SPARK creates value differently depending on who owns it. Your channels and operating capabilities determine which revenue paths you can capture.
Find your business path ↘Cone filling stayed primitive. UNTIL SPARK.
Watch the full SPARK demonstration ↗Select SPARK, FiberStick, or both.
Sell the device, bundle it with cones, or license it. You can choose more than one way.
Differentiate your cone offer with a starter system: your branded cones plus a filling device. Compare your bundle selling price.
Example: 1 SPARK + 10 cones. Price the bundle as a paid offer or a promotion; include every device cost. Select products at the top, then choose this route.
Your distribution answers determine available avenues. Explore any available stream below; licensing can be added independently.
A 90% B2B customer mix describes your current business; it is not a multiplier for SPARK sales. Establish who buys the remaining 10% before counting it as consumer reach.
These labels describe capability fit, not predicted sales or investment value. Selected cone and licensing contributions are included only when you enter them in the combined scenario. The separate device-only benchmark excludes them.
Do not count this customer network as SPARK distribution. These customers earn revenue from the filled product; consumer self-filling may create a channel conflict.
The buyer captures the device sale only through its device channel, and captures recurring cone demand only through its own cone sales or commercial agreements.
A shift from finished pre-rolls to self-filled cones is not automatically new cone volume. Net gains depend on incremental use, displaced B2B sales, and who captures the replacement purchase.
SPARK can be evaluated as a diversification opportunity. Wholesale partners and outsourced production can support expansion; a B2B-focused manufacturer may instead introduce a qualified buyer.
Pair device sourcing with a consumer brand, retailer, or distributor. Define who sells the device and who captures recurring cone purchases.
Evaluate qualified licensees, territory, royalty rates, minimums, and enforcement costs. Model income after commercial terms exist.
If you intend to remain focused on B2B cone supply, introduce a consumer-facing brand or accessory distributor. A large pre-roll producer is not automatically a suitable device buyer.
SPARK's side-injection cone-filling platform is the subject of issued U.S. Patent 12,478,093 B2. Distribution, execution, and the scope of the patent all matter to an acquisition case.
The combined scenario includes SPARK and FiberStick with separate device and royalty assumptions. The device-only benchmark models SPARK separately. Category control and strategic positioning are not booked as revenue.
Choose products at the top to begin.
Select avenues at the top to begin.
Enter total additional annual cone sales captured across both devices, after subtracting displaced existing cone volume. Exclude cones sold in bundles: their costs and receipts are already counted in bundle profit. Count a cone sale once. This is profit, not gross cone revenue.
MindTekt InternationalBuyer profit generator
U.S. Patent 12,478,093 B2
Start with device sales. Explore cone bundles, QR refills, and licensing with your own assumptions.
Explore your numbers
U.S. Patent 12,660,845 B2
Start with stores expected to order, monthly consumer sales, and your sales channel. Use a known store count or estimate participation under assumptions.
Enter your store count to continue. Zero is allowed.
Using editable example prices and costs. Bundles, refills, and licensing are separate.
Editable examples, not confirmed terms or sales forecasts. Choose SPARK, FiberStick, or both; model existing outlets or planned distribution separately.
Use actual or expected participating stores, not every account in a distributor’s catalog.
A proposed stocking example, not a confirmed purchase order. Opening units are not added to annual device profit or QR recipients.
No product selected yet.
Answer distribution first. Relevant revenue avenues will appear below.
No industry gross-margin percentage is assumed. Use your own receipts and costs. Distributor example only, not confirmed terms. $8.75 received − $2.50 manufacturing = $6.25 before other expenses. Change every assumption. Retail and store prices are channel references; only the amount you receive enters your profit.
Standalone device sales only; exclude every device sold in a bundle, including dealer purchases and private-label wholesale sales. These are not automatically licensing income. Bundled devices belong here only if their receipts and costs have not already been counted in a kit scenario. Profit per unit = revenue received minus product cost, channel fees, fulfillment, marketing, and other variable costs. Do not assume FiberStick shares SPARK economics.
Use your own sales pace. Three SPARKs per active store per month is an editable example, not measured demand. Existing and planned outlets are separate scenarios.
Enter standalone device sales only in these fields. Bundle devices are counted separately below. Change outlet count at the top to test your network.
An opening stock order is separate from ongoing sales. Do not add the same shipped devices to both an opening order and annual replenishment sales.
Start with distinct smokers you can reach in one modeled year, then the share who fill their own cones and the share who buy SPARK. Count one SPARK per new buyer. Exclude existing SPARK owners and commercial pre-roll production. Cone volume is not a device-demand multiplier. Leave these inputs blank to use your own sales assumptions.
Enter your audience and percentages to estimate new SPARK buyers.
Applying replaces SPARK standalone and selected bundle volume assumptions. FiberStick standalone sales remain a separate assumption. Multi-year totals assume a fresh eligible audience each year; reusing the same people would overstate demand.
Active selling stores × SPARKs sold per store per month × profit per SPARK. See your annual device profit first, then how long it could take to recover your offer for the patent rights.
SPARK base retail price: $24.95. Direct sales receive the full price before selling costs. Editable distributor example: shopper pays $24.95; store pays approximately $12.48; distributor pays manufacturer $8.75; manufacturing cost $2.50; manufacturer keeps $6.25 before other expenses. These are assumptions, not confirmed terms.
This is an illustrative device-sales hurdle, not a sales forecast.
Enter your active store count.
Profit before other expenses. Enter all costs your company bears.
All prices and costs above are editable assumptions supplied for scenario testing. Outlet math does not establish placement, demand, sell-through, or time to payback. It excludes financing, taxes, working capital, and costs you have not entered.
Use your store and device-sales numbers to estimate QR offer recipients automatically. Case size, refill participation, and order frequency are editable examples under assumptions.
A new way onto the store shelf. Your cones alone may not have gained placement where established suppliers already serve the store. A SPARK bundle offers something new: the device gives shoppers a reason to try your cones. A standalone SPARK beside it can also make the bundle's value easier to see. Choose your own cone quantity and price; two offers do not automatically double sales.
Your QR offer brings shoppers from the store to your website. Customers who opt into your email list give you a direct audience for new products, sales, and refill offers. Build customer relationships alongside your wholesale business, giving your brand another route to market.
A scan or purchase is not an email opt-in. Future purchases remain optional; no mailing-list value or additional product sales are added to calculated profit. Delivered refill prices must cover cones, postage, fulfillment, and payment fees.
Give customers a new reason to try your cones—and a direct path to reorder from your brand. A customer may buy FiberStick once. Stores and jobbers can still reorder devices to serve new customers. The repeat-purchase opportunity is in cones; those sales belong to the supplier the customer chooses.
Bundle FiberStick with your cones, then use a QR code to offer compatible branded refill packs on your website. Fit, delivered price, and easy reordering can encourage customers to return. A cone company acquiring the rights can build this offer around its own brand. Neither the tool nor branding guarantees greater cone consumption or repeat purchases.
Box 1 counts device sales. Box 2 counts complete bundles and optional QR refill orders captured by your business. Jobbers may also benefit from cone orders through their channel; those sales are not automatically added to your direct refill income. With both tools selected, count each customer and cone order once and edit the distinct-customer assumption to allow for overlap.
A BRANDED CONE OPPORTUNITYYour cones, sized and tested for SPARK’s filling system. “SPARK Precision Fit” can distinguish your bundle and refill offer under agreed branding rights. Fit, savings, and easy reordering give customers reasons to choose your brand; repeat purchases remain an assumption.
Enter locations in box 1 to see the recipient calculation.
Optional scenarios. Repeat purchases are not guaranteed.
Editable opening example: one case of 12 complete bundles per participating store. Annual example: six additional 12-bundle reorder cases per store — 72 bundles annually, averaging 6 per month (half a case). Bundle and refill prices, quantities, costs, and repeat orders are editable below. Opening stock is shown separately and never added automatically to annual sales or profit.
Assumption status: 12-bundle case = proposed stocking example. Annual reorders = unvalidated sales scenario. 5% refill participation = illustrative sensitivity scenario. None is a confirmed buyer commitment or measured demand rate.
Opening stock does not establish consumer purchases and is excluded from this QR audience. Annual bundle volume is assumed sold through to consumers. Standalone and bundle buyers must be distinct. Turn off automatic calculation to enter your own known recipient count.
Offer a device on its own, a bundle with your cones, or both. Enter separate sales volumes; two offers do not automatically double demand.
Editable marketing example: 1 SPARK + 10 cones for $24.95. Choose your own quantity and price. The device and every included cone must be covered by your costs.
These $24.95 prices are an example. Set your own standalone price, bundle price, and cone quantity in the calculator. Nothing is fixed.
Worked marketing example only: choose 10, 100, or another cone quantity and enter your own prices and costs.
Choose who buys the kit in the “Cone + device kit” section below. All percentages are editable assumptions. A bundle does not have to include a free device.
Enter the cones included with each device bundle and their manufacturing cost. The bundle can go through a distributor or directly to retail stores.
SPARK manufacturing assumption: $2.50 each
Editable assumption, not a supplier quote. Enter your actual device cost. Add cones and kit packaging separately.The bundle’s devices and cones both cost you money. Their costs are included above.
Use the same active outlet count as device sales. Count bundle buyers separately from standalone device buyers.
Enter your bundle selling price and costs.
Each complete bundle is counted once. Its receipts include the device and the included cones. Refills and licensing are excluded from this standalone bundle payback calculation.
These are editable scenarios, not dealer quotes or sales forecasts. Money left excludes taxes, financing, and costs you have not entered. Every included device and cone is included in the bundle costs.
Put a QR reorder offer on your device or bundle packaging. Bring customers to your website for larger refill packs at a lower delivered price than a comparable retail pack. You can retain more per order after shipping, handling, and payment costs. Repeat purchases remain your assumption.
Pair your cone brand with “SPARK Precision Fit” on refill packs sized and tested for SPARK, under agreed branding rights.
A refill pack would not include another device. Evaluate its price and costs separately, without assuming that a bundle buyer will return for refills.
“SPARK Precision Fit” branding does not guarantee repeat purchases. Refill profit is calculated separately and included once in the combined annual total when selected. Exclude cones already counted in bundles.
Your retail bundle introduces SPARK and lets the shopper try your cones. Put a QR code on the packaging that opens a fast, easy SPARK Precision Fit reorder page on your own website.
The goal is to bring the shopper’s future cone purchases from the retail shelf to your website. Familiar fit, a lower delivered price, and easy reordering give them reasons to buy directly from you. Each returning customer can help build your own direct retail business.
Direct orders bypass distributor and store margins. You can use part of that difference to offer customer savings while retaining more profit per order, after shipping, fulfillment, packaging, and payment fees.
The opportunity is repeat cone orders from device customers. Enter the share who return and how often they order. The calculator does not assume that every buyer returns or that a second offer doubles demand.
Put a QR code on the device bundle that opens your own SPARK Precision Fit reorder page. Compare a delivered refill price with the same cone quantity bought at retail. Direct sales bypass distributor and store margins; shipping, fulfillment, and payment costs still apply.
Editable 100-cone example: customer pays $19.95 including shipping; wholesale receipts $8.00; other wholesale costs $0.50. Landed cone cost $0.02; packaging $0.50; fulfillment $1.00; postage allowance $6.50; payment fee 2.9% + $0.30. These are editable examples, not quotes. QR refill profit is included once in box 2 and the combined total when selected. Retail savings require your own same-quantity comparison price.
The refill offer is designed to save money on a larger replenishment order. Compare 100, 200, or 600 cones, or enter another quantity. Larger orders spread shipping costs across more cones, but need their own price and postage assumptions.
Postage allowance: $6.50 in this example, not a carrier quote. Enter the finished pack’s actual shipping cost. Customer payment includes any shipping you charge; do not add it twice. Ten bonus cones can go in a paid order; include their cost under other order costs. No separate free-sample mailing is assumed.
For you, the cone supplier selling directly on your website. Compare three refill pack sizes using the costs you entered above. Shipping and handling are charged per order, so a larger pack spreads those costs across more cones. The last column shows the customer price, including shipping, that would cover your entered costs. Set a higher price to leave profit.
| Cones your customer orders | Your cost to make, pack, and ship the order, plus fixed fees | Delivered customer price needed to cover your costs |
|---|
Pack-size comparison holds the entered packaging, fulfillment and postage costs constant. It shows cost sensitivity, not quotes for larger packs. Update those costs for the actual package before choosing an offer.
Cost illustrations only. No profit allowance or retail selling price is assumed. Percentage payment fees are included in the price-to-cover calculation.
You, the prospective buyer or licensee, enter these estimates for your own business. We have not assumed any repeat purchases. Leave the numbers at 0 if you are unsure; you can still compare customer savings and profit per refill order above.
Count each buyer once across standalone devices and bundles. Enter new refill orders only, after displacement. This is a 12-month scenario for this buyer group, not proof of repeat demand.
Enter refill assumptions.
Average profit includes buyers who never reorder. Refill orders exclude the 10 cones already supplied in the starter bundle.
Complete the QR assumptions to see the potential impact. The main device and bundle total remains separate.
Uses the active outlet count from box 1. Bundle buyers are separate from standalone device buyers.
Enter your own repeat-order assumptions. Count each customer once across devices and bundles; exclude cones already sold in bundles and displaced existing sales.
Two arrangements are available to explore. Choose where the income belongs based on who manufactures the devices.
You make or arrange production; the partner buys finished devices carrying its own brand at an agreed price per unit. A minimum purchase quantity can be negotiated. Count these purchases in box 1 as private-label wholesale sales.
SPARK arithmetic example: 1,000 devices × ($8.75 received − $2.50 manufacturing) = $6,250 before other expenses. Enter branding, packaging, shipping, and other costs in your device assumptions. These are editable examples, not a private-label quote or an agreed order.
The partner molds or prints the devices itself, or uses an authorized manufacturer, with branding and production rights agreed in the license. You receive the agreed royalty. Enter those external units below; their manufacturing costs are paid by the partner.
Discuss units, royalty, branding rights, production specifications, and any minimum commitments. A minimum purchase or royalty is not added to expected sales a second time.
Starts off at $0 and enters totals only when you select licensing. Patent ownership does not establish licensees or royalty income. All units, royalties, and costs are your scenario assumptions.
External licensee unit sales only. Exclude device units entered above. Enter royalty received per unit, then subtract annual licensing / administration costs.
Try 1,000 licensed units per year at $1 royalty per selected device. That produces $1,000 per selected device before entered licensing costs. Both products would produce $2,000. These numbers illustrate the calculation; they are not market rates or confirmed licensee demand.
The example enters $0 administration costs, meaning none entered. Change units, royalties, and costs to your own terms. It does not change device, bundle, or refill sales.
Units × royalty − entered annual licensing costs.
Compares constant annual profit over the remaining patent term, with no growth. Entered annual overhead is deducted once. This is a scenario, not a patent valuation or evidence of demand.
Enter or change your acquisition offer →The total updates from your selected income paths.
See the modeled profit over the remaining patent term, then subtract your offer and one-time startup costs.
SPARK — US 12,478,093 B2: April 25, 2023 filing + 20 years + 469 days shown on the issued patent = estimated expiration August 6, 2044.
FiberStick — US 12,660,845 B2: the issued patent claims the April 25, 2023 parent filing, shows 498 adjustment days, and states that it is subject to a terminal disclaimer. This calculator uses April 25, 2043 as a conservative base-term planning date until the adjustment and disclaimer are reviewed together.
Remaining time updates from today's date in Arizona. With both products selected, the calculator uses the earlier shared planning date. Dates assume required maintenance and are subject to the patent record, disclaimers, and any later changes.
This is a profit scenario, not a patent valuation or guaranteed return. Future profits are not discounted to today's dollars. Taxes, financing, unentered expenses, and rollout timing are excluded.
Payback = your offer plus startup costs ÷ combined annual profit.
Simple payback assumes constant annual profit. The target-period comparison below excludes QR refills, deducts entered annual operating expenses, and uses no annual growth.
Select avenues and enter assumptions. This is not a sales forecast or net profit.
The model assumes constant annual income and operating expenses over the entered period. It excludes financing, taxes, unentered overhead, rollout timing, and working capital. Aspirational channels and licensing plans remain conditional.
Use the calculator to frame your opportunity, then send MindTekt your offer or your questions. Include SPARK, FiberStick, or both, and tell us which assumptions you want to discuss.
The calculator is an editable scenario tool, not a valuation, forecast, or guarantee. All terms and assumptions remain subject to review.