Understanding the growing "Intermediary" landscape is essential for your development of in/out strategies. Whether you are looking to buy/sell, license, identify potential infringement/infringees, expand/limit patent scope within a portfolio, you need to be aware of the competive landscape. Many intermediaries have developed sophisticated algorithms to determine their course of action. With our patent search tools, you can quickly and easily execute strategy based on our sophisticated algorithms. Understanding patent analytics just got easier.

Peter Drucker said, "Business has only two functions - marketing and innovation." Here at IP Street, we provide the tools for you to succeed in both.

Before you decide to visit a patent attorney, you should educate yourself. Whether you are a newbie or a guru, our tools can help you know more so you can be better prepared. You can learn about patents related to your invention for just $99. Compare that to the average $250/hour your lawyer will charge you.

Joseph Schumpeter, known as the Prophet of Innovation, describes the importance of inventors in his Theory of Economic Development. Inventors are the "fiery-spirits" that disrupt the status quo with their vision of doing things 'better, faster, cheaper.' In the process, their inventions represent "the heroic intervention of individual men (or women) who appear as leaders toward new economic shores." 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.

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.