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The ballad of the undifferentiated product

wordpress different theme per page big 300x225 The ballad of the undifferentiated productBy Francis Moran

I’ve been doing a lot of work with clients lately on refining their messaging and marketplace differentiation. It has always been clear to me that this is not a trivial thing. Unless you can carve out a unique value proposition for your offering, and communicate that proposition in an arresting and compelling fashion, you’re dead in the water. What I am increasingly coming to understand, however, is how courageous companies need to be in doing so.

Okay, maybe courageous is going too far; courage, after all, is reserved for heroes. Maybe daring is a better word. Here’s what I mean.

Any time a company sharply focuses its messaging on one promising market segment, it runs the risk of turning off other market segments that are also attractive. You have to be okay with that, and that’s the daring part. Because if you try to be something to all people, you will end up being nothing to everybody. A lot of companies have trouble with that. They’d far rather be singing the ballad of the undifferentiated product, an inoffensive little tune that has a few notes everyone can hum along with but no commanding presence that’s going to make it a chart topper.

Here are two examples.

‘Utterly unique’

We are pitching a significant piece of business these days to a company whose product could be viewed as one of the most commodified items on the planet. In fact, many sellers of this product charge exactly nothing for it, understanding that it has little inherent value and is merely a minor loss-leader on the way to selling something more valuable. You’d think this would be a hopeless case for marketers. Except that our prospective client has a version of this product that has an utterly unique value proposition. (Ya, I know; unique is not supposed to take adverbial qualifiers — I’ve added one here for pure emphasis.) For a relatively tiny segment of the marketplace — fortunately, a segment still so large that it adds up to a pretty attractive business case — our client’s product is the only way that segment can achieve its objective. In crafting its messaging to capture a grossly unfair share of that segment, our client is going to willingly abandon practically everyone else who buys this product.

And that’s okay.

In fact, it’s better than okay. Done properly, this company has the opportunity to entirely own the segment for which its product holds this unique value. Even better, it also has the opportunity to expand that segment by promoting the attributes that its unique product version represents. Fortunately, the company realises it has this potent product differentiation, and it is perfectly willing to accept that most of the rest of a vast marketplace is going to go somewhere else because it was never going to get any meaningful share of that vast rest of the marketplace anyway. It might seem obvious, but it’s actually pretty daring — and all too rare — for a company to willingly abandon a seemingly huge opportunity because it knows it holds no unique differentiation there.

Six messages too many

My second example is a company I’m currently working with. In our first session, we went through a standard positioning exercise, the object of which is to define messaging that communicates how a product solves a specific pain for a specific market segment in a way that creates value that is unique and different from the most common competitor in that segment. We ended up with nine (!?!) positioning templates, each of which was saying different things to different segments of the marketplace.

There is no way you can stand out if you are saying nine things. Period. When you’re in that situation, it’s time to fire up the still and start purifying the messaging.

A cursory analysis of the various pain points for which we had developed positioning statements revealed that most of them were really just paper cuts, while one or two were genuine bleeding-from-the-neck problems. So we developed new, far more sharply distilled positioning templates. We developed one for the target market segment that has a clear pain which this company’s product solves in a way that creates massive and unique value compared to the competition. We developed a second one for an important sub-segment of that market, a sub-segment where this company was gaining significant traction, and where an additional product attribute created a further, very-high-value outcome that was critical for this market segment. And we created a third template aimed at a segment of the market that might be overwhelmed by the enterprise-grade messaging necessary for the first two.

Rolling out this three-part messaging is now a simple matter of tactical implementation. Different campaigns and content appealing to each of the three target market segments can be created, with landing and subsequent pages that talk exclusively to that segment. Undifferentiated traffic coming in the front door can by triaged right on the home page, again leading to sharply focused subsequent messaging.

There will almost certainly be well-qualified potential customers who come to this company’s website, fail to identify with any of the three segments represented there, and go elsewhere. The daring part comes in when the company accepts that that’s okay.

You can sing the ballad of the undifferentiated product and nobody’s going to be turned off by what they hear. Of course, nobody’s going to be turned on, either.

Image: www.wpmu.org

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Brand marketing that is inspired, but not imitative

Canadian Club 300x171 Brand marketing that is inspired, but not imitativeBy Leo Valiquette

There was an interesting story in the Globe and Mail last week that got me thinking about the distinction between product marketing and brand marketing.

The Globe’s Susan Krashinsky was writing about Newfoundland and Labrador’s tourism industry and how the province’s efforts to brand itself with a memorable advertising campaign has provoked the best form of flattery possible – plagiarism.

“Images of spirited ginger-haired children, rolling emerald hills and motley-hued houses – were so arresting that Newfoundland has now found itself with a host of imitators,” she wrote, with copycat ads popping up all over the world.

Other marketing folks have obviously concluded that what has worked in Newfoundland and Labrador can work for them. The province’s “Find Yourself Here” campaign has, after all, bagged 173 awards globally. “Non-resident visits to the province rose 22 per cent from the campaign’s launch in 2006 to the end of 2010, and those visitors’ spending was up 37 per cent in the same period,” Krashinsky wrote.

There is obvious merit in researching the industry, studying marketing campaigns that have been either outstanding successes or epic flops, and absorbing the lessons to be had. But there is a thin line between inspiration and imitation. It’s the difference between setting your brand apart or instilling in the minds of your consumers the deadly thought that, “oh, these guys are just like those guys over there.”

Some time ago, guest blogger Ken Rosen wrote about the difference between product marketing versus brand marketing. “Product marketing differentiates your products from other products,” he wrote. “Brand marketing differentiates your customers from other customers.” Brand marketing isn’t about distinguishing your product from your competitors’ on features. You are instead trying to connect your brand with the personal identities of your customers.

Newfoundland and Labrador’s campaign is obviously aiming for that idea, by promoting the quaint and natural beauty of the place to distinguish itself among those tourists who don’t favour, or are perhaps tired of, cruise ships and tropical resorts.

Another great Canadian example is Wiserhood, the Society of Uncompromising Men. In 2008, Corby Distilleries launched this campaign for its Wiser whisky brand to increase its market share among a younger crowd. The premise is that this is a brand of whisky for those men who best display classic masculine traits. If you consider yourself a real man, this is the whisky for you. It’s all about your personal identity as the consumer.

Last fall, rival brand Canadian Club shot back. Owner Beam launched a new campaign featuring the hairy-chested and uncompromising Canadian Club chairman, a character who takes the hyper-masculinity of the Wiserhood crowd to a new level. As a consumer, it’s obvious to me that one campaign has influenced the other. However, it’s clear that the brand image which Canadian Club has created is distinct enough from Wiser’s for consumers to see it in a different light. This is demonstrated by the fact that both brands have seen higher sales that are attributable to these campaigns.

It can be argued that Canadian Club’s success with its campaign still comes as a result of a skillful bit of imitation, but not of its rival whisky brand.

Canadian Club, like many venerable Canadian brands of beer and spirits, enjoyed a boom in business during U.S. Prohibition. Canadian Club takes full advantage of this in its ads, with the chairman stating “if there’s one thing that tastes better than whisky, it’s smuggled whisky.”

Now, if this ploy sounds rather familiar, you would be correct. Canadian beer brand Sleeman has been exploiting a notorious family history rife with pirates, smugglers and philanderers for almost three years.

What bears noting here is that beer and whisky are two different markets, and where those markets overlap, they are still seldom in direct competition with each other. Also, Canadian Club is taking advantage of a colourful heritage that is as true for it as it is for Sleeman. The whisky brand has distilled something fresh and engaging by taking inspiration from what’s obviously been working for others.

The lessons to be found in these examples apply to any effort with any product or brand to build presence in the marketplace. How you present and position your brand to resonate with customers must be true to the identity and culture of the company that lies behind the brand. A brand cannot try to be something it is not in an effort to pander to consumers. Marketing teams can most certainly learn from the successes of others and seek inspiration there, but every brand is as unique as the consumers it hopes to court. Don’t fall prey to a copycat, cookie cutter approach.

P.S.: One of the classic examples of this foible is found throughout our ecosystem for bringing tech to market: the propensity for many tech centres outside of Silicon Valley to brand themselves as Silicon Whatever, or Whatever Valley. Francis recently blogged about the need to end this bad habit of posing as a pale imitation of the real thing.

Image: Great Ads

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Apple versus Samsung: Samsung’s ‘out’ to escape infringement

FM Series banner headART 1 300x1452 Apple versus Samsung: Samsungs out to escape infringementBy David French

This post goes right to the very heart of a patent and what a patent can and cannot do in the marketplace. And it has a twist, if you are prepared to bear with the analysis to the end.

In my prior post on the subject, I referred to an important hearing held on Dec. 6 this year before Trial Judge Lucy H. Koh. During the hearing, Samsung tried to limit the scope of the consequences of the $1-billion jury decision that arose out of the trial held in August. Among the numerous matters discussed, Apple asked that the jury’s award be increased by an extra one third of a billion dollars as “punitive damages.” The judge can also reduce the amount of the damages awarded if the jury has been unreasonable. Other issues were discussed, but the judge reserved her decision.

In particular, Apple applied for an injunction which it hopes will force Samsung to cease selling electronic devices that infringe the claims of its patents. If approved by the judge, the injunction may be suspended by the trial judge pending an appeal by Samsung and/or Apple to the Court of Appeal for the Federal Circuit – CAFC. Or the injunction may be suspended by the Court of Appeal itself.

Meanwhile, the attorneys at Samsung headquarters, or wherever else they seek legal advice, have been scrambling for some time (perhaps even back before the trial of this case) trying to determine whether Samsung can continue to sell products by building products which will avoid infringing Apple’s patents. If they can, then perhaps we can say in retrospect that they were foolish or neglectful in originally adopting a feature which has been held to infringe. But now, clearly, Samsung has a major incentive to find a way of avoiding infringing the Apple patents.

As this exercise goes to the heart and soul of the patent system, we can use it to understand Samsung’s dilemma by appreciating the art that went into drafting the claim of a sample of an Apple patent, and thereby gain a better understanding of the role of “claims” in the world of patents.

Purpose of a patent claim

The purpose of a claim is to define the exclusive rights of the patent owner. Put alternately, a patent claim tells others what they are not permitted to make and sell. All patents end with at least one claim and generally have quite a number of claims. A preamble is presumed to sit above all of these claims, reading: “I claim,” or sometimes just: “Claims.” The first preamble is more appropriate because each of the numbered claims is supposed to constitute the balance of a sentence beginning with the words “I claim.” The patent claims are the shooting end of a patent.

A claim is, essentially, a check-off list for infringement. It lists a number of features or limitations which must be present in an accused infringer’s product for that product to infringe. The art of patent claim drafting is to produce a list which, while being valid, nevertheless provides no opportunity for a competitor to produce a similar product that will compete with the patent owner’s product in the marketplace. Ideally, a claim should cover a have-to-have-it feature that must be present in a competing product in order to successfully compete. Knockout that essential feature and you may be able to knockout the competitor’s product from the marketplace, if the feature is sufficiently essential.

Exemplary Apple patent

We will now use Claim 2 of Apple’s US patent 7,864,163 as an example. This patent addresses tapping on a rectangular area forming part of the display on a touch-sensitive screen and thereby enlarging that part of the display and moving it closer to the center of the screen. Particulars of the patent are as follows:

Title: Portable electronic device, method, and graphical user interface for displaying structured electronic documents

Filing date: Sept. 4, 2007

Date of patent grant: Jan. 4, 2011

Inventor: Bas Ording of San Francisco, California and 7 others

Owner: Apple Inc. of Cupertino, California

Claims:  61, of which 1, 2, 50, 51, 52, 53, 59, 60 and 61 are “independent”

Claim 2, which is typical of all of the independent claims in this patent which could be considered to infringe, reads as follows:

What is claimed is:

2. A computer-implemented method, comprising:

  • at a portable electronic device with a touch screen display;
  • displaying at least a portion of a structured electronic document on the touch-screen display, wherein the structured electronic document comprises a plurality of boxes of content;
  • detecting a first gesture at a location on the displayed portion of the structured electronic document; determining a first box in the plurality of boxes at the location of the first gesture;
  • enlarging and translating the structured electronic document so that the first box is substantially centered on the touch screen display;
  • while the first box is enlarged, a second gesture is detected on a second box other than the first box;
  • and in response to detecting the second gesture, the structured electronic document is translated so that the second box is substantially centered on the touch screen display.

[End of claim 2]

Persons reading this patent as a whole may think that it addresses the simple act of touching a box on the screen and having that box enlarged so that it occupies the center of the screen. Indeed, here is a sample paragraph from the patent disclosure under the title “Summary” of the invention:

In one aspect of the invention, a computer-implemented method, for use in conjunction with a portable electronic device with a touch screen display, comprises: displaying at least a portion of a structured electronic document on the touch screen display, wherein the structured electronic document comprises a plurality of boxes of content; detecting a first gesture at a location on the displayed portion of the structured electronic document; determining a first box in the plurality of boxes at the location of the first gesture; and enlarging and substantially centering the first box on the touch screen display.

Under the Summary portion of the disclosure there are four further paragraphs that reiterate that the invention is about enlarging the image of a first box so that it occupies the center of the screen. There is no discussion in the Summary portion of this patent about moving on to subsequently enlarge in a second box that may still be partially displayed on the screen.

Reference to a second box first appears in the “Description of Embodiments” portion of the patent document. But before that occurs, the following paragraph is presented:

In some embodiments, a second gesture (e.g., gesture 3929, FIG. 5C) is detected on the enlarged first box (6034). In response to detecting the second gesture, the displayed portion of the structured electronic document is reduced in size (6036). In some embodiments, the first box returns to its size prior to being enlarged (6038).

This reference has been quoted simply to explain the meaning of a “second gesture” which appears in the following paragraphs from the Description of Embodiments that refer to a “second box:”

In some embodiments, while the first box is enlarged, a third gesture (e.g., gesture 3927 or gesture 3935, FIG. 5C) is detected on a second box other than the first box (6040). In response to detecting the third gesture, the second box is substantially centered on the touch screen display (6042). In some embodiments, the third gesture and the first gesture are the same type of gesture. In some embodiments, the third gesture is a finger gesture. In some embodiments, the third gesture is a stylus gesture.

In some embodiments, the third gesture is a tap gesture. In some embodiments, the third gesture is a double tap with a single finger, a double tap with two fingers, a single tap with a single finger, or a single tap with two fingers.

At this point, we are 85 percent through the text of the patent document, which will be a relief to some of the readers who find this discussion tedious.  However an important point can be made by returning now to Claim 2.  It should be noted that this claim, and all the other independent claims up to and including Claim 52, include the following necessary limitation for something to infringe:

While the first box is enlarged, a second gesture is detected on a second box other than the first box; and in response to detecting the second gesture, the structured electronic document is translated so that the second box is substantially centered on the touch screen display. Cf Claim 2, above.

In other words, these claims all apply only in the case where the cell phone or computer is configured to allow a user to directly replace a first enlarged box with a second enlarged box simply by touching an available smaller image of the soon-to-be second large box while the first enlarged box is still present on the screen.

(Independent claims 53, 59, 60 and 61 address a different invention wherein multiple layered display windows responded to a gesture, e.g. a finger touch, by “moving the displayed window partially or fully off the touch screen display, and moving a first partially hidden window into full view on the touch screen display.” Any use by Samsung of this feature has not been the subject of this litigation.)

What is the consequence of this additional limitation referencing access to a second box?

As part of the hearing on Dec. 6, Samsung argued that no injunction should issue under the claims of this patent, claims that it had previously been found to infringe, because Samsung has modified the software inside its cell phones so that they do not fall within the language of Claim 2 and its other equivalents.

Samsung announced that it has developed workarounds for these claims. It said that its products no longer infringe Claim 2 because its phones now operate on the following basis:

Tapping on a box does enlarge a box and move it to the center of the screen. But in order to replace that first box with a second box that can still be seen with the first box still centered, the Samsung devices require that the first enlarged box be first closed. Then a second box can be enlarged to replace it.

With this procedure now part of their products, Samson submits that it cannot be said that their revised phones meet this stipulation in Claim 2:

While the first box is enlarged, a second gesture is detected on a second box other than the first box; and in response to detecting the second gesture, the structured electronic document is translated so that the second box is substantially centered on the touch screen display.

In effect, Samsung is arguing that Claim 2 is only infringed if the user can subsequently tap on another item on the screen to move it to the center of the screen while the first item is still centrally displayed. It would appear that, in all fairness, Samsung’s new design is outside of the scope of Claim 2.

Apple may contest this, but expert opinion suggests they will not succeed.

Lesson to be learned

What is the lesson to be learned from this analysis? The first is that the “shooting end” of a patent resides in the patent claims. We should not assume that a patent addresses what is discussed in earlier parts of the disclosure. The second is that Claim 2, and the other claims of a similar nature, could be avoided by adopting an alternate procedure not covered by the language of the claim. The Samsung workaround achieves almost the same result with very little user inconvenience.

Accordingly, some may say that the Apple patent has a large loophole. In fact, this would be a fair assessment. How could this have arisen?

It may be that the examination process forced the patent agent or attorney representing Apple to include the limitation of directly replacing a first enlarged box with a second enlarged box, rather than allowing claims directed to simply having a box enlarged and centered by making a touching gesture on a touch-sensitive screen. But if the prior art would have permitted claims addressed to the alternate procedure adopted by Samsung, then the inventors and patent agents/attorneys at Apple must be kicking themselves now for not having anticipated how a competitor could escape their clutches.

That is a valuable lesson.

David French is the principal and CEO of Second Counsel Services, which provides guidance for companies that wish to improve their management of Intellectual Property.

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Great articles roundup: Internet governance, crappy startups, great products, iteration, market demand, women VCs and CMOs

link2 300x240 Great articles roundup: Internet governance, crappy startups, great products, iteration, market demand, women VCs and CMOsBy Alexandra Reid

As a regular feature, we provide our readers with a roundup of some of the best articles we have read in the past week. On the podium this week are The Globe and Mail, Read Write, Mark Evans, The Wall Street Journal, VentureBeat, Harvard Business Review, and Forbes.

Governing the web (and everything else)

The governance of the Internet ain’t broken, so don’t fix it, says Don Tapscott.

Let’s all shed tears for the crappy startups that can’t raise any more money

It’s wannabe journalists writing about wannabe investors giving money to wannabe entrepreneurs.

The best marketing is a great product

Make sure your product delivers, says Mark Evans. And, as important, make sure the entire process surrounding the product is seamless and delightful. It starts with the messaging and the stories being told, and then involves how consumers can learn more about the product and its benefits, and, finally, the buying process.

Two-part series:

Part 1: Build it and they will come?

This post focuses on how successful repeat founders test their offerings/company prior to launch. Fewer entrepreneurs test their products because of how cheap it is to launch a product today, primarily due to the low cost and on demand availability of infrastructure. Instead, most entrepreneurs are in a ‘launch and iterate’ mode. On the flip side, it’s hard to remain on top – competitors can launch and iterate quickly as well. But perhaps even more interesting, enterprise customers are willing to be part of the test cycle – they take a chance on relatively new technology and in return get to help shape the product. A decade ago no enterprise customer wanted to touch a product until it was “fully baked.” This is an important change.

Part 2: How VCs test market demand

In this installment, Ed Zimmerman turns to how VCs test market demand for a product when conducting due diligence prior to investing. While this is important for founders like those discussed in the last article, without the track record those founders had, diligence on market adoption becomes even more important.

D’oh! The top 5 mistakes when attempting U.S. market entry

Over the past five years, many northern European companies have eyed the U.S. market as an opportunity for sales expansion and profitability. However, according to recent statistics from the National Venture Capital Association, less than five percent of these companies are successful in gaining revenues and market share within their first year. Interestingly, an even smaller percentage continue to pursue U.S. business after year one.

Despite this, now is the time to act, says Jennifer Vessels. As the U.S. economy is recovering from the recession, there is an openness to new ideas and funds available in the U.S. market. To take advantage of these opportunities, avoid these top five mistakes of U.S. market entry.

A wave of angel investing organizations focuses on women

As we see more women taking the reins of companies and filling seats on corporate boards, the number of female investors has lagged. Studies show that women make up just 10-15 percent of angel investors and venture capitalists. Fortunately, this is beginning to change.

CMOs: Here’s how to stay relevant in 2013

Today’s marketing initiatives must be data-driven, customer-centric and omnichannel. Unfortunately, though, many CMOs seem to be struggling to gain alignment and build consensus across their lines of business and into the boardroom. As a result, the C-suite can be plagued with uncertainty and misunderstanding, and CMOs are starting to worry about losing relevance. Here’s what it takes to get us all on the same page, pulling together.

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Apple versus Samsung – Every patent owner’s dream

FM Series banner headART 1 300x1452 Apple versus Samsung   Every patent owners dreamBy David French

On August 24, 2012 a California jury issued a decision awarding just more than $1 billion to Apple against three Samsung Electronics companies. This ranks among the top patent awards in U.S. history.  But the case is not over. The final decision, once settled by the judge, will be subject to appeal to the Court of Appeals for the Federal Circuit in Washington. In other mega-patent cases this court has been proactive in terms of adjusting decisions, even those supported by a jury verdict.

On December 6, 2012 an important hearing before trial judge Lucy H. Koh will occur. Samsung has the right and will request the court to render a judgment notwithstanding the verdict issued by the jury, requesting dismissal of the action. This type of procedure is permitted and has occurred in the past, particularly where the jury’s conclusions are so unreasonable as to be perverse. But this is not likely to happen, subject to one new twist: one of the jurors who led the jury in its debates did not fully disclose his special interest and knowledge about patents when questioned before being allowed to join the jury.

At the same hearing, Apple will be asking for injunctions that would shut down the marketing by Samsung of the eight versions of its portable phones that were the subject of the litigation. Interestingly, one of the older version cell phones was held by the jury not to infringe. And no doubt due to careful planning, Samsung is now marketing its latest Galaxy Nexus and Galaxy S III versions of its cell phones which were not the subject of this particular patent litigation suit. Apple has started a fresh case based on these products but may argue on December 6 that the injunction they hope to obtain should be worded so as to reach the Galaxy Nexus and Galaxy S III. Even if an injunction is awarded, there is the prospect that the court may suspend operation of the injunction while an appeal is being processed on behalf of Samsung. Judge Koh will have heavy responsibilities to take home for review over the Christmas holidays.

These proceedings are part of worldwide litigation between Apple and Samsung. Here is another analysis of the U.S. case in particular that is very useful.  A $1 billion judgment in the U.S. stands out in the world arena. On the other hand, Samsung announced profits of US $7.3 billion for the July-September quarter of 2012.  Samsung’s cell phones have also been out-selling Apples’ iPhone. In this context, $1 billion may not be so outlandish.

A first impulse that patent enthusiasts may celebrate is that a patent can be worth $1 billion. This may be true if an injunction were to cut Samsung out of the cell phone market. Samsung might be willing to pay $1 billion or more to Apple in addition to the existing judgment for permission to carry on marketing its very successful products in the U.S. But the actual judgment for $1 billion is made up of a complex jury verdict that assessed the application of a number of Apple patents against a number of Samsung products. It was the total damages for past infringing sales that added up to $1 billion. It was not a single patent that supported a $1 billion recovery for past damages.

The subject patents are the following:

The images available at the U.S. PTO website provided above require a TIFF reader to view. A free reader can be downloaded from the U.S. PTO Images page using the “Help” link.  Or the patent number can be copied and pasted into a Google patents search which will then produce a PDF file that includes the image.  Or a patent number can be entered here to obtain a PDF copy with images.

The three utility patents all address the manner in which the display on the portable phone can be manipulated. The features addressed are:

  • US 7,469,381: the “bounce” feature by which when you drag a document partially off the screen with your finger, on lifting your finger the document returns to within the boundaries of the screen automatically.
  • US 7,844,915: distinguishing between a one finger “drag” command and a two finger “enlarge” command.
  • US 7,864,163: enlarging and centering a rectangular box icon selected by a finger touch from an array of rectangular box icons on the touch-sensitive display of a portable electronic device.  (This last patent reference is also interesting for the exceptionally large number of prior art references probably provided to the patent office by the Apple attorneys. The size of the list represents a major burden for potential litigants to assess.)

These utility patents demonstrate the power of claiming functionality in a popular device that has a human-to-machine interface. The classic example, which was not patented by Xerox Corporation in the 1970s, is the scrollbar on a standard computer having a graphics user interface (GUI) screen. There are at least four functionalities in a standard scrollbar, any one of which, if patented, would have made the inventor a billionaire.

Turning to the design patents, many people would not appreciate this distinct type of intellectual property document. In Canada and elsewhere, they are typically called “Registered Industrial Designs.” U.S. Design patents, unlike the more regular “utility” patents, address the look or appearance of an object.  Properly, a design patent is not intended to give its owner control over anything that is functional or useful. However, the boundaries and transition from ornamentation to utility are indefinite and juries particularly are not likely to keep these distinctions clear.

Taking the second design patent referenced above, D593,087 as an example, this document simply provides drawings of an “electronic device,”  in this case the Apple iPhone. The traditional patent claim in a design patent is reduced, as is usual, to the following:

  • CLAIM: The ornamental design of an electronic device, substantially as shown and described.

This means that you have to look at the drawings to decide what is being protected. Here are some of the drawings from this reference; dotted line features are not part of the design:

Patent 205x300 Apple versus Samsung   Every patent owners dream

The U.S. test for infringement in the case of a design patent was established by a U.S. Supreme Court decision in an 1871 case involving an ornamental design for silverware handles, Gorham. It reads:

“[I]f, in the eye of an ordinary observer, giving such attention as a purchaser usually gives, two designs are substantially the same, if the resemblance is such as to deceive such an observer, inducing him to purchase one supposing it to be the other, the first one patented is infringed by the other.”

This could be a very powerful scope of protection. Essentially, this right guards against “duplicate” copying, at least in respect of appearance that is likely to cause confusion. Today with billions being spent on advertising and “image” considered to be an essential aspect of a product’s value, to market a product with a specific, distinctive “look” can be very valuable – think perfume bottles, which having an exclusive right of 14 years in the U.S., 10 years in Canada and 25 years in Europe . So, copiers, beware!

This is one of the lessons brought home to Samsung by this present litigation. On the other hand, the profits to be made are sometimes so great as to make the risks worthwhile.

David French is the principal and CEO of Second Counsel Services, which provides guidance for companies that wish to improve their management of Intellectual Property. For more information visit www.SecondCounsel.com.

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Managing perceptions and product at RIM like Apple did

By Jesse Rodgers

Think different 300x225 Managing perceptions and product at RIM like Apple did

A tweet by Peter Mansbridge brought a lot of people’s attention to an article entitled Steve Jobs’ Lesson for RIM: Power of Perceptions, Turnaround 101, which focuses on how Steve Jobs changed the perception of Apple. That perception shift was driven a lot by product, and it wasn’t the iPod that did it. It was the other product — the Mac computer — and Apple’s ability to extend the life of a dead OS. Apple focused on revenue building and its “cult of mac” first.

The problem Steve Jobs faced with Apple’s OS going from the OS 8/9 to X and where RIM is now feels very similar. Apple extended the life of a dead OS while it built the OS for its future (OS X), the one that gave it the flexibility to build the iPod, the iPhone, and beyond. Did Jobs manage perceptions through how he spoke about Apple? Sure, but he also needed his product to deliver on the promise that Apple is innovative and cool.

Managing the OS shift over the years: Think different

It is worth looking at Apple OS 8/9 as this is where the perception change began. Compared to Windows 98, Apple OS seemed limited. There were few games, limited software available (mainly multimedia-focused software), and these ugly beige boxes. Building a new OS is hard, though, and Apple was out of money. The company needed to sell product in the interim. Since it couldn’t yet bring a new OS to market, it changed the easier part and went rather experimental on the hardware. Bondi Blue iMacs, Power Mac (blue G3graphite G4), Cubes (at the end of OS days), Clam Shell ibooks and Titanium bodied laptops. These experimental designs appealed to the multimedia creative crowd that used Apple for work. At first I think the designs were largely cosmetic but it didn’t matter. It was different.

This perception shift was product driven and brilliant. The faithful kept faith because there were constant updates and new ideas being offered to them. It was different, it was cool, it was worth that Apple premium on “top end” hardware. I remember when I first opened the side of a Graphite G4 in 1998 when my uni room mate got one. It was way cooler than anything I had seen before.

Then enter OS X.

The 1998-2001 section in this Wikipedia article goes through the period before OS X, which was basically the perception shift “heavy lifting” period.

Lesson for RIM is 1998-2001 Apple

RIM is a mobile computing company with a BB OS 7 reaching the end of its life. It has devices that don’t capture the imagination (but who does at the moment?), and a hardcore group of users similar to the Apple fans of that transition period at Apple. In order to “pull an Apple,” RIM needs to capture people’s imagination with BB OS 7 now and slow down the talk on OS 10 outside of the dev community. Outside of devs I don’t think people care what OS it is anyway, they just want email and messaging.

With BB OS 10 coming soon, the company could do some things to win over fans:

  • The latest Bold is a nice device, and the Porche designed one is kinda cool. RIM should do more of this but make its products inexpensive.
  • Offer those who get the latest Bold now the new BB OS 10 device in exchange for $100 and offer app store credit of $100.
  • Do something awesome with the NFC tech — help a loyalty program deploy it and offer some crazy promotion on Bolds, give a Bold to every person at the NFL season opener and have their tickets managed via NFC on the device, etc.

I am certain that if you get the right people in a room with a whiteboard for a week (they should be at the FELT lab every day!) they would come out with a few things that are possible to do relatively quickly to excite the loyal fan base. It seems like Alec Saunders is building his team still so maybe that is where the magic is going to happen. I hope so.

This post was originally published on Jesse’s blog, Who you calling a Jesse?

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June roundup: What does it take to bring technology to market?

By Alexandra Reid

June calendar 2012 300x225 June roundup: What does it take to bring technology to market? We are bringing you our roundup a little earlier than usual this month because we will be celebrating Canada Day early next week when this post would otherwise be published.

We covered a lot of ground this month on our blog, from RIM to training your boss, tribal marketing to productivity tips. We even launched content marketing as a new service offering.

In case you missed any of our posts, here’s a handy roundup:

June 6: Getting the marketing right at an event product launch by Francis Moran and Alexandra Reid

June 14: Putting Ottawa’s puzzle together by Leo Valiquette

June 18: Balancing investment, Minimum Viable Product, and time to market by Peter Hanschke

June 20: Training your new boss by Francis Moran and Leo Valiquette

And on a related note…

In addition to our series, our associates and guest bloggers were also busy writing on a great range of topics. Here are our other posts from June, as ranked by the enthusiasm of our readers:

June 4: Why RIM could and should bounce back: Mobile needs to innovate by Jesse Rodgers

June 5: Levering the power of teamwork to drive a successful content marketing program by Alexandra Reid

June 11: The evolution of branding and advertising by Rob Woyzbun

June 26: Ottawa entrepreneur Scott Annan comments on the relaunch of Mercury Grove by Alexandra Reid

June 12: Content marketing tips: SEO implications for rebroadcast articles by Alexandra Reid

June 7: We launch new content marketing service offering by Alexandra Reid

June 19: 10 questions B2B companies should ask before selecting a content marketing service provider by Alexandra Reid

June 27: 7 ways to stay sane and productive by Leo Valiquette

June 21: PR people really are dead and mindless sheep by Francis Moran

June 8: Is it spring time for venture capital in Canada? by Francis Moran

June 13: Product marketing vs. brand marketing: Separate your product or separate your users? by Ken Rosen

June 25: Tribal marketing for ‘Generation Me’ by Bob Bailly

June 28: Why is there a lighthouse on your brochure? by Francis Moran

June 22: Social Media Breakfast Ottawa: Digital measurement and consumer understanding by Alexandra Reid

Image: Michel Z Binden

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Balancing investment, Minimum Viable Product, and time to market

By Peter Hanschke

FM Series banner headART 1 300x1452 Balancing investment, Minimum Viable Product, and time to marketI was a panelist at the latest Agile Ottawa meeting where we discussed our experiences with the process and concepts of Eric Ries‘ lean startup methodology. Today, I will share some of the points I made during the discussions.

By the time I got to reading Eric’s book, I was well on my way to using and advising clients and my employers on many of his teachings. Even though he focuses on startups, the principles in general are applicable to larger companies that need to bring new products to market with little investment. Note that larger companies have other challenges to successfully introduce new products quickly with little investment – Clayton Christensen‘s book The Innovator’s Dilemma does a good job of outlining these challenges.

The area I want to focus on is the balance between investment, Minimum Viable Product (MVP), and time to market.

Investment

Money is not plentiful these days. Startups need to prove themselves (or in some cases over-prove themselves) before external money flows their way. Through family, friends, and angels, startups juggle their investments to develop their MVPs, marketing, and selling. Having an office for a startup is a luxury that is in some cases delayed until much later. Larger, established companies are conservative when investing in new products, especially as more companies look to embrace mobile platforms for their products where revenue may not flow for a while. A modicum of creativity is required to be able to bring a new product to market. Everyone has to live within their means.

MVP

My blog post on creating your minimum viable product talks about the mechanics of defining the MVP. In this context, however, the MVP needs to match the needs of your early potential customers and/or users. In The Lean Startup, Eric talks about the need to “pivot and zoom out or in.” What this means is that if your MVP is not gaining traction with the potential customers you talk to, it needs to address more or less of the whole product or the value chain you plan to sell your product into.

Time to market

In other than a few instances, time to market can be very subjective. Quite often, through healthy paranoia, time to market is defined as ASAP. In other words, entrepreneurs need to have in the back of their minds that someone is doing exactly the same thing and will win the race to be first to market. Maybe it’s competitiveness, but time is always of the essence. The market and customers’ desires turn on a dime (save maybe the government and other large groups).

There needs to be a balance of all three of these factors. There is no scientific formula — if there were, it would be patented and there would be a lot more successes than failures! I am not espousing that each element must be equally weighted. In fact, the weighting changes over time as the business environment changes. The concern, however, is the impact that each item has on the other as weightings change.

With close to an infinite amount of available investment, the MVP can be built within the timeframes desired. But as I point out in my blog on the million-dollar cheque, there is a risk of bloating your MVP to the point where it satisfies more than what is needed in the market and that’s a waste. But an infinite amount available to invest is unrealistic. The reality is that everybody inherently wants to add more features to the MVP so the level of available investment provides a natural limit on what can be done. Tough decisions need to be made so that only what is absolutely required is built.

With a small level of investment, the MVP becomes restricted to address a small set of use cases and/or roles to meet the time to market requirements. The risk is that the MVP may not address enough of the required solution for customers to be interested and ideally willing to use it in any substantial way. And therefore the time to market is pushed out to accommodate the additional needs of the market. The complications with this situation are that (a) a competitor enters the market first, scooping the attention and early customers, and (b) the market and target platforms shift underneath as a result of changes in technology and/or customer desires. In both cases, a change to the MVP may be required, which requires more investment and/or pushing out the time to market.

So what’s the answer? There is no magic bullet, but here are some helpful tips:

1. Get feedback

You need to have a system in place to easily get feedback from users/customers. Launching a product without the mechanism to get feedback is useless. You may have hundreds of users and no way to know whether they like the product, hate it or if it meets their needs or not. In the B2B/B2G world this is relatively straightforward — you know who your users are. It’s far more of a relationship or one-on-one sale — you know them and you know how to get a hold of them. In the B2C world this is more challenging. Especially with mobile apps, which are primarily anonymously (to you) downloaded from an eStore like iTunes or Google Play. Early on, make sure you have a communication “pipeline” to the user in your product or on your website to engage them.

2. React

You need to have a development process in place that allows you to react quickly. It is essential to be able to gather feedback, analyze it, prioritize it, make product changes and re-deploy it as quickly as possible. Your users will be impressed with the service and it keeps you and your product at the top of your customers’ minds.

3. Stay informed

The worst assumption that anyone can make is that they won’t be scooped. Introducing a new product requires a healthy dose of paranoia. In other words, you have to adopt the attitude that you are not the only one with the same idea and that you are going to beat them to market. This attitude requires constant attention to changes in the market. Any new product announcement that hints of being a potential competitor needs investigation. Any changes to platform technologies and/or customer attitudes toward the market need to be analyzed. Become great at gathering information and triangulating.

Remember to achieve a balance between the investment you have, the MVP needed to get users engaged with your product, and the time you need to enter the market. Every situation will be different.

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Product marketing vs. brand marketing: Separate your product or separate your users?

By Ken Rosen

Ken Rosen product vs brand marketing Product marketing vs. brand marketing: Separate your product or separate your users?Cadillac versus BMW
Neiman Marcus versus Macy’s
Macintosh versus PC
Dogs versus cats

Product marketing differentiates your products from other products. Brand marketing differentiates your customers from other customers.

Imagine walking on a solid, enormous, continuous surface presenting all the possible features of products in a category. Customers can and do wander anywhere along the surface: over here is higher quality, walk over there and the price goes down, walk over here and the product gets faster and more efficient. Product marketing inherently assumes this continuous surface connects all the products customers can consider as competitors.

Product marketers look for differentiation. They look for a spot on this surface they can own. And when things go exactly right, they look for customers to self-select based on a deep preference for that spot in the landscape.

In this sense, the Holy Grail for both brand and product marketing is differentiation. But how differentiation is defined in each case is very different.

Differentiation in product marketing is the perceived separation between your product and your competition on this continuous feature surface. The ideal positioning is a spot only you occupy and therefore what you describe is defensible. Often these spots are different in ways only you recognize as significant. This is a mindset Ron Weissman says is known as the “narcissism of small differences” to anthropologists. In feudal times, you can imagine a feudal lord finding this position and building a fort to defend it so no one else can occupy that spit of land. However, if you are small it is likely your fort is small and weak. And it is likely that one of the bigger land owners will be able to overwhelm the territory if they try.

Brand marketing is different. With brand marketing you’re attempting to create an island disconnected from this surface.

Ken Rosen product vs brand marketing 21 300x101 Product marketing vs. brand marketing: Separate your product or separate your users?Brand marketing is realizing your goal is to separate your customers, not your product.You are creating an island. A discontinuous piece of land that may be hard to reach, but is just as hard to leave. You are creating separation in the customers’ decision process for your product versus your competitors’ — not features, but personal identity. You are trying to get your customers to see themselves as the kind of people that look for options all over your island, and not over on that other larger surface of land where you would likely be almost defenseless against onslaught.

If your customers feel like they have voluntarily left that continuous surface of features to be with their own kind and travel to your island, they will find themselves traveling on only that feature surface. They will ask which iPad version to buy or which dog breed or which Macy’s shirt. But their consideration of options won’t leave the island. After all, they are BMW people, not Cadillac people. Dog people, not cat people.

For a competitor to get those customers to leave your island to go to the other surface of land — to earn consideration — is wildly more difficult. They need to make the person willing to get up and swim, give up what they have been, change their identity. The force this takes, what chemists call the “activation energy,” is dramatically higher. If life on the island gets really bad, folks will flee, but they don’t do it lightly.

Rationale? Of course, the dog person says dogs are friendlier. The Macy’s person says the prices make more sense. The BMW owner says Cadillac makes boring cars. But the truth is not in these descriptions. The truth is these people simply do not consider anything in the other category when they’re trying to figure out how to meet their desires and needs. They are BMW people, dog people, and Macy’s people.

Takeaways

  • What kind of person uses your product or service?
  • How do you present your offering so that either people of that type will recognize themselves or people who have never considered themselves to be the type will decide to place themselves?
  • Brand marketing does not replace product marketing; it is a complement that builds customer loyalty.

Ken Rosen (@ken_rosen) is a partner at Performance Works, advising CEOs and CMOs on how to understand and change the behaviour of the people who are important to them.

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Take the higher ground: From product to leadership positioning

As part of our series examining the ecosystem necessary to bring technology to market, we asked veteran technology executive and investor Ron Weissman to share his thoughts on how startups can achieve success. This is the next of his commentaries and we welcome your comments.

FM Series banner headART 1 300x145 Take the higher ground: From product to leadership positioningBy Ronald Weissman

Product checklists are the Silicon Valley product marketers’ crutch. They are so overused as to provide more cliché than caché, as they try “prove” that their product has better features than the other guy’s—as if that’s all that matters to buyers. Myopic marketers often forget to ask whether these checkbox differences are actually important to customers. While it has its place, checkbox marketing often conveys little about the brand or the underlying quality of the vendor – factors that may be as or more important to buyers.

Anthropologists have a name for tech/spec marketing: the narcissism of small differences. “Our search engine works in Hungarian, yours does not.”

Product or company?

Sure, you must prove your product meets spec. But you can elevate the conversation way beyond this and change the playing field from merely positioning your product as slightly better to positioning your company as doing something important. Outclass the competition; let them brand themselves as engineering-driven while you position yourself as a company that matters to customers.

Real world success

Planview is a great example of what can happen when you systematically elevate the conversation from features to company excellence. It launched a best practices initiative several years ago called Prisms.

Rather than focus end-user training around narrow product and GUI training, Planview educates users about best practices in managing an IT department, based on the experiences of hundreds of customers. Of course, Planview’s software is critical to implementing best practices, but the focus of the training became excellence in IT. Over time, Planview’s reputation and community grew to such an extent that it is now Gartner’s Magic Quadrant leader in enterprise portfolio management, to a great degree because of the integration of its best practice philosophy into every aspect of its software, training and company identity. Planview’s customers know that if they use Planview’s products, they will have a better performing IT department. And that’s all that really matters.

HigherGrndMatrix Ron2 300x235 Take the higher ground: From product to leadership positioningBased on whether your product is a technical or a lifestyle product and whether you are marketing to business buyers or consumers, there are a variety of ways to take the higher ground:

  • Educate the market in industry best practices, highlighting what your best customers are achieving with your product to enhance their performance, as Planview does.
  • Become a trusted source for information about your market or industry, not just your company. Launch a vendor-neutral market information site.
  • Promote your product’s longer-term social value, as supply chain vendor Plex does, by demonstrating how its solution safeguards the integrity of the food supply chain.
  • Focus on helping your customers’ realize their personal or career goals and objectives, the way Host Analytics helps CFOs gain a “seat at the table” in core decision making, well beyond the traditional role of the CFO.
  • Link your company to broader social campaigns, such as whiteboard vendor Promethean‘s focus on improving educational achievement, particularly in minority communities.
  • Transform an ordinary consumer good into a technically advanced lifestyle product as Camelbak does, turning bottled water into a sophisticated solution promoting “hydration” as a way of improving athletic performance. Camelbak has also linked its company’s brand to broader social campaigns to promote water purity and safety.

Takeaways

  • Think outside the (product) box. Change the playing field from product features to company brand. Focus marketing campaigns on your company’s market success and its core values, not just on head to head product comparisons.
  • Take every opportunity to position your company as a thought leader or linking your mission to a broad industry movement, a social good or a universal longing. As the old marketing adage says, “laggards sell soap, leaders realize they’re selling beauty.”
  • Understand that buyers are entering into a relationship with you, not merely consuming a product. Use success stories to demonstrate how you have helped customers achieve their core personal or business goals.

Ron Weissman is a Silicon Valley-based venture capitalist and angel investor with Performance Works and Band of Angels. He has been a board director of more than 25 companies and advised more than 50 CEOs and management teams in areas relating to corporate growth, market strategy, business development, HR and finance. He blogs about entrepreneurship and VC investing at www.perworks.com/weissman

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