We believe that intellectual assets, commonly taking the form of patented technology, are the least-understood and most-relevant resources to stimulate economic development through innovation. To make this happen, intellectual property (IP) needs to be more comprehensively understood so that better business decisions can be executed. This is why we are in business. An invention must have economic utility to benefit society. Some times, inventions are way before their time. However, most of the time, the business execution to commercialize the invention fails. In fact, those that conceptualize the invention rarely reap the rewards of the innovation's ultimate success. Using the search tools at IPStreet.com, you can better understand if your idea is patentable, patent duration, patent analytics, and the value of a patent business intelligence from intellectual property assets.

Whether you already have a patant or are considering patanting an idea, IP Street can help you. Using our tools, you can immediately see results related to key questions you have about your idea in terms of patantability, infringement, duration, validity, and value. In addition, we have developed comprehensive networks of lawyers and investors that can help you commercialize your idea. We can help you with copywright data, anylses patent data and patent analytiks.

Yes, patents do relate to marketing strategy. A firm's brand power is a function of the belief that its products have sophisticated, state-of-the-art, and proprietary technology. Learn more how to identify the key technologies that are embedded into your brand promise.

IP Street can assist you with questions regarding patent anayltics, patant intelligense, intellecutal proporty and the patant application. Our tools will assist you in writing patant cliams, exploring patant infrengment and understanding patant scoop. Interested in freedom 2 operate and patant valididy? IP Street will help you understand patent duration and all things intellectual property.

Executives need vision to convert patented R&D into a profit center. Consider EMI, a london company that produces music (a music label company). In their Central Research Laboratories in Hayes, Godfrey Hounsfield had an idea to integrate X-ray slices to create a 3-D image (originally known as an EMI scan), today know as a CT or CAT scan. Godfrey was awared a Nobel Prize for his work, and later knighted. The idea came to him while picnicking in the park; however, the senior executives realized this was no picnic. They leveraged the technology (foundation patent #3,778,614), securing over 120 of the first 450 patents in this space. The legacy competitors (General Electric, Philips, Siemens) were playing catch-up with this innovator. Few executives would be brave enough to execute such a divergent business strategy.