Our corporate vision
Our company originally adopted the following corporate vision:
To provide innovative products that meet a need and to achieve success for our company and our shareholders while making a positive impact on our community.
The company has some core competencies – commercializing technologies is one of them (making nanowires is another). From the beginning, we didn’t want to limit ourselves to just microbatteries, or just nanowires. We don’t think of ourselves as a microbattery company, but more of a commercialization house.
We also didn’t want to limit our business plan to sub-licensing or manufacture. Some technologies would lend themselves to one more so than another. We’ve had quite a bit of experience in both areas.
As for those that lend themselves more to manufacturing – we know all too well that setting up a manufacturing line is not a trivial thing. So, it likely would make more sense to establish subsidiaries (wholly-owned or otherwise) to produce and sell those products. This requires people with some specific skill sets.
Those technologies that might do better as a license or sub-license require a completely different set of skills: IP and patent knowledge, negotiating skills, license agreements, etc.
Getting people to understand and accept a flexible business plan like this can be a little daunting. It’s not like we’re setting up a lemonade stand. But, ours is not an unprecedented idea, and I believe we are headed in the right direction.
To provide innovative products that meet a need and to achieve success for our company and our shareholders while making a positive impact on our community.
The company has some core competencies – commercializing technologies is one of them (making nanowires is another). From the beginning, we didn’t want to limit ourselves to just microbatteries, or just nanowires. We don’t think of ourselves as a microbattery company, but more of a commercialization house.
We also didn’t want to limit our business plan to sub-licensing or manufacture. Some technologies would lend themselves to one more so than another. We’ve had quite a bit of experience in both areas.
As for those that lend themselves more to manufacturing – we know all too well that setting up a manufacturing line is not a trivial thing. So, it likely would make more sense to establish subsidiaries (wholly-owned or otherwise) to produce and sell those products. This requires people with some specific skill sets.
Those technologies that might do better as a license or sub-license require a completely different set of skills: IP and patent knowledge, negotiating skills, license agreements, etc.
Getting people to understand and accept a flexible business plan like this can be a little daunting. It’s not like we’re setting up a lemonade stand. But, ours is not an unprecedented idea, and I believe we are headed in the right direction.
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