(NOTE: At the end of this post is a detailed spreadsheet that lists the free and low cost tools that I use regularly in my IP strategy practice. At the request of a group of IP strategy professionals with whom I network, I will be giving a presentation on these tools at a local event. I thought that readers of this blog would also appreciate learning about how these tools can add high value at a low to minimal cost.)
In private conversations, some of my corporate peers inform me that they pay $1000's per year (or even per quarter for larger companies) for access to "name brand" patent search tools that nonetheless do not contain accurate and up to date information. For example, a client tells me that one of these expensive tools fails to update USPTO records on
Free and Low Cost Patent Search and Analysis Tools: Who Needs Expensive Name Brand Products?
IAM Top 300 IP Strategists for 2013 Released this Week: I am on the list for the 5th year in a row!
Please indulge me as I pat myself on the back-- Largely as a result of the efforts that I have put into this blog over the last 5 + years and of the resulting recognition of my expertise by my peers, I have again been named to the Intellectual Asset Magazine Strategy 300. This award acknowledges my expertise in IP Strategy and Intellectual Asset Management and is given only to those people who actively practice in areas related to capturing and leveraging business value from IP and intangible assets. Although I have been included on the list in each of the previous years of the award's existence, inclusion on the list is particularly satisfying this year. Specifically, the 2013 list was compiled from scratch as the result of substantive original research from the staff at IAM. I did not pay to be included. (More on the methodology here.) Recognition
IP and Intangible Asset Strategy: The Easy to Deploy, Not-So-Secret Weapon for Capturing Business Value
IP and intangible asset strategies are a critical feature of ALL businesses regardless of size, product or customer. But why? Put simply, leaders need to be comfortable that their companies have the mechanisms in place to capture the value that you see possible from the venture. Without foresight and action, other businesses will be able to capitalize on the first/early mover's advantage. This happens often when a US company develops a new product, as well as the market for the product, and ex-US companies come in with a lower priced product to take the market away from the first mover. I have also seen customers (that is, big box or other consumer facing retailers) actually instigate the knock-offs: when the first mover demonstrates that a market exists for a product, the retailer will reach out to an Asian manufacturer to create a private label product with the same consumer benefits as that
A Branding Lesson for the Lean Startup Entrepreneur
I recently spoke to 2 different startup entrepreneurs who explained to me that each had “a brand that needed protecting.” To each, this meant that they intended to focus their sales and marketing efforts on customers who fit image they saw as befitting their respective products. While I was intrigued by the products and the amount of work each had done to date, I am afraid to say that if these entrepreneurs stay with their present mindset that only certain customers are desirable, each will fail. Full stop. For one of these entrepreneurs whose product had already launched, brand protection meant that he was trying to dissuade “undesirable” customers: apparently truck drivers LOVED his product and it was flying off the shelves at C-stores in which the test launch was conducted. This entrepreneur perceived these sales as a huge problem because he saw his product as high end and “above” the
Hey “Patent Experts”: How Do You Like Groupon’s Patent Now? *Crickets*
Yesterday's announcement of the firing of Groupon's CEO and the hope for a rebirth of the company's business model brought to mind a post that I wrote a couple of years ago railing against the self-interested opinions of "patent experts" on why Google offered $6 Billion for Groupon in late 2010. Re-reading the post in the rear-view mirror, it is more clear than ever that Google made the offer for the precise reason I set out below in December 2010:
Google, and other acquirers, buy business models, not patents. As we strategy-focused IP people have been saying for years, a patent is worthless unless it covers a viable business model–either yours or one you want to own. Google is interested in Groupon because it offers them an established business model in an area that fits into their long term
Is Traction the New IP for Startups? Maybe Not for Yours.
"Traction is the new IP." This emerging mantra results in many startup CEOs eschewing the traditional path of patent and other forms of IP protection. While I am aware of no rigorous studies conducted to date, anecdotal information indicates that startup entrepreneurs are increasingly saying no to patents, and likely to other forms of IP. Instead, these entrepreneurs first seek to validate their business models and then follow business plans focused on generating recurring revenue, often avoiding altogether the step of protecting their business idea or product with IP. From my own interactions with startup CEO's, I can confirm that the pendulum has swung very far to the "IP is worthless" side of things. But, is this emerging conventional wisdom actually correct? There is no doubt that over the years far too many startup company resources have been spent on patents and other forms of IP protection (many of
Do Patents Matter? Lean Startups Should Ignore Expert Advice and Let Their Data Drive Patenting Decisions
Many hold strong opinions on the value of patents to business. Both in person and online, there are any number of "experts" who stridently insist that without patent protection, a company's business goals are doomed. With about 350,000 new patent applications filed in 2012, there is no question that many agree that patents create, and are even critical to, business value. But, as the 2012 US presidential election cycle demonstrated, actual data can illuminate how expensive experts are often flat out wrong. So where's the "real data" that will allow business people to know whether a patent is the right decision for their company? This information is likely even more critical for startup entrepreneurs, most of whom have no choice but to rely on self-interested expert opinion regarding the value of patents to their business.
Entrepreneurs who follow
Lean Startup Methodology: How Patenting Decisions Fit into this New Business Framework
One of the first questions start up entrepreneurs usually ask sounds something like this: “Is it worth the effort and expense to get a patent on this business idea?” In countless conversations with clients in my years as a patent attorney, I could usually articulate multiple reasons why the person seeking to to start a new business venture unequivocally needed to file a patent application as soon as possible. Moreover, I could recite a litany of ills that could follow from failing to follow my advice. Following this conversation, I could typically expect a fat check from the client, whereupon I would dutifully draft strong patent on the subject invention. It was a nice living. These days, I work as a startup technology company CEO and look at patents much differently than I did in the past: as a consumer of patent services myself, I now examine patenting issues from
How to Improve your Innovation ROI with Early Stage Patent Expertise: In Depth Management Article
This article, How to Improve your Innovation ROI with Early Stage Patent Expertise, was published in late 2010 as a pay for download article in Innovation Management Magazine. It later became free for download, and I can share it with readers in this link. I hope those responsible for creating value from IP in their organizations can find the insights in this article helpful. Here is a synopsis:
Innovation teams are often removed organizationally from a company’s patent matters. This can mean that corporate innovation processes move forward with little or no consideration of whether competitors can legally “knock off” the resulting consumer offering. Companies may then not attain expected ROI because competitors can legally copy the innovation—be it a product, technology or otherwise—without incurring legal liability. It may not always be necessary to protect innovation
Open Innovation Insights: 5 Biggest IP Legal Mistakes Small Companies Make When Working with Large Companies
Open Innovation guru Stefan Lindegaard recently asked me what the biggest IP legal mistakes small companies make when they are working with large companies. This is a subject very near and dear to my heart, as I am currently "moonlighting" as GC of a start up energy company that is moving toward licensing our technology into large companies. Also, as a senior IP lawyer at a multi-national consumer products company, I was on the other side of such deals on more occasions than I can count. Prior to that, I was a law firm partner representing large and small corporations in patents and licensing issues, and in doing so, I now realize that I killed more deals than I ever facilitated, a situation that is more typical of law firm lawyers than it should be, unfortunately. In view of this multi-faceted experience, I present this list of the 5
