Loading...
Answers
MenuHow do I go about getting my invention licensed by a big company?
Answers
First off, stop calling it an idea. (might be just that, but in licencing efforts you don't want to call it that).
Second, what do you mean time is of the essence? This already started sounding risky.
With that said, I believe you have two options, assuming that you can spend the next quarter reaching out and performing poorly in presentations and pitches to executives for licencing deals.
1. Learn the art of pitching and presenting, in my blog I have listed some books, one of them is presentations like Steve Jobs. Check it out here: unthinkeverything.blogspot.com (books are listed on the right) and hopefully secure a deal. The risk with this is that if you don't is time wasted.
2. Figure out a creative way to launch your innovation yourself, even if is simply to test for validation. It can be relatively inexpensive to do this (you didn't provide information on your patented idea so I can't help you on that yet). The upside of you launching your product or validation effort yourself is that it gives you exposure, it gives you business experience and most importantly it adds tangible value to your idea no longer putting you on the spot putting a random price point for it. This also makes it easier for you to approach companies and executives and if the licensing deal doesn't go through you have a business out of it. The reality is that if another business can make profit off a license, so can the owner of the product itself. Just have to figure out how.
Even though it seems may seem obvious that your product should be desirable to one of those companies, it usually needs to fit very well into one of their long-term strategic roadmaps. Learning whether that's the case and at which company take a lot of digging and you need inside info that can only come from talking to someone already at one of the companies or that recently left. That's where I would start -- speak with as many of those contacts as you can and zero in on the right target -- then build as many warm intros as possible at the target.
The main issue in licensing is finding the right person to speak with who will be honest with you about the idea, the patents, and the prospects. When you deal with a seasoned licensing executive, they often have contacts that they can run ideas by to vet them out and improve the "pitch" portion of the licensing effort. This is very important as many great ideas are not great businesses or great products.
The right angle, the right timing and the right person need to come together to form the licensing deal.
If you do not have a seasoned licensing executive and are intent to pursue this on your own, try joining linked in (paid) and contacting people in the licensing/patenting/business units relating to your patent and discuss their similar products and product fits. This will help you adjust yourself to their business and to their business approaches/needs. Once this is done, you can then select someone to vet your patent with and to discuss how it will fit the business and see how this goes. Remember to ask for honest feedback. It is often very helpful and allows you to hone your communication to improve the chances of success.
Gordon
P.S. As an example, I was pitching a retail idea and found a retired retail executive (senior VP) to discuss it with. It turned out to not be such a good idea from within the retail organisations and there was no way to improve it. It died there and I saved months of effort trying to pitch a bad idea. Retired people are generally excellent resources both in terms of experience and knowledge and in terms of contacts within their former and their competitors' organisations.
I've worked on a number of licensing deals on behalf of individual inventors and have contacted quite a few companies on behalf of the inventors as part of the licensing deal process. The first step is to identify the pipeline of companies you think might have an interest in licensing your product. The next step is to develop the value statement that you'll communicate to the companies you've identified.
After that, you'll want to find the right person at each company to contact and communicate the value proposition. If the company expresses an interest, you then may get into the details of a possible licensing arrangement.
In my experience, getting to the right person at each company and holding that person's attention long enough to make a decision is the key to getting to the go/no-go decision. It can also be one of the most difficult and time consuming steps in the pre-negotiation process, especially without an established network of contacts to draw from at the outset.
Remember that the person and the company has to invest and justify investing time and money in evaluating the opportunity you present. A couple tips I would offer is to make your initial offer as compelling and concise as possible, while making the job of the person at the company you are contacting as easy as possible. The less work that person has to do to evaluate the opportunity, the more likely it is that they might consider pursuing it. Another point to consider is when approaching the company, be careful not to put them on the defensive with your offer and make it clear that you're approaching them from the perspective of collaboration and not threat.
Hope that's helpful and happy to discuss further on a call.
Best of luck to you!
As stated in all of the other answers here, you need to find the right person to pitch to (duh).
Many companies have divisions setup just to evaluate external product development. Sometimes it's best to go around all of this and find someone in the sales department with the vision to see that your product concept could potentially be a real money maker for the company.
If you haven't read it already, check out "One Simple Idea" by Steven Keys. It's essentially the bible of licensing product ideas. The book is well layed out and can easily be skimmed as a reference without having to read the whole book.
https://www.amazon.com/One-Simple-Idea-Licensing-Goldmine/dp/1491581077
There is a whole chapter dedicated to finding the right person to pitch your idea to. He even includes e-mail and cold calling templates.
I hope this helps!
Related Questions
-
What do (bootstrapped) startups offer to new sales hires? Commission only? What are some good examples to keep people motivated and still survive?
Generally bootstrapped startups should avoid salespeople, for a few reasons: a. they typically can't afford the base and overall comp required to attract sales people who can actually sell / or afford to support them with marketing, management, etc b. it will be very difficult to find the rare person with the right mix of sales and startup DNA along with the critical domain knowledge, consequently the startup is likely to settle c. the founders need to be very involved in the selling and customers will demand it That said, if the plan is still to hire a salesperson, find someone who has demonstrated sales success in startups and is excited by the early stage in company building. Create a comp plan heavily leveraged on sales results (unless you are in an industry where 100% commission is a common practice, would recommend against $0 base as this creates the false impression that your hire isn't passing time with one company while looking for another job with a richer comp plan - you want your rep focussed). Sell the vision and opportunity to be part of a growth story. I have written a several blog posts on hiring sales people into start-ups. You might find these useful: http://www.peaksalesrecruiting.com/ceo-question-should-i-learn-to-sell-or-hire-a-sales-person/ http://www.peaksalesrecruiting.com/start-up-sales-and-hiring-advice-dont-stop-selling-once-you-hire-your-first-sales-rep/ http://www.peaksalesrecruiting.com/hiring-start-up-sales-reps/ http://www.peaksalesrecruiting.com/startups-and-salespeople/ Good luck!EB
-
What is a normal churn rate for b2b saas company with an average monthly revenue of $850 per customer? Is 10% of the total monthly sales high or low?
10% of the total monthly sales churning on an absolute basis is near fatal. That means that within 5 months, you have 50% absolute churn per year, which reveals fundamental flaws with the service itself. Anything above small single digit churn is telling you and your team that customers are not seeing enough value in your product. I'd start by doing as many exit interviews as you can with those that have churned out, including, offers to reengage at a lower price-point while you fix the issues that matter to them. Happy to talk through this in more detail in a call.TW
-
I have this social media idea,but no coding skills. How do I get someone to do the coding (cant afford to pay them) and not give away half of my idea?
Dilip was very kind in his response. My answer might be a bit on the "tough love" side. But that's for you to decide. My intention, just for the record, is to help you (and those like you) on your path to success. And that starts with having a viable philosophy about entrepreneurial-ism and business. And I'm going to answer this because I get asked some form / version of this question very frequently from newcomers to entrepreneurial-ism. The scenario goes something like this: "I have a great idea. It's amazing, I love it, and I just KNOW it's gonna make me a ton of money. But I have no money right now so I can't afford to (fill in the blank with things like "to build it / create it / market it / etc" or "to hire the required staff needed to work in my business to sell it / develop it / etc"). And I don't want to tell anyone about my great idea because I'm worried someone will steal it and make MY million / billion dollars. But I can't afford to legally protect it either... So how do I launch without the skills to personally create the product AND no money to hire anyone else to do that either??" The answer is ... You don't. Look - let's be honest. All you have is an idea. Big deal. Really. I'm not saying it's not a good idea. I'm not saying that if properly executed it couldn't make you a million / billion dollars... But an idea is NOT a business. Nor is it an asset. Until you do some (very important) initial work - like creating a business model, doing customer development, creating a MVP, etc - all you really have is a dream. Right now your choices are: 1. Find someone with the skills or the money to develop your idea and sell them on WHY they should invest in you. And yes, this will mean giving up either a portion of the "ownership" or of future income or equity. And the more risk they have to take - the more equity they will want (and quite frankly be entitled to). 2. Learn how to code and build it yourself. MANY entrepreneurs without financial resources are still resourceful. They develop the skills needed to create what they don't have the money to pay someone else to do. 3. Get some cash so you can pay someone to do the coding. You'll probably have to have some knowledge of coding to direct the architecture of your idea. So you will likely still have to become knowledgeable even if its not you personally doing the coding. (This is not meant to be a comprehensive list of options... And I'm sure some of the other experts here on Clarity have others to add - and I hope they do) To wrap up - Here's my final tip to you that I hope you "get"... It's FAR more valuable to have an idea that a very specific hungry crowd is clamoring for right now - One that THEY would love and pay you for right now - Maybe even one they'd pre-order because they just have to have it - Versus YOU being in love with your own idea. [Notice I didn't say "an idea that some as-of-yet-undetermined market would probably love"] I wish you the best of luck moving forward.DB
-
What companies have successfully implemented both B2B and B2C products or services? Which should I start with for the non-profit sector?
I would suggest the first question to ask is "what problem do I solve?" And of those people I solve problems for "who do I create the most value for?" In the non-profit world you need to add "How does my business help the non-profit run better and/or help the group the non-profit focuses on?" For example, if you've created a platform that drives donations, your company "has created a platform that helps you reach fundraising goals faster." What you don't want to do is market and sell to B2B and B2C audiences simultaneously. They have different ways of buying - a B2B audience needs to have their benefits quantified (using your thing makes me x amount more) - and it's extremely hard for a startup to be able to do both well. Better to start with one, execute really well and move into the other. Feel free to give me a call and we can dig into who your most valuable audience is.AV
-
What is the average series A funding round at pre revenue valuation for a enterprise start up w/cutting edge tech on verge of our first client.
With all respect to Dan, I'm not seeing anything like that. You said "pre-revenue." If it's pre-revenue and enterprise, you don't have anything proven yet. You would have to have an insanely interesting story with a group of founders and execs on board with ridiculous competitive advantage built in. I have seen a few of those companies. It's more like $3m-$5m pre. Now, post-revenue is different. I've seen enterprise plays with $500k-$1m revenue/yr, still very early (because in the enterprise space that's not a lot of customers yet), getting $8m-$15m post in an A-round. I do agree there's no "average." Finally, you will hit the Series A Crunch issue, which is that for every company like yours with "cutting edge tech" as-yet-unproven, there's 10 which also have cutting edge tech except they have customers, revenue, etc.. So in this case, it's not a matter of valuation, but a matter of getting funded at all!JC
the startups.com platform
Copyright © 2025 Startups.com. All rights reserved.