Posts Tagged: "Business"

From the perspective of the Intangible Investor, 2022 will be a year of new opportunities and transitional growth. IP business models will evolve, and risk and return calculations will become more reliable. In the decade since the America Invents Act (AIA) was enacted, patent licensing challenges have increased for many technology companies and independent inventors. The neutering of software, e-commerce and algorithm patents are at least partly responsible but, amazingly, software-related patents represent almost two-thirds of U.S. grants for the first half of 2021.

World IP Day may not have fully captured the public imagination yet, but it is increasingly an important moment to reflect on a topic that impacts all of our lives in more ways than are widely recognized. In Ireland for example, like many other modern open economies, IP plays a significant role in how we participate in the global marketplace. In addition, it is the intrinsic intangible nature of IP that allows us to play a role that is many times greater than our relative size would seem to allow. For example, in 2019, the European Patent Office (EPO) and European Union Intellectual Property Office (EUIPO) jointly published a report on “Intellectual property rights intensive industries and economic performance in the European Union”. According to that report, IP rights (IPR) intensive industries account for 45% of GDP, on average, across the EU. In Ireland, however, the share attributed these industries was 65% of GDP—a good 20 points ahead of the next highest.

With a worldwide pandemic, a gyrating economy, an erratic stock market, turmoil in many of America’s largest cities and a high-stakes election, 2020 has been a tumultuous year. Apart from the obvious anxiety they cause, such events may trigger force majeure clauses in joint-development agreements and licensing agreements. To what extent should licensees compensate licensors who terminate licensing agreements based on instances of force majeure?

Starting your own business is exciting. Finding the right partner to share the same vision is vital for the company’s future success. However, people don’t always see eye to eye when it comes to important details like finances, marketing, and a strategic business plan. Throw in a global pandemic to turn the economy upside down, and things become even more complicated. Lately, business partners have had to face unusually significant challenges due to the effects of the COVID-19 pandemic on business operations and revenue. With uncertainty continuing to loom over our economy’s future, those challenges are likely here to stay for a while. Fortunately, some companies have been able to find relief during this stressful time through government stimulus checks, insurance claims and other types of aid. On the other hand, many have faced roadblocks, causing disagreements between partners and their visions for the future. The added disruption brought on by COVI9-19 has led some to a business divorce, which is more easily managed when there are clear contractual agreements in place. Without such comprehensive agreements between owners, businesses are in danger of failing.

Imagine you are presenting to your boss and requesting approval of a $2 million purchase of four patent families. Already savvy about market prices, she is focused on the impact of the purchase to the business. Her question: “So what are these patents worth and what will the impact be of the purchase?” Unless you have done some sort of valuation to quantify the worth of these patents for the business, you may find yourself talking vaguely about synergies or avoided costs. This is because getting a valuation typically takes time and can be expensive. But what if there was a way to quickly model the worth of the patents to us?

On July 16, 2020, the U.S. Chamber of Commerce and national business associations of the UK, France, Germany, Korea, and Canada, published an Open Letter to Heads of States and Government leaders titled “Working Together to Discover and Deliver Innovative and Creative Solutions to the Pandemic’s Challenges”.  The letter highlighted the contributions made by businesses in response to COVID-19, noting that businesses have expended a considerable amount of time and resources to “accelerate the research, development and manufacture of protective equipment, advanced diagnostics, disinfection products, medical devices and potential treatments and vaccines.”

The recently published Global Startup Ecosystem Report 2020 ranks the top global startup ecosystems by metrics including performance, funding, connectedness, talent, and knowledge to highlight the winning startup cities worldwide. In a league of their own, this year’s top five global startup ecosystems have a combined value of $1.5 trillion, 1.7 times the remaining top ecosystems. Silicon Valley maintains the #1 ranking, a position it has held since 2012, when rankings were first released. Meanwhile, New York remains at #2, although now tied with London. And finally, Beijing is at #4, and Boston is at #5. Tel-Aviv and Los Angeles rounded out the top seven. The 2020 analysis includes almost 300 ecosystems, up from 60 in 2018 and 150 in 2019. It ranks the top 40 global startup ecosystems and 100 emerging startup ecosystems.

The COVID-19 pandemic seems to be coming to a slow but steady close in Europe, with no evidence of a spike despite loosening of lockdowns, at least according to outlets like the Washington Post and Wall Street Journal. Although some media continue to report spikes in the number of coronavirus cases in certain states and areas, other media, such as Politico, acknowledge that two weeks after the widespread protests in virtually every major American city started there is no evidence of a spike. Of course, Politico has also reported the exact opposite. Whatever the case may be about whether COVID-19 and the coronavirus are increasing, decreasing, waning, spiking or likely to spell imminent doom, as sure as Americans are tired of being locked down, corporations of all sizes are rethinking their future. Many corporations, from startups to small businesses to the largest multinational technology corporations, have discovered that their workforce can operate just as effectively from home, if not more effectively.

The first half of 2020 has brought so much upheaval and disruption that it is almost hard to contemplate. In the future, there will be entire treatises and dissertations in a variety of fields of study that seek to understand the socioeconomic, psychological and inter-personal dynamics brought to bear. For now, individuals, families, business leaders, government officials— everyone really—are left to figure out what is next in this ever-changing landscape before us, which in the United States has become even more complicated by domestic unrest in virtually every major city. As states are opening up slowly, many businesses— of all sizes really— remain cautious.  Plans to return to pre-COVID normal are being discussed, but how can you, for example, get employees into the office when the U.S. Centers for Disease Control and Prevention (CDC) continues to recommend social distancing of at least six feet? With many offices being in high-rise buildings and elevators being only so large, the logistics of getting staff into and out of the office safely are daunting, let alone the reality that there is no plan for social distancing when using mass transit, for example.

IPWatchdog readers know the importance of capturing IP, whether it is patents, trademarks, copyrights, or trade secrets. This article isn’t detailing technical tips for filing patents or how to corner a strategic area of the market; the difference between a good and a great IP Manager is leadership. Capturing IP is one of many responsibilities of the IP Manager that falls in the middle of functional silos within technology companies, resulting in cross-functional barriers that must be navigated to achieve any measure of success. While the goal is to create a strong IP portfolio, the business is people. When in the middle of functional silos, the IP Manager often relies on influence, not authority, to overcome cross-functional barriers. This requires true leadership.

Executives that have decision making capacity within any innovation-based organization, whether a young startup or a Fortune 500 corporation, almost universally have little or no familiarity with patents from a legal perspective. Sometimes these leaders also have little familiarity with science or technology, and are hired because they are particularly adept in leading a rapidly growing company with hopes of an initial public offering (IPO), or because they have shown a particular facility with raising ever increasing rounds of capital from investors, or for their ability to make returns to early investors on their capital investments. Whatever the case, after a high-tech startup has outgrown the founders as being the top leaders in the C-suite, it is commonplace for the top decision makers in those high-tech companies to be far more familiar with the business and marketplace realities facing technology companies than the actual science and technology that made them high-growth darlings in the first place.

Imagine the following scenario: You have an idea for a new mobile application. As adoption of the app picks up, so does your business, and you hire more employees to provide sales and support assistance. You are on your way to transforming your startup into a successful business. Needing additional capital to scale the business more quickly, you identify a strategic partner interested in investing in your business. Before you can close on the funding, several employees report that they did not receive their paychecks through the direct deposit system. The investigation reveals that several months ago, your organization received a series of spear phishing emails. You learn that multiple employees opened the email and its attachment giving the cybercriminals access to your systems. Not only are you out the payroll money, but you also learn that in addition to your employees’ banking information, the criminals had access to your customer contact information and the source code for your app. A cyberattack is an unwelcome event for any company, but the effects can be especially detrimental to a startup, with 60% or more of small businesses that experience a data breach going out of business within a year of the breach. It is impossible for any size business to guarantee a system that is fully secure. However, not all companies have millions of dollars to invest in cybersecurity and by allocating even limited funds to assessing your data privacy risks, implementing a protection plan and creating an incident response plan, a startup can significantly improve its chances of surviving a cyberattack.

Upon receipt of the fateful “love” letter from its fictitious IP client, the fictitious law firm was speechless—momentarily. Feeling aggrieved and misunderstood, and yet hopeful that their relationship could be saved with an added measure of TLC (top-tier legal counseling), the firm summoned up the courage to prepare this reply letter. In an act of contrition (or maybe vindication?), the firm has taken the bold step of publishing it on IPWatchdog. Note to commenters habitually fed up with clients large and small: This one’s for you.

To the superstitious, July is often considered an unlucky month for weddings. In a nod to such lore, and to the leisurely and whimsical days of summer, this is a satirical “love” letter from a fictitious client to its fictitious outside intellectual property counsel, a domestic or foreign law firm. The firm has been providing IP representation to the client for quite some time. Unbeknownst to the firm, but acutely felt by the client, their relationship is on the rocks. In a final act of desperation, the client penned these words in hopes that the firm will move swiftly to help heal the brokenness.

There really is no one-size-fits-all approach entrepreneurs and business executives can follow, and there is no roadmap to success that will work in all cases. That doesn’t mean there aren’t a number of things that can and should be understood, appreciated, and truly internalized if you are going to pursue any kind of economic engagement as more than a hobby, or to do more than merely punch a clock for a paycheck every other week. This is not to say that there isn’t anything wrong with making a few extra dollars as the result of a hobby, or being happy where you are, doing your job and then punching out at 5 o’clock. But if you want more, if you have hopes and dreams of building something from the ground up that is your own and will become your business, or climbing the corporate ladder to become a C-suite executive, you need to treat each business endeavor with an entrepreneurial mindset from the earliest stages. If you don’t, it will create all the wrong habits, and worse, it will create the wrong mindset. A mindset is a very difficult thing to change, and patterns become easy, comfortable and difficult to break.