The Steps from Product Idea to Product Success

Written by Matthew Yubas


Michelangelo once said that his statue of David was embedded inrepparttar block of marble and he merely chipped awayrepparttar 104181 edges to reveal it. Is your product idea inside your mind just waiting to come alive? Or, is your product already formed and you need only to smooth outrepparttar 104182 edges?

Using my Market-Step process your idea will come to life as we progress inrepparttar 104183 following steps from idea to launch:

1. Self-Evaluation 2. Concept Evaluation 3. Prototype Evaluation 4. Product and Market Planning 5. Product Development and Marketing Tactics 6. Product Launch, Marketing and Selling

Please use this roadmap as a navigational tool to guide and monitor your progress. (See www.Product-Coach.com > Articles for a graphical flowchart.)

Getting Started

* Protect Your Idea (Chapter 4) When you have an idea, you need to protect it. The first line of defense is to setrepparttar 104184 date of conception. Start by documenting your idea in an inventor’s notebook, but don’t file a patent until you evaluate its marketability.

Market Research and Evaluation

* Self-Evaluation (Chapter 9) Startrepparttar 104185 Market-Step process by evaluating your product idea’s marketability. Your product idea is marketable if and when it solves a problem, meets a need or want, overcomes competition, and generates a profit.

* Concept Evaluation (Chapter 11) The second step ofrepparttar 104186 Market-Step process is to determine if people likerepparttar 104187 concept of your product idea. To test your invention, you’ll need to uncover which people or companies are your future customers. After identifying potential customers, ask them to evaluate how well your product idea solves a problem, or meets a need or want.

* Prototype Evaluation (Chapter 12) The third is detailed evaluation by giving people a prototype to examine. A prototype is a working model that looks, feels, and functions similarly torepparttar 104188 finished product. I’ll lead you throughrepparttar 104189 process of creating a prototype that resembles what your customer wants. Then, I’ll show you how to get detailed feedback by interviewing potential customers.

* Funding Your Idea (Appendix F) Do you need to raise money to develop and market your product? Initially, you’ll need money for expenses such as market research, equipment, and prototype development. Raising money is a normal part of doing business when you start, grow, and expand.

* Patent Review (Chapter 13) You performed a preliminary patent search earlier. Now it’s worth your time and money to perform a detailed patent search and possibly file for a patent.

* Self-Market or License (Chapter 14) What do you do with your new product? Your choices are to either self-market or license it. In some cases you can do both or sellrepparttar 104190 rights. Self-marketing means turning your idea into a marketable product that you intend to sell directly to an end-user, and/or through a distributor or retailer. Under a licensing agreement, a business will produce and sell your product in exchange for royalties.

BELIEF MANAGEMENT - THE MISSING INGREDIENT?

Written by Joan Friedlander


"Joan, I'm working so hard and I'm not getting anything done!" I have heard some version of this cry of frustration by many an entrepreneur. It's a common complaint voiced by those of use who soughtrepparttar freedom to have complete authority over our schedules, only to find ourselves unwittingly shackled by old ways of operating.

It does not appear to matter that we are independent professionals or business owners, we live in a world shaped byrepparttar 104180 rules of corporate life. Most of us came from jobs and daily schedules that dictated what to do and how to spend our time. Being somewhat likerepparttar 104181 long-term prisoner we got very used torepparttar 104182 daily regimen. We were told when to start work, take lunch, take breaks and leave forrepparttar 104183 day. Managers, clients, customers and operating manuals told us what to do and when to do it.

So we get out on our own, having dreamt ofrepparttar 104184 freedom, only to start filling our days with busyness, in a panic fromrepparttar 104185 very start. We don't have a clue as to how to do otherwise.

It doesn't seem to matter how long you have been out on your own. It's just as difficult to break outdated habits and beliefs when we do become financially successful. Why? Because whatever path to success we took, we now believe - or certainly worry - that it'srepparttar 104186 only way. We are afraid to let go and try something new. Why? Perhaps because beliefs have been makingrepparttar 104187 decisions all along. And I'm not talking about beliefs based in trust, faith, passion and prosperity!

Considerrepparttar 104188 following beliefs:

1. I'm easily distracted 2. I'm not an organized person 3. I do my best work under pressure 4. Really successful people start work early and end late 5. When you own your own business, you have to work long hours, especially atrepparttar 104189 beginning 6. If I keep enough balls up inrepparttar 104190 air, some are sure to land. 7. Work…hard… nose…to… the…grindstone (Arrgghh!) 8. If I'm having fun it must not be right

Or complaints…

1. I can't take time off - I needrepparttar 104191 money 2. I don't know how to say "no" to others (or to crappie work or to crummy clients) 3. I never have enough time for myself 4. I'm responsible for everything in my business 5. In this bad economy…fill inrepparttar 104192 blank

It's no wonder we find it difficult, left to our own devices, to figure out how to structure our day so that we achieve that seemingly illusive balance between success and personal well being. The two needs appear to be at odds with each other. It's a rare few that haverepparttar 104193 good fortune to understand how to create a structure that effectively serves both needs.

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