Hello and welcome to our little slice of the World, a place where passion and opinions run high in our niche area, which just so happens to be the world of patents, innovation, technology, business and other areas of intellectual property. Although Lewis Lee, our founder, is a patent attorney, and many of the contributors to our content are IP counselors, the content should NOT be considered to be legal advice, but rather are intended to be informational. No attorney-client relationship is established through your use of IP Street. For more information please check our Disclaimer, Terms & Conditions and our Privacy Policy.

Patents have a maximum life of 20 years and, therefore, a 20-year potential monopoly. Patents that are just beginning their life and which have longer to run on the their potential monopoly position understandably will have more value. It is rare that a patent nearing the end of its term will cause a great threat to its competitors. It is almost certain that they will have devised technologies or products of their own by then that will not interfere with the patent owners monopoly position. In addition, one has to take into consideration the potential business life of a patent, i.e., the duration, which a patent is likely to be economically useful, if other subsequent patents are providing better alternatives to it.

What is a normal royalty fee? How are fees generally determined? How can we grasp which patent portfolios are the best bang for the buck? With IP Street, you can demystify the complex which enables you to identify both inbound- and outbound- licensing strategies.

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.

How can you separate "marketing fluff" from a true "value proposition" in this world of TMI (too much information)? This is not an easy question to answer, and we don't claim we have some magic crystal ball. We do, however, believe that our patent search tools are designed in such a way as to provide objective and transparent results to allow you to Discover, Measure, Compare, and Connect business opportunities. Many patent analytics tools are available. So what makes us different? Simple. We take the complexities and reduce them to meaningful visualizations. We take the complex legalese and simplify it to interpretable business intelligence to better understand the analytics of it.