Innovation A-to-Z/360




VadiK teachings Vadim Kotelnikov

Technology Commercialization

Venture Pathways

Vadim Kotelnikov, founder of 1000ventures - personal logo VadiK

Inventor Business e-Coach

Author Innoball

Founder Innompic Games icon



Venture Options for Inventors, Small & Large Businesses

Inventors & Academy

Small Business

Large Business

Do It Yourself

Start Up Company

Venture Financing

In-Company Venture

Do It With Others



Strategic Alliance

Joint Venture

Licensing Out

Strategic Alliance

Joint Venture

Venture Acquisition

OEM Manufacturing

Private Label Deal


Strategic Alliance

Joint Venture




Technology Commercialization through Start-Ups





New disruptive technologies often require new business models. Because start-up companies are free to chose or develop a new business model, in this regard start-ups have an advantage over more established firms.


9 Maxims of Venturing

How To Address Them




In addition to the risk incurred in the technological and the economic domains, and the need for intensive experimentation, an unproven business model adds additional risk, and entrepreneurial ventures usually are more prepared to accept this risk that would be a large, well-established firm.

High-Growth Startup: 10 Rules for Success




The business model is an important determinant of profits to be made from a technological innovation. A mediocre invention with a great business model is often more profitable that a great invention with a mediocre business model.

  Business Model Customer-driven Innovation Customer Value Proposition Competitive Strategies Modern IT-powered Value Chain Marketing and Selling Growth Strategies Revenue Model Creating Sustainable Profits The Jazz of Innovation Vadim Kotelnikov Innovation 6 Components of a Business Model Core FUnction of the Business Model Business Design BUSINESS MODEL: 6 Components of Business Models




Coaching by Example




Vadim Kotelnikov

InnoBall (Innovation Brainball) entrepreneurial simulation game is to help commercialize inventions and implement Blue-Ocean strategies successfully.

Vadim Kotelnikov, founder of 1000ventures - personal logo VadiK

Inventor Business e-Coach

Author Innoball

Founder Innompic Games icon



helps radical innovators, change leaders, venturepreneurs,  and Blue-Ocean strategists prepare to win and achieve astonishing results.

  INNOBALL Innovation Brainball entrepreneurial simulation game




Alternatives to Licensing

Excerpts from the Strategic Licensing for the New Economy , by Dennis Fernandez with Sarah Stahnke, Rebecca Sheehan and Mary Chow

In deciding how to most profitably mobilize intellectual property, a company should consider a wide range of options.

New Venture – If the product and the supporting business-structure exist in the company, though the risks are high, beginning a new venture of developing, creative marketing, and selling a product promises the highest reward for the intellectual property.

Venture Acquisition – Buying a new company is less risky than beginning a New Venture because much of the costly development has been completed and the infrastructure for a successful production line is in place.

Strategic Alliance – If two companies share mutual interests, it may behoove both to consider forming a synergistic alliance that would enable profit-sharing. Through an alliance, firms may either use each other’s manufacturing skills to take complete advantage of a market, or one company may agree to market and sell products manufactured by another company.

Planning for a Strategic Alliance




Joint Venture – When two companies have more than a few ideas in common, they may wish to consider forming a third company as a joint venture. If the skills and resources of the participants are particularly complimentary and both sides are willing to diplomatically deal with the risks, rewards and operation of the company, then this is certainly an appealing option.


Radical Innovation

Incremental vs. Radical Innovation

Radical Project Management

Joint Venture Forming Checklist