metaphor; my trepidation was that maybe he was using it in the same way. No cause for worry; Moore applies the metaphor in a far more comprehensive, considered and well researched analysis of what companies must do to escape the pull of their past activities so they can better address the challenges of finding new opportunities.
I may use the metaphor in a far narrower context but it remains valid nonetheless. Let me explain.
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As part of our series examining the ecosystem necessary to bring technology to market, David French, a senior Canadian patent attorney with 35 years of experience, now provides his next commentary on the importance to a company of protecting its Intellectual Property.
By David French
In the previous postings in this series I talked about the importance of having an IP Co-ordinator on the team and the three principles that apply if the objective is to obtain meaningful patents, This time, I will address how “loopholes” can seriously undermine the value of a patent.
Everybody has heard that patents can have loopholes. Often, the truth that a patent has loopholes is only appreciated when an attempt is made to enforce the patent against a competitor. When this occurs, the competitor, after consulting with a specialist, may be able to modify its product so that it does not fall within the scope of the claims of your patent. How does this unfortunate situation arise?
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Thank you for being with us for the eighth month of our new blog. In case you missed them, here is a recap of our posts from September.
Last month, we concluded our Commercialization Ecosystem series and launched two new series, Technology Marketing 101, which features anecdotal stories about how a successful marketing program was developed, executed and measured, and A Startup’s Story, which will explore individual startups as they work to bring their technology to market. We welcome your feedback.
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