By Swaraj Paul Barooah [Warning: Long post that mostly reviews a paper describing a type of license which may reduce unnecessary patent litigation as well as promote an ‘open access’ approach. Actual review starts from below the dotted line. ] Who would’ve thought patent-wars could have become a topic of discussion amongst even those with […]
Research Liasion: Corporate – University Research Alliances
October 23, 2012 by Leave a Comment
By Michael D. Moberly A ‘research liaison’ should contribute to corporate – university (sponsored) research projects by: sustaining (protecting and preserving) unencumbered control, use, ownership and monitoring the value of both parties’ investments, i.e., the projected stream of intangible assets, IP, competitive advantages, and (proprietary) know how evolving from the research. Unfortunately, there’s a fairly […]
IP Strategy changing focus
October 22, 2012 by Leave a Comment
By Duncan Bucknell There was a great discussion at a recent symposium in Melbourne on ‘IP Strategy, what has changed, what is changing?’ Here are my slides – I look forward to your comments too. IP Strategy – what has changed, what is changing? from DuncanBucknell [This post originally appeared at IP Think Tank.]
Are patents a double-edged sword? Perspective Matters.
October 19, 2012 by Leave a Comment
By Girish Malhotra Patents are filed to preserve intellectual property for the duration of the patent life. This is the fundamental right of every inventor as they protect their invention from competitors and gives them competitive advantage. Pharmaceuticals have relied on this right to preserve their inventions. These patents are a treasure trove for the […]
Corporate IP Strategy – a High-Level View
October 18, 2012 by Leave a Comment
By Ian Maxwell There are two good strategic reasons why any operating company should have patents, and they both relate to financial return on investment: 1. To use a monopoly, suggested or realized by patents, to get a higher margin and/or higher revenues for products or services, and 2. For the value of the patents […]
How to build a world-class licensing programme
October 17, 2012 by Leave a Comment
By Mac Leckrone New business models and a growing anti-patent trend are changing the business of licensing. The challenge for licensing programme managers in this evolving landscape is to find ways of delivering greater value to customers. At least two ‘megatrends’ – large-scale shifts in the landscape – have the potential to change most of […]
IP Strategy for Drug Discovery: A Dedicated Research Firm’s Perspective
October 16, 2012 by Leave a Comment
By Vinita Radhakrishnan Given the nature of business of a dedicated research firm (DRF) in the pharmaceutical sector, intellectual property (IP), particularly, patents are considered to be the most valued asset. More times than not, the standing of a dedicated research firm, in the market place, is judged by the strength and nature of their […]
Patent strategy 101 – Keep it secret
October 15, 2012 by 1 Comment
By Pallavi Kharkar Do you have an invention ready in hand but are not able to file a patent? How will you protect it from being disclosed if you intend to eventually file a patent? Often disclosure is essential with partners, collaborators, investors, while developing advanced technologies with the help of external agencies and so […]
The Glassybaby Syndrome or Why Every Company is an IP Company
October 12, 2012 by Leave a Comment
By Louis Carbonneau Ever heard of Glassybaby? According to a recent Seattle Times article, “[Glassybaby] is a compelling small-business success story: After a seven-year battle with lung cancer, young mother develops colorful and inspirational product, hires local artisans, donates 10 percent of sales to charity and sells 20 percent stake to billionaire Jeff Bezos.” For […]
The Truth about Competition
October 11, 2012 by Leave a Comment
By Robert Cantrell In our IP strategy courses we teach about 10 different types of competitors. Depending upon the situation of an enterprise, some types of competitors will be more important than others. In some cases, the primary concern may be direct competitors. In others it may be a potential substitute or upstream competitors on […]
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