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Kendi projemden yola çıkarak sorunların cozumlerini aramaya, sorunlara kendimden yola cıkarak cevap verecegim, I- IDEA * Starting your startup ideas for wrong reasons: Kendi projemdeki fikrin ve vizyonun doğru oldugunu teyit ediyorum. Aynı domainde is yapan ve benzer calismaları yapan insanların proje hakkındaki yorumundan yola cıkarak... * Your idea lacks in serving the market need: Ortada projenin kullanılması için gerçek bir ihtiyaç var mı? sorusu hala kısmen soru işareti... Gerçek bir ihtiyaç olmadığını ama bir problem oldugunu ve ona çözüm sağladığını tespit etmiş durumdayım. * People want complete products, not just ideas! Bu suanki problemlerden birisi ozellikle yatırımcı ve collaboration yapma tarafında.. bu nedenle bu kısım için riske girip uygulamayı yaptıracağım. * Unable to realize the competition: Pazar ve alan suan uygun gorunuyor * Failing to safeguard your intellectual property: Bu alanda zayıfım *Derivative idea: II- PLANNING * No business plan: İ...

-- OTL: Conversation Numbers •        8 disclosures received per week (b/w 400 and 500 per year) –       -50% of disclosures are filed as patent applications. –       Some disclosures potentially licensable as copyright or biological materials •        20% - 25% disclosures, including those patented are licensed. -- OTL: Notable Stanford Inventions 1970 - OTL Established 1971 - FM Sound Synthesis ($22.9M) 1974 - Recombinant DNA Cloning ($255M) 1981 - Phycobiliproteins ($46.4M), 1981 - Fiber Optic Amplifier ($48.4M),  1981 - MINOS ($4M)  1984 - Functional Antibodies ($279M) 1987 - Selective Amplification of Polynucleotides ($16.9M) 1990-92 - Discrete Multi-Tone Technologies for DSL ($29.1M) 1994 - In vino Bioluminescent Imaging ($6.5M) 1996 - Improved Hypertext Searching - Google TM ($337M)

These two short videos are priceless! They were created by students at the Stanford Design Institute. The first oneshows how NOT to brainstorm and the second one shows HOW to do it effectively. They picked a fanciful problem to solve - saving your chewing gum when you go to class. The worst case example happens all the time. In fact, I was at a meeting last week with people with whom I don't normally work, and we were "brainstorming" about a new program. One person made a suggestion, and someone else literally responded with, "Go shoot yourself." For anyone who has spent any time polishing their brainstorming skills, they know that the FIRST rule is to defer judgment. This was a great, real life example of how NOT to do it. Here is a video summary of what NOT to do: Here is a video summary of what TO DO: IN SUMMARY: - Defer judgment - Capture all the ideas - Encourage wild ideas - One conversation at a time - Build on other p...

The entrepreneur engages in an innovative activity that results in novel methods, processes and products. Emphasizes the founding and management of a business that builds upon and improves an existing product or service. The imitative venture foundation by an trepreneur who is involved in the rapid dissemination of an innovative idea or process. This person or group finds a novel innovation and transfers it to another environment, region or country. Rent-seeking or profit-seeking... focuses on the use of regulation standards, or laws to appropriate some of the value of a monopoly that is generated somewhere in the economy.

Dynamic capitalism  is the process of wealth creation characterized by the dynamics of new, creative firms forming and growing and old, large firms declining and failing. In this model, it is disequilibrium - the disruption of existing markets by new entries - that makes capitalism lead to wealth creation (Kirchhoff, 1994) Creative Destruction incessantly revolutionizes the economic structure from within, destroying the old structure and creating a new one. - The profit of the new firms is the key to economic growth and progress. By introducing a new and valuable product, the innovator obtains temporary monopoly power until rivals figure out how to mimic the innovation. The forces of entrepreneurship, competition, and globalization have encouraged new technologies and business methods that raise efficiency and efficacy. The business system works to drive out inefficiency and forces business process renewal.

First, a firm is clear about its mission and purpose. Second, the firm must know and understand its customers, suppliers, and competitors. Third, a firm's intellectual capital is understood, renewed, and enhanced as feasible. Finally, the firm must understand its environment or context, which is set by society, the market, and the technology available to it.

Entrepreneurial Capital = entrepreneurial competence x entrepreneurial commitment Intellectual Capital = can be thought of as the sum of knowledge assets of an organization. This knowledge is embodied in the talent, know-how and skills of the members of an organization.

Human capital (HC): The skills, capabilities, and knowledge of the firm's people Organizational Capital (OC):  The patents, technologies, processes, databases, and networks Social Capital (SC):  The quality of the relationships with customers, suppliers, and partners. IC = HC + OC + SC

Are you comfortable streching the rules and questioning conventional wisdom? Are you prepared to take on powerful competitors? Do you have the perseverance to start small and grow slowly? Are you willing and able to shift strategies quickly? Are you a good deal closer and decision maker? source: technology ventures from idea to enterprise

Able to deal with a series of though issues. Able to create solutions and work to perfect them. Able to handle many tasks simultaneously. Resilient in the face of setbacks. Willing to work hard and not expect easy solutions. Well-developed problem-solving skills. Able to learn and acquire the skills needed for the tasks at hand. source: technology ventures from idea to enterprise

Has talent, knowledge and experience within the industry where the opportunity occurs Seeks important opportunities with sizable challenges and valuable potential returns. Able to select an opportunity in a short period: timely Creatively explores a process that results in the concept of a valuable solution for the problem or need. Able to convert an opportunity in to a workable and marketable enterprise. Whants to succeed: achievement*oriented. Able to accomodate uncertainity and ambiguity. Flexibly adapts to changing circumstances and competitors. Seeks to evaluate and mitigate the risks of the venture. Creates a vision of the venture to communicate the opportunity of staff and allies. Attracts, trains, and retains talented, educated people capable of multidisciplinary insights. Skilled at selling ideas and have a wide network of potential partners. source: technology ventures from idea to enterprise