Posts Tagged: "IP Portfolio"

During periods of economic instability, intellectual property (IP) can be a surprisingly attractive investment vehicle. Product innovation through patent investment can facilitate additional revenue generation through immediate lower-yield returns, as well as longer-term, higher-yield returns. When viewing IP as a true asset, the question for businesses is how to assess and maximize these advantages, particularly in challenging economic times. In-house legal departments are well-positioned to bring value to the business, particularly during an economic downturn, to create new and innovative opportunities and sources of revenue.

Last month, business news outlets were reporting that stock prices for pharmaceutical firms Pfizer and Merck took a tumble after financial analysts downgraded the performance of both firms over concerns about impending patent cliffs or exclusivity issues – although more recent reports paint a mostly promising picture for the companies, thanks to upcoming acquisitions. A pharmaceutical analyst for UBS downgraded Pfizer from buy to neutral, citing the loss of patent protection in the 2025 to 2029 timeframe for several drugs which contributed 30 percent of Pfizer’s total revenue in 2015. For Merck, although patent expiry wasn’t cited in a note from a pharmaceutical analyst from BMO, that analyst dropped Merck’s rating from outperform to market perform based on the expectation that the company’s blockbuster cancer drug Keytruda would face increased competition in the immuno-oncology field during 2019. As of January 30, stock prices for both firms were down by at least a dollar per share from their closing price on January 23. The downgrades for both firms are further proof of the importance of maintaining exclusivity through patent protection to pharmaceutical firms.

Instead of following the same IP plan year after year, IP managers should focus their strategy on aligning their IP with their business, including developing a more concise IP plan, and switch to using smarter and modern analytics… IP managers must: (1) Start with the end in mind: IP is the business; (2) Build a plan, measure and manage and continuous improvement; and (3) Create an environment where your IP and business execs have access to timely actionable intelligence to support their decisions and strategies.

The Supreme Court has agreed to hear a petition for Certiorari in Oil States Energy Services v. Greene’s Energy Group, which will result in the Court addressing the constitutionality of post grant proceedings… The impact of the resulting decision in this case may affect patent dispute outcomes not just moving forward, but possibly spanning 5 years into the past… At a (very) high level, there are three possible outcomes arising from the Supreme Court decision that is expected in 2018 that will impact the IPR process: no change, some change, major change.

Eventually Congress will recognize that all the changes enacted to address the overblown patent troll issue has resulted in far more damage to U.S. competitiveness. This revelation, unfortunately, will take time as the old patent troll narrative is still being cited on the Hill. In the interim, inventors and U.S. companies need to re-evaluate their IP protection strategy… Too often the reaction to losing portfolio value is to decrease investment in the portfolio. That is the wrong approach. More effort and investment need to be made to identify key assets, perform thorough prior art searches and draft applications/claims that can withstand an IPR petition. Keep a patent application family alive with very diverse claim strategies for these key assets.

Even though traditionally valuation professionals have used a combination of cost-based and market-based valuation, more and more practitioners are using income-based valuation in combination with market data.  The income-based model focuses on what potential monetization or potential impact on business a patent portfolio might have, and as such, it is much more dynamic and reliable… For patent portfolios of potential future value, technology risk is preferred over market risk and one could use current market data to benchmark future value while building an income-based valuation model.

Although law firms have traditionally been slow to adopt technology, a 2015 survey conducted by Williams Lea Tag and Sandpiper Partners LLC reported that 64 percent of law firms now believe investing in technology is a priority. Attorneys are using technology to personalize connections with clients, automatically update legal documents, and improve operational efficiency—all of which frees up valuable time for client work, according to Law Technology Today. This is especially true for IP attorneys as they are on the front lines of technological growth. However, rather than implementing a variety of disparate solutions and falling victim to application gluttony, IP attorneys need an enterprise class solution that provides the breadth of capabilities needed to perform the exacting task of IP prosecution and management.

Given the complexity of many technologies, the rapidly changing nature of global markets, and the legal complexities in establishing worldwide licensing programs, it should come as no surprise that IP licensing offers benefits. When this work succeeds, everyone benefits – from innovators and IP owners to the general population as companies around the world gain greater access to new and improved technologies. To avoid missing out on the tremendous rewards and benefits of innovation, we must take full advantage of R&D’s potential in the complex and fast-paced markets of today that offer up opportunities to aggregate and license technologies in new sectors, geographical areas and markets.

The breadth and scale of information now available to IP departments was previously unimaginable and using this information to drive insight remains challenging. The most progressive organizations will use insight from their own IP portfolio and the portfolio of others to drive the entire shape and direction of their business. The role of the future IP professional will be less about reactively protecting the innovation that a company creates, and more about using their unique insight to shape future product and service development, geographical expansion and even the future direction of research and development. In the four key phases of IP management – creation, protection, management and optimization – new technology, automation, data availability and collaboration are combining to shape IP management strategy.

While many, if not most, enterprises have instituted, and are executing, an IP strategy of some sort, an important question should be considered: Is the IP strategy optimal, such that its execution extracts maximum value from company technology? Some corporate IP strategies may seem sound in theory, but in practice they are (a) selectively or inconsistently applied within or across projects, (b) incompatible with how teams actually work, (c) relatively narrow in how they perceive innovation, and (d) distracting to innovators and IP practitioners while consuming enormous resources. Ultimately, the return on IP investment of such strategies may be questionable. However, enterprises that periodically take a step back to reflect on their current IP strategies, and recalibrate them if appropriate, are likely to derive the greatest possible value from IP.

IP portfolios are business assets. The payment of patent annuities is an important part of ensuring a valuable IP portfolio is primed for monetisation. Efficient IP management demands lots of time, attention and cost – particularly if portfolios are directly managed by patent offices around the world. Many patent holders elect external IP renewals teams to carry the administration, manage patent renewals and offer insight into which patents should be abandoned.

Softbank’s acquisition of ARM Holdings is widely known and several blogs and articles have tried to explain the business background of the huge deal. Just following the BREXIT vote, one of the best-known (worldwide) United Kingdom-based high tech companies is leaving the for seemingly greener pastures. Despite the new owners’ assurances to leave the headquarters in the United Kingdom and promises to double the number of employees in five years, speculation persists. And, though much has been reported about the business deal, little has been said about how the acquisition changed Softbank’s IP portfolio.

To maximize the return on investment from a patent portfolio, patent owners must determine which is more lucrative: sales or licensing. In general, patent licensing promises the highest total return on monetizing an IP portfolio because the IP owner can license the same asset or (a single patent or portfolio) to a number of different licensees. On the other hand, it may take three to five years to realize significant revenue from licensing. Additionally, licensing comes with a host of potential risks including litigation, invalidity arguments, and more. More and more frequently patent sales/transfers are part of licensing settlements to ensure there is more of a ‘win/win’ result for negotiating parties.

An organization’s overall IP strategy should support business strategies and help increase the value of the company. IP strategy will be different depending on the business and market. Value is not always about how much money can be generated by patents. Companies may want to motivate employees; attract customers, attract business partners or investors; protect existing products and the ability to improve them in the future; block or intimidate the competition; license to improve market penetration, generate income or gain access to third-party technology; improve their return on investment, or generate income or savings through joint-ventures, mergers and acquisitions, or investing in start-ups, among other strategic IP goals. Truly valuable patents are rare. Studies show that fewer than 5% of patents in a typical technology patent portfolio are valuable. Finding these rare valuable patents in a large patent portfolio is a challenging task.