Over the last two decades, the toxicity of hundreds of pesticides in the United States doubled for pollinators and other species that contribute to ecological balance. Pesticides are meant to protect crops from harmful pests. However, they can end up doing more harm than good.

As environmental sustainability becomes an increasingly important issue, more and more companies aim to offer healthier and more sustainable solutions. 

Paving the way to safer crop protection strategies

Part of the 500 FoodTech companies to watch by Forward Fooding, ClearLeaf is a Costa Rica-based startup. The company develops sustainable crop protection strategies. Through these strategies, ClearLeaf aims to protect the environment and optimize farmers’ profits.

As a nation, Costa Rica is a global leader in sustainability. More recently, the country has experienced rapid growth in technology innovation, especially in the life sciences.

ClearLeaf’s mission is to treat plants as carefully as we would with our skin. It’s a valuable approach since traditionally, pest control can lead to a number of long-term problems. For example, pest control methods can weaken soil, cause environmental destruction, and cause health problems for workers and consumers.

ClearLeaf’s solution to these problems is a line of non-toxic contact-action liquid emulsions that enhance plant growth while simultaneously managing pests.

Emerging into the Global Market

Recently, ClearLeaf’s flagship GotaBlanca® product obtained a certificate of conformity to the Europe Union Organic Standard. At the same time, the company raised a $500,000 Seed Round. Now, ClearLeaf is beginning to raise a Seed Plus Round of $2.5 million.

“We are also in the process of moving our headquarters into the US to facilitate growth into that market, better also for IP protection and lastly, be closer to our new investors and strategic partners,” says Nestor Zuniga, ClearLeaf’s Managing Director.

In other news, the company secured a broad distribution agreement with one of the largest agrochemicals distributors in Costa Rica and Central America.

“We are proud to open this new chapter for ClearLeaf. We already have interested investors for this Seed Plus Round and are open to hearing from more, to go forward with the development of our Company and our vision for safe and sustainable agriculture,” says Zuniga.

Growth for Startups

As startups like ClearLeaf emerge into the market, they often face new challenges. Some of the most common challenges can include scaling production capabilities, gaining access to new markets, and securing funding to fuel continued growth.

The SeedSprint platform puts emerging technology startups, technology commercialization staff, and industry tech scouts from all over the world directly in touch.

New to our blog? Stay tuned for more news on emerging technologies and open innovation. To keep up with the latest, sign up for our newsletter!

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Nurturing entrepreneurship is central to our mission at SeedSprint. One way we achieve this mission is through our Startup and Technology Ambassadors for Recruitment (STAR) program for undergraduate and graduate students in STEM. Through the STAR program, interns learn about technology transfer and commercialization by researching and engaging with science-based startups, research institutions, corporate R&D leaders, and incubators and accelerators. One of our STAR interns, Hannah Polk, is an undergraduate Natural Sciences and Communications major at the University of Pittsburgh and took a course last semester called Innovation and Entrepreneurship in Technology. After taking this course, Hannah has five tips for budding entrepreneurs, and especially, scientist-entrepreneurs, new to the world of innovation!

(1) Research. Research. Research. An idea, no matter how groundbreaking it sounds, is only as important as the problem it solves. When developing your product or service, conduct market research and user research to ensure there is a market for it and people who will use it. The best way to conduct user research is by interviewing your prospective users or customers. Do your prospective customers need your product, or would it just be nice to have? 

(2) Always be ready to pitch your ideas. You are the expert on your ideas. Your ideas may have the potential to disrupt your field, but you still have to convince others, too. Having a well-rehearsed elevator pitch that you can deliver with confidence and passion will go a long way. 

(3) Grow your network. Take advantage of networking opportunities at conferences and events and through personal introductions. Even spending 5 minutes chatting with someone can lead to a valuable new connection. The person you are speaking with may know someone who would be an asset to your team or may know about a new product that competes with yours. He or she may even become your mentor. You never know how another person can help you achieve your goals, so always be networking!

(4) Manage your time. Keep a calendar broken down by day, week, and month. You may prefer to separate your business and personal schedules, but either way, keep work-life balance in mind. Set and work toward short and long-term goals along the way — you will feel good knowing you are always accomplishing something! 

(5) Adopt a growth mindset. You may reach a point where you become stuck, but moving forward is what matters. Frame your challenges as opportunities for learning and growth. Learn to acknowledge your weaknesses, accept feedback, and adopt a growth mindset of continual learning and improvement. 

So, how can you put this advice into practice? Here are some easy ways you can get started!

Develop user personas. Before you dive into interviewing your prospective users, develop user personas to guide your research. User personas are semi-fictitious representations of your target users. Many marketing thought leaders like Hubspot and CleverTap have great resources to help you take the first steps!

Sign up for Seedsprint. Our platform is free for startups, research institutions, and nonprofits and is available to corporate subscribers at a flat fee. Our profile templates help you tell your startup’s story clearly and succinctly and our messaging feature enables you to connect with industry partners!

Attend a virtual conference. As people practice social distancing, virtual events happen weekly. These events are usually more affordable than in-person events and are still great for networking, so register for one…or five!

Set one goal per day. Set just one goal per day to help you stay productive, organized, and motivated! You can even add the goals to your calendar to help you stay accountable.

Take an online course. Want to improve your project management skills? Don’t know enough about marketing? Many universities offer certificate programs and courses that help you build new skills in just about any field! 

Good luck! You got this!

The post 5 tips for first-time entrepreneurs appeared first on seedsprint.

Often, technology transfer offices (TTOs) at universities and other research institutions license promising technologies to spin-off companies. Spin-outs, sometimes referred to as spin-offs, are companies formed by university researchers—faculty, students, postdocs, and others—and are typically based on a university license of intellectual property (IP). IP can include patents, trade secrets, copyrights, and trademarks. Spin-outs may also be startups engaged in joint research projects with the university. If you’re a researcher and think your research could provide a disruptive solution to a critical problem with commercial applications, here’s what you need to know before you spin out your company! 

As a spin-out, you are usually the first mover in your market. Your company is research-intensive in the first place because nobody has ever implemented your technology before and because you and your team have valuable technical know-how. As a first mover, the market is wide open, so you do not have to fight for users until the first follower arrives. You also have an inherent understanding of the technology that a copycat company might miss while trying to mimic your successes.

However, first movers also face challenges, most notably, actually developing the technology for the first time, navigating the business world as a researcher-turned-entrepreneur, and protecting your IP. Without careful protection, a copycat could jump in and duplicate your successes without having to go through the hard work of the research that made your technology possible in the first place. 

We recently spoke with one of our TTO members, who noted that many spin-outs make research talent and equipment a high-priority line item, but do not include IP costs in their funding strategy. Your company is staffed by world-class researchers and stocked with state-of-the-art equipment and if you want to reap the full benefit of your R&D, protecting your IP should be at the top of your funding to-do list.

The university has licensed the initial research patent to your company, but you will need to protect further research progress. As the technology comes closer to maturity, new findings building on the original discovery will need protection. If you hope to work internationally or at least prevent a foreign company from benefitting from your findings, patents will need to be filed in other countries too. Even this alone can rack up expenses in the range of $100k.

Despite the cost though, the consensus among experts like patent lawyers and startup advisors is clear: it’s always best to file sooner rather than later. So, if you’re thinking about spinning out a company based on your research, how can you ensure that you have the funds you’ll need to protect your IP? 

Try to anticipate IP protection costs as early as possible during fundraising. While it’s easy to overlook these costs amid the excitement of technology development and market exploration, a few hours of research on filing costs and an extra line item on your investor pitch deck can make all the difference. Not only will you abate the possibility of being short on funds in a critical time, but some of your prospective investors may be impressed by your foresight. While you may be prepared to pay your scientists well, be prepared to pay your patent lawyers, too!

The post Best practices for protecting your intellectual property as a university spin-out appeared first on seedsprint.

One of the greatest challenges that tech transfer office (TTO) and new ventures staff at universities face in commercializing university technology is cultivating business savvy among their researchers-turned-entrepreneurs. TTO staff dedicate significant time and resources to empowering and coaching researchers interested in commercialization to design product features that resonate with the needs of their prospective customers, price their product appropriately, gain the confidence to pitch their product to prospective business partners, and expand and nurture their networks. Investing in university researchers and empowering them to think like an entrepreneur in the tech transfer process is critical to commercialization success.

Our team attended the 2019 AUTM Annual Meeting in Austin, TX in February, where we learned from thought leaders in technology transfer on topics ranging from strategies for forging successful industry-university partnerships, to the benefits of creating funds for early-stage proof-of-concept development, to tactics for helping scientists develop essential business skills.  One of the sentiments echoed throughout many of the sessions was that though the barriers to commercialization are very real, there are methods and resources available for overcoming these barriers. So if you’re a TTO or new ventures professional looking to coach your researchers: what are some key steps you should take when helping your researchers transition from the bench to the business world?

1. Educate your researchers to think of their tech as a product tailored to their customers’ wants and needs.

More startups fail from lack of customers than from product failure. While the tech may provide a solution to the world’s problems, it won’t go anywhere if the market isn’t ready to receive it. Conducting customer interviews is critical to business success. By interviewing the people who will ultimately use the product, researchers can find out what their prospective customers actually want and need.

It’s important to be specific about what the product does and what problems it solves. Researchers should be able to answer these questions to identify product-market fit:

• What specific problems does the product solve?
• What is the specific product or service provided?
• Does the value proposition match what the customer needs?
• How will the future startup get, keep, and grow its customer base?

2.  Once they have developed a product people want, help your researchers develop the confidence they need to cultivate business relationships.

In research, ideas are kept close to the chest to protect intellectual property. This often leads to information silos, which are not conducive to the idea-sharing nature of commercialization. However, in the business world, networking is king.  Companies are looking to collaborate with universities and young startups—sometimes, all you have to do is start the conversation.

3. “Build it and they will come” doesn’t apply—a well-honed pitch is the ticket to forming the right partnerships. 

Prospective investors want specific, measurable outcomes and plans. Vague proposals willlose investors’ interest. Both the product and the pitch have to demonstrate exactly what results all parties can expect. Researchers must look beyond the scope of their immediate work to describe why their offer matters.

With our high-impact, industry-vetted profile templates, seedsprint makes it easy for both TTO professionals and researchers to put technology on display for the right people to see and securely communicate with potential partners. We know how important it is to keep intellectual property secure, which is why we provide encrypted data rooms and NDA negotiation tools.

Educating researchers to think about their tech as a business is critical to transforming it into a life-changing product or service that can make the world a better place. seedsprint is a great first step in helping your tech reach a wider audience and we’re happy to be part of the process!

The post Why business savvy is key to commercialization success appeared first on seedsprint.

So, you’re ready to turn your great idea into a business. Now what? Add these terms to your vocabulary and use them in your business plan, pitch decks, and in your communication with financial investors and industry partners!

The real MVP

MVP stands for minimum viable product. An MVP is a simple, functional version of your idea that can be tested in the marketplace swiftly. It is often essential to establish an MVP prior to industry collaboration so that partners can see your technology at work.

It’s important that an MVP prototype be relatively easy to make or duplicate because you will be testing it again and again until it works. Prospective industry partners are often eager to hear about the status of prototypes and the success they have had.

Before you settle on a terrific prototype, remember to make sure that your focus is on the end-user. Don’t be afraid to be specific! Unlike your business plan, which will no doubt cover multiple outcomes, an MVP can be clearly defined to test the needs of one audience. Be efficient and specific to a single hypothesis to figure out if that hypothesis is viable.

TAM, SAM, and SOM

It’s important to know what your addressable market is when talking to both financial investors and industry partners. While the MVP should be targeted towards one audience, the research you do about any potential consumers will have to be both detailed and broad. This might sound like conflicting advice until you understand the three levels of an addressable market: TAM, SAM, and SOM.

First, any new company needs to consider their TAM, or Total Addressable (sometimes also called Available) Market. This contains everyone you would like to reach with your product or idea.

Following close behind is your SAM, the Segmented Addressable Market or Served Available Market. This is the subset of your TAM you will target first, most likely using the great new MVP you just created.

SOM, your Share of the Market, is the realistic portion of your SAM that you can reach, usually in the second or third year of business. Understanding your SOM forecast in and out is a great way to attract both financial investors and industry partners.

Is industry collaboration part of your startup’s development strategy? SeedSprint may be a good fit for your goals! You can learn more about seedsprint for startups here!

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First, the TTO staff can step in, build relationships with PIs, and work with them. A key role of the TTO is to be a viable partner– a place where science-based researchers can turn to for guidance on matters outside of their immediate knowledge; including legal and general business strategy. A successful office will take this opportunity to mentor PIs on how to market and pitch their discoveries.

Regarding helping researchers successfully pitch their ideas: often, it is difficult for inventors to articulate ideas for the commercial applications of their innovations. As with any pitch, lack of focus typically will result in lack of interest from potential investors or collaborators.

Below are some tips on how to help your researchers tell their story better, so when they meet with potential research partners, investors and angels; they will be heard in a meaningful way.

1. How did they discover this invention? Where did their idea come from? Was there a gap in the market? Was this an accidental discovery that was applied to a real world problem? Do they have a personal back-story? All of these questions will help your PIs and researchers build the foundation of the story (pitch) and draw in potential partners.

• Help them describe their technology with ubiquitous language. It is easy for scientific researchers to use overly technical jargon – which will be necessary at some point in discussions. One technique is to encourage the use of analogies. Helping your researchers simply and easily describe the technology will help draw more potential collaborators into the discussion.

• Start formulating the reasons why potential partners will want to work with your university and researchers; and quantify your answer. Will you be more cost effective? Provide better results and accuracy? Take less time?

Offer one-on-one sessions or host short seminars for groups of PIs and researchers on how to prepare for their commercialization ventures. The most successful offices approach researchers as partners and vice versa.

If you are a TTO or PI and want to learn more ways to extend your reach in contacting potential industry partners, you can join seedsprint – a community that connects industry with science-based innovation.

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The post Coach Your Startups to Commercialization appeared first on seedsprint.

The hardware narrative

Everyone knows about the Meteoric rise of Lyft and Spotify. Software – and particularly consumer-facing apps – have an edge in venture capital, in that it is easier for them to model growth and promise quick returns.

Hardware startups are different. These startups attack some of the hardest problems in tech: breakthroughs in engineering, computer science, biotech, and other disciplines. The complexity of working in the physical world means there is a greater need for upfront investment, and less flexibility around product/market fit.

Here are some key challenges hardware startups tend to face:

• Navigating complex regulations
• The need for expensive equipment and other investments
• Disrupting capital-intensive industries
• Long gestation periods (length of time required to prototype and test)
• The need to hire talent with specialized skills

All told, these factors can make it more challenging for hardware startups to get venture capital dollars in the door. These challenges make hardware startups a bigger risk for investors and raise the spectre of the “valley of death.”

Hardware better, faster, stronger

But what do entrepreneurs do when they face challenges? They innovate.

Today’s hardware startups have new resources at their fingertips for prototyping, funding, and networking. These new resources are setting the hardware startup community up for success, despite the struggles of the hardware world.

Here are some of the resources that leading hardware startups can take advantage of as they finetune their tech – and sail carefree over the “valley of death.”

• Agile design processes. New tools for hardware design are making startups more like software companies. Additive manufacturing and new design tools can make it easier to iterate on a product design and reduce complexity of prototyping.
• Use visuals to tell your story. One huge advantage that hardware companies have over software companies is the visual nature of a hardware pitch. Make a video that shows someone using your product. Hardware has a visual nature that makes your startup more compelling to journalists (email them your video), investors and partners (show them your video on Seedsprint), and potential crowdfunding audiences (like this $20m fundraise for a smart watch).
• Tap into local institutions for in-kind resources like space and equipment. Universities and cities often provide venture support services for faculty startups or entrepreneurs who want to license university IP. These services might include access to makerspaces and manufacturing equipment. Some metropolitan areas are even starting to do the same – for example, New York City’s initiative Futureworks Shops grants entrepreneurs access to advanced manufacturing facilities in the city.
• Seek out active communities of makers. Hardware geeks love to gather. What’s more fun that showing off something you built from scratch, or discussing the newest 3D printing tools with fellow hardware enthusiasts? Meetup groups, local makerspaces, and gatherings like Maker Faire are a great place to find talent.
• Find a specialized accelerator to boost growth. HAX (below), EnterpriseWorks, Cicada, CITRIS Foundry, and others like them can be an excellent resource for networking and expert guidance.
• Travel to get further, faster. Sometimes, an accelerator program that’s far from your home base could pay off. We find the HAX model to be very compelling. The accelerator takes promising hardware startups from all over the world and incubates them in Shenzen, China to bring entrepeneurs closer to potential factories and reduce the cost of product development.
• Partnerships with large enterprise – including software companies. On the day that Google acquired Nest, everyone in the hardware community took a step back to reassess who their potential partners were. Overall, partnerships can make or break your hardware startup – so keep an open mind. You can use Seedsprint to see which big companies are interested in what you’re doing. We agree with TechCrunch that “Open innovation models that support startups to refine, validate and commercialize their technologies can be the spark to a future ablaze with possibility.”

Interested in finding new partners to help take your hardware startup to the next level? List your startup for free on Seedsprint.

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The post Tough Challenges and Real Solutions for Hardware Startups appeared first on seedsprint.

Young science-driven companies are different from consumer product startups

Startups developing and commercializing products based on deeply technical principles and scientific research have special challenges that startups in non-technical business services and direct-to-consumer products just don’t confront. While it’s true that you can buy just about anything you can imagine, having the money to play boss to an ever-expanding set of functions may still leave you with a lot more heavy-lifting — even after the bills are paid.

Entrenched industry forces aren’t evil, but they are real

Your business plan probably calls for you to sell your new product to other businesses rather than to consumers. You may have developed an advanced material for a sensor, an electronic component for a smartphone, a life science research tool, or even software protecting a machine or a network.

The point is, if you’re planning on B2B sales of a new technology-based product, chances are you’ll be facing a complex ecosystem. Paradoxically, the more disruptive an offering looks, the more resistance you’re likely to find, including from some big players and groups who can slow you down, or even keep you shut out long enough for you to run through your cash pile.

On top of money itself, and the time and effort needed to raise it, here are several fundamental types of hurdles young technology companies (and startups-to-be) face:

• 2^nd and 3^rd gen prototypes
• Customer testing/validation
• Scale-up design
• Regulatory matters
• OEM integration
• Distribution complexity
• Manufacturing flexibility

But they’ll rip off my idea, steal my business and leave me with nothing…

Emerging technology teams often experience a nagging tension between remaining in stealth mode and letting the market see what they have in order to generate some buzz and interest. While seeking an industry partner does mean having to show something, having discussions does not equal giving the farm away. The distinction lies in the ability to clearly articulate what you want.

So, if you are affected by one or more of the above challenges to the point where you are required to explain this to investors, you should think about the trade-off involved in an industry collaboration partnership. “Trade-off”? Of course there’s a trade-off, but it’s not about morals and dreams. It’s about practicality and the overriding rule of collaborating with industry partners: know your purpose and goals for working with them.

Here’s an example: you need scale up insights, and your prospective partner wants to use your technology in an application that doesn’t really interest you. Sound like a good fit?  It could be great – you receive the benefits of their expertise, have access to development insights, and let them spend money on an application that’s not strategic for you anyway.

Looking in the right places: smart gap-filling

Look for a venture group that is well-matched for you and your business.  Look for an organization that likes your technology and business plan, has a reputation for patience and support, and is eager to use its network. Finding the right partner will make a quantifiable difference.

Unlike industrial companies, VCs don’t own the assets that you covet. Even being referred by a financial investor to a top OEM for product testing is still no match for the backing of an industry partner who says, “We’d like to work with you on this young company’s technology. It can lower final cost of the component by more than 10%. Please try it and tell us what you think?” That industry is likely to have other assets that can accelerate your scale-up and product development.

Define what you need, identify the players are, and figure out what it’s worth

Some may comment “They’ll steal your idea” or “You want to sell out and work for a big company already?” But those comments miss the point: you know what your gaps are, and you seek efficiency and acceleration on your commercial path.

First, do your gap analysis and determine the milestones to achieve commercialization. Then, lay out your basic alternatives by economic cost, along with the risk of failing to achieve them on time or at all. Finally, determine who the players are that have those resources to smartly fill your gaps. Here’s a sample gap analysis to get the juices flowing.

Next week, we’ll talk more about trade-offs and negotiating with industry partners. (Hint: They’re completely different from financial investors!)

The post Are You Ready for a Technology Partner? appeared first on seedsprint.

Are you thinking of approaching a technology transfer office at a university like those profiled on seedsprint?  Before you do, make sure you that understand norms for licensing university patents, and that you are ready to present a strong business case for your startup.

The University’s Perspective

According to a webinar hosted by the commercialization organization ONAMI, forging a licensing agreement and partnership isn’t always easy – especially if the entrepreneur is not affiliated with the university.

A startup licensee must bring a compelling business case to the table, and must also try to understand the unique nature of a university license. Flexibility and willingness to negotiate on the terms of the license is vital. It is expensive for universities to file patents, and they want to ensure that they see returns.

Scholars Goldfarb et al (2011) offer a useful framework for understanding the concerns that universities have in mind when issuing a license.

“(1) The [licensee] firm exhausts its resources before successful commercialization occurs, (2) the firm itself fails or exits, and (3) the firm lacks sufficient incentives to commercialize the technology.” See: BD Goldfarb et al (2011)

Startups typically have a strong incentive to commercialize the technology they license, making option #3 less likely.

However, options 2 and 3 are quite common, and so universities try to ensure the startup has a strong understanding of the market to help it avoid failure.

It is expensive for universities to file patents, and they want to ensure that they see returns.

Finally, the university must try forging a strong license agreement that ensures both sides benefit fairly. The startup or entrepreneur should be able to empathize with the university’s negotiating position and come to a mutually beneficial agreement on license terms.

How can a startup negotiate successfully for university patents?

1. Seek information about the license terms that universities typically expect.

Licensing terms are always subject to negotiation, but it’s important to understand your negotiating position. Read about the typical terms and look at sample licenses, such as this sample license provided by Yale’s TTO.

Some universities, such as Oregon State University, have an entrepreneur-in-residence program where participants act as a line of communication between the university and entrepreneurs seeking to license technology.

2. Offer your path to commercialization.

It’s essential to know about the marketing you are targeting, from typical royalty rates in the industry to the competitor landscape. Universities may expect you to bring a business plan to the table when you negotiate a license.

If you are an alumni or student at the university you are licensing from, university resources can help with this. For example, MIT’s TTO suggests suggests working with student entrepreneurship clubs, university seed funding organizations, or the university incubator.

3. Reach out to other startups that have experience with the university.

Each university will have slightly different expectation of a licensee. Some may request a ten page business plan, while others won’t need that level of detail. Some universities might have specific procedures or licensing terms that you aren’t expecting. Reaching out to startups already licensing from the university can help you learn what’s normal for the university.

The University of Florida generated 1,238 patents between 1992 and 2012. See: Van Norman et all (2017)

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ADDRESSABLE MARKETS

Total addressable market (TAM) is bigger than served addressable market (SAM).

The total addressable market is the potential sales revenue that would come from satisfying 100% of the market demand for a product or service. In most cases it’s not that hard to think about and work out, i.e., the combined revenue of all firms selling solutions into that market. However, there are exceptions for very disruptive innovation:

1. The market can expand significantly, and in the extreme;
2. The market itself is created.

Uber is a great example of significantly expanding the market, where the TAM was greater than the value of taxi rides because the app also fosters usage where a taxi would not be in the running. Sony’s Walkman product is a case of the latter point of disruptive innovation. Introduced in the late 70s, the Walkman did not replace an existing portable device of pre-selected music, so TAM was not defined or constrained by existing products. This concept also goes the other way: TAMs shrink when innovation causes product or service to be included in another solution e.g., standalone, hand held GPS devices.

SAM, served addressable market, is the amount of revenue actually being earned by one or more defined suppliers. The SOM, or share of market, is the amount in revenue or percentage of the total, help by a supplier or set of suppliers. Instead of thinking about other players, focus on the business you are trying to plan, your SAM and SOM.

CALCULATING YOUR MARKETS

Try to calculate TAM from the bottom up, i.e., count values of the participants to come up with the total, and check from top down, with some other market estimate. For example, if you plan to sell a solution that enables vaccine to survive without refrigeration, count up vaccine sales by manufacturer. Sometimes this is in one and the same document, such as in an equity analyst’s report. Here is a checklist from an excellent report that Credit Suisse did on TAM. [link to CS TAM p.26]

For a much more in-depth review of TAM, covering base rates, Bass models, ecosystems and diffusion rates, try this report from Credit Suisse [link to CS TAM report]

Figuring out how much of the SAM you can serve is dependent on your capacity to produce, deliver and displace existing products due to your value proposition.

Even if you have the world’s most airtight patent, you still need to produce what you want to sell and get it to customers. While you could spend an unlimited amount produce and distribute your product, you would not do so as a business unless you expected to reach a point when your costs left some margin. This means that there are constraints and the constraints here can include: productive capacity, distribution, technology diffusion rates, and relative value proposition of your offering.

The post TAM, SAM, SOM – Why Addressing the Market Needs More Than an Envelope Stamp appeared first on seedsprint.