Friday, May 08, 2009

Patents: "The Good and the Bad"


Patents: fixable, or the next weapons of financial destruction?

The big issue of the evening came from a discussion of the treatment of so-called "non-practicing entities" or NPEs—organizations that hold patents and assert them, but do not conduct a business that applies the patents.

By Ron Wilson, Executive Editor -- EDN, 5/7/2009

A panel sponsored by the Commonwealth Club of Silicon Valley last night brought together three significant players in the US patent-law debate to discuss the future of the patent office, the current reform legislation in Congress, and the future of intellectual property. The discussion ranged from pessimism over short-term fixes to a dire warning about the arrival of the investment banks in the patent business.

Steve Perlman, founder and CEO of invention-factory Rearden, David Simon, chief patent counsel at Intel, and Ronald Yin, partner at law practice DLA Piper, discussed the issues under the questioning of Wall Street Journal Deputy Bureau Chief Don Clark. Initial conversation focused on the pending reform legislation, which Intel, through the Council on Patent Fairness, has done much to promote.

Not surprisingly, Simon was supportive of the legislative efforts, citing three areas in which he feels the system needs reform: reduction of damage awards, limitation on plaintiff's choice of venue, and the question of willfulness. On this latter point, Simon explained that as the law is interpreted today, the simple fact that you have read other patents in an area can "put you under dire threat," to use his words, in case of later litigation.

Perlman in response dismissed the proposed bill, saying it did nothing to address the real issues in the patent system, and implying, without directly saying as much, that the bill served primarily the financial needs of the big companies in the Council. Perlman stated that in his experience filing many applications, just the time required for a patent application to get its first reading could vary between a few months and five years. Times for granting can be even more variable. Meanwhile, he said, patent applications made in other countries are published as soon as they are received, leaving inventors in the US unable to assert their rights in the US on an idea that is now available on the Web to anyone. Perlman charged that fundamentally the Patent Office is a drastically underfunded wreck, and that the supposed reform legislation is in fact a mess that could further corrupt the system.

A voice of moderation in comparison, Yin agreed with Perlman that the Office was underfunded, pointing out that Congress had for years used the Patent Office as a source of revenue instead of funding it to adequately perform its duty under the Constitution. And he agreed that the current proposals before Congress are not really reform. But he also argued that what the Office needs is not reform, but simply better internal management and a sense of business sense.

There followed a rather sharp debate on particular provisions in the proposed legislation, from which it mostly emerged that there are at least two versions of the proposals, one passed by the Senate, and one under consideration in the House. A conference will likely produce yet a third version. Yin warned that given all the things occupying the Congress this year, it's entirely possible that once again no bill will emerge from the process.

The big issue of the evening came from a discussion of the treatment of so-called "non-practicing entities" (NPEs)—organizations that hold patents and assert them, but do not conduct a business that applies the patents. Most often, the NPEs people think about are patent trolls, the panelists said. But Yin explained that it is extremely hard to target trolls with legislation—even if Congress had the will to do so—because it is difficult to hamper trolls without also hamstringing other kinds of NPEs: universities and research organizations, for example.

Yin went on to point out that patent trolls were "a creation of the industry's own greed." He said that years ago, most patents held by large corporations were bundled and licensed at quite reasonable royalties, because the holders feared that they would be charged under anti-trust legislation if they gave any hint of using their patents to restrict competition. But as conservative administrations lost interest in anti-trust issues, this changed. Yin traced the beginning of the change to Texas Instruments, which began by asserting a pool of DRAM patents against Japanese memory manufacturers, in effect turning their patent portfolio into a revenue source. Once people came to see patents as potential cash flows, Yin argued, the door was open for trolls: investors who would purchase patents simply to assert them in order to get royalties.

At that point Simon dropped a bomb. "This is something we should definitely fix," the Intel counsel said. "Right now there's $35 billion out there trying to buy patents and form them into pools. And I can tell you that there is much more money coming in soon."

Even more dire, Simon said that recently one of the experts on his team had been approached with a job offer from an investment bank. The bank is putting together a team to pool patents and create financial derivatives based on the pools.

This would, in effect, create a mechanism by which speculators could bet on the future cash flow from patents. Because more aggressive litigation would be expected to increase the flow, it is likely that a patent derivatives market would significantly further increase the assertion of patents by NPEs, and hence further increase the risk of innovation for real technology companies. Further, if huge pools of cash appear looking for patents to buy, the demand could substantially distort the intellectual property market in at least two ways.

First, the demand could make patents sufficiently valuable that they become all by themselves an exit strategy for a start-up company—just get going, get patents, make a reasonable show of reducing them to practice, and then dissolve the company and sell the patents into investment pools. Second, one suspects that patent factories—organizations created just to spin off large volumes of patents with potential value in litigation—would spring up to satisfy the demand. While both of these changes would provide jobs for engineers, neither seems like a positive step on the way to economic recovery.

Friday, May 01, 2009

The Heart and soul of a start up



I have been laid up sick for a while and not been able to post here, but I am back at work now and starting to get back into the groove, I will get through the back log of posts that I have promised over the next few weeks.....so to days post...what is the heart of your start up, this maybe be a slightly contentious view from Wil Schroter the founder and CEO of the
Go BIG Network:

If you asked me to point to the heart and soul of a startup company, I would not say it’s the people, the culture, or even the product. I would say it’s the pitch. The pitch is that one message that, when delivered, makes people say “wow, that’s a great idea!”. The pitch gets everyone in the room excited about getting on board with your product and your company. It’s the inspiration that carries everyone along for the ride.

The pitch also determines whether or not the company's offer has any viability in the market. For this reason the pitch should always precede any other developments or decisions. Your pitch is your divining rod that helps you make decisions on where to go next. So working on the pitch should always be the first step toward introducing any new concept.

Pitch Early

Pitching early is about as close as you can come to having your own crystal ball to see into the future. Getting a customer to say “yes” today, even though the product may not exist yet, is as important as getting them to say “yes” when it’s actually available. This process allows you to probe your customers’ objections early and understand where the fatal flaws in the model or product offering exist. Better to find out now that customers aren’t dying for your product than after you’ve mortgaged your house to finance your idea!

Pitch Everyone

For the pitch to work, you need to see how it resonates with all of the usual suspects - customers, investors, and employees, in just that order. Each of these constituents thinks about your pitch slightly differently and for good reasons. Customers are interested in how your service improves their life. Investors want to know that your idea can turn into a profitable enterprise. Employees want to know that selling your service will create a great (and steady) place for them to work.

The reaction of each member of this trifecta merits careful consideration. For example, if your customers love your product but investors don’t see how you’ll ever make money, you have a potential problem. You will need to successfully pitch all of these groups eventually, so pitching them effectively early on is critical toward refining your offering and insuring its later acceptance.

Build the Product With the Pitch in Mind

Knowing the pitch allows you to make much better decisions when developing the product. If what you're building doesn't add to the pitch, think twice about adding it at all. In a startup environment you have limited resources, so you need to concentrate your time and effort on features that will lead directly to the customer's, investor’s and employee’s decision to say "yes". Your product should always be built with the pitch in mind.

Sculpt the Pitch

French author and aircraft engineer Antoine de Saint-Exupery once said a designer knows he has achieved perfection not when there is nothing left to add, but when there is nothing left to take away. Sculpting your pitch is no different. Keep paring your pitch down to just the most critical elements that make or break a customer's decision to buy. Anything else is just excess waiting to be scraped away, or worse yet, confuse the customer. Your pitch has become a masterpiece when it is as short and to the point as possible. The faster it hits home, the more powerful it will be.

Keep it Flexible

A good pitch is like a chameleon – it adapts and responds to a changing environment. You may find that what you once thought were the perfect selling points get morphed into a message that sounds quite different but is more effective. Don’t sweat it. There’s nothing wrong with changing the pitch over time as long as it continues to be more effective. There are no points won here for “getting it right the first time”, but there are plenty to be lost for never fixing it. Some of the best pitch masters out there are not only great at speaking, they are great at listening to what customers say and modifying their pitch accordingly.

If They Won’t Buy the Pitch, They Won’t Buy the Product

It’s rare that you will be present every time your customers are considering whether or not to buy your product. That said, if you can’t convince someone to say “yes” while you are standing there giving your pitch in front of them, you can rest assured you’re not likely to get a “yes” when you’re away. A good pitch should be so tightly integrated with your offering that it’s able to sell itself without coming from you. And it should be so infectious that customers can’t help but sell it to their friends.

Remember - if you can’t sell it, it doesn’t really exist!





Have a great weekend