1. Evaluation of IP for Commercialization Josiah Hernandez

2. The Value of Commercialization The value of intellectual property lies in its commercialization and not in its mere creation and development. It is the IP which leads the merger to emerge and those companies which have I P dominance take the shot. Companies derive competitive advantage that arises out of the way in which Corporate organizes and performs IP blended activities, and the activities are the means by which a firm creates value in its product for its buyers. The value and the value addition for the buyer is the end product for any organisation and the organisations can best achieve this value addition through its Intellectual Property Profile.

3. Understanding what you have at hand Deciding what are the best options – Selling – Donating – Licensing in/out – Developing into product – Spin-off/divestigure – Start-ups

4. Auditing the patent portfolio Organizing each patent in the portfolio in several categories – Oldest to new – Maintenance fee due dates – Which belong to the highest revenue generation department – Which belong to highest potential technology field – Type of technology the patents belong to: pioneering, development, well established, saturated

5. Evaluation of each patent Legal – Are the claims structured well (is it too broad or too specific) – Can the patent be invalidated – Does the patent effectively protect the invention – Disclosure structure – How many patents exist for each product

6. Technology analysis for the Patent What type of technology is it: pioneering, developed, saturated Does it actually work Does it solve an important issue Are there alternative technological solutions to this product Is the technology soon to be obsolete

7. Market analysis of the Patent Are there products like the patent or similar that are out in the market Evidence of use How big is the market for this product How many alternative products are out there What is the market trend/demand for such a product in the next 5-10 years

8. Strategy for portfolio building More than one patent per product Building a wall of patents around your main patent Enclosing the competition by building walls around their main patents Compartmentalizing each portfolio on a per product basis Audit and keep track of every patent in the portfolio

9. Deciding what option to take for each patent/portfolio Need to have an idea on competition and other related patents Need to consider: – Life time of patent – Competitors – Related technology – Market size – What your business is dedicated to and what they can do with each patent – Investment $$$ for each options – Return for each option

10. Donating Patents Is the patent a soon to be obsolete technology Is the life time of the patent about to run out Are there maintenance fees due Will it favor your books Is the amount you can get by selling or licensing minimally small that you can’t justify the costs

11. Selling your Patent Is there only one or a small amount of potential buyers Is the technology soon to change and become obsolete Is the life time of the patent about to end Do you need a lump sum of return Will you get more selling it than licensing it Can you build your own product from the patent or is your company not set up for that

12. Licensing the Patent Life time of the patent Are there a lot of potential candidates Are you set up to make the product Is it more economical in the long run to license it How many companies are there that are related to this technology

13. Building your own product from the patent Do you have the facilities and machinery to build such a product Is the amount of $$$ that you can make in the 20 years of the patent, from making the product and marketing it more than selling or licensing the patent How fierce is the competition is it saturated with too many companies or are you one of the few (building it makes sense if you were one of the few)

14. Spin-off, divestigure, start-up from the patent Is the owner of the patent a company that is too large and doesn’t make financial sense to do it at that level Is it more feasible to do it by a small company Is it a very specialized technology and a sound portfolio and developed enough to start your own operations Do you have the personnel to manage such a task Does it make more sense, in the long run, to be partners of such a spin-off/start-up, as opposed to licensing or selling the patents