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Ian P. Hartwell PhD EPA CEng
Honorary Research FellowEngineering Intellectual Property Research UnitSchool of EngineeringCranfield UniversityUnited Kingdom
Strategic Use of Intellectual Propertyfor Business Growth and Financing “the strategic role IP
can play in acquiring finance for SMEs”
© IP Hartwell 2010
What is “strategic” use of IP ?
“Managers of IP-related innovative businesses may view their business as … focused on one self-sufficient business model which, if successful, results in exceptional profits, but otherwise is worth little or nothing”
Report “Intellectual Property Enforcement in Smaller UK Firms”
UK Strategic Advisory Board for Intellectual Property Policy, October 2010
Strategic Use of Intellectual Property forBusiness Growth
© IP Hartwell 2010
What is “strategic” use of IP ?
“Venture capitalists may therefore be readier to see that extraction of value from innovation is …
… one which may have a variety of outcomes or solutions, some of which may be obvious, readily accessible and successful but others of which may not be so obvious, or accessible and may even be less profitable than initially hoped.”
Strategic Use of Intellectual Property forBusiness Growth
© IP Hartwell 2010
© IP Hartwell 2010
Strategic Use of Intellectual Property forBusiness Growth
SUPPRESSIP
MONOPOLISEIP
LICENSEIP
SELLIP
Manufacture
ContractManufacture
JointVenture
CrossLicence
ExclusiveLicence
Non-ExclusiveLicence
SoleLicence
Mutually-Assured Destruction
Securitize
Sale
Pooling Donate
A spectrum of IP business models
© IP Hartwell 2010
Strategic Use of Intellectual Property forBusiness Growth
More than one IP business model
SUPPRESSIP
MONOPOLISEIP
LICENSEIP
SELLIP
Manufacture
ContractManufacture
JointVenture
CrossLicence
ExclusiveLicence
Non-ExclusiveLicence
SoleLicence
Mutually-Assured Destruction
Securitize
Sale
Pooling Donate
© IP Hartwell 2010
Strategic Use of Intellectual Property forBusiness Growth
IP business models can evolve
SUPPRESSIP
MONOPOLISEIP
LICENSEIP
SELLIP
Manufacture
ContractManufacture
JointVenture
CrossLicence
ExclusiveLicence
Non-ExclusiveLicence
SoleLicence
Mutually-Assured Destruction
Securitize
Sale
Pooling Donate
© IP Hartwell 2010
Strategic Use of Intellectual Property forBusiness Growth
SUPPRESSIP
MONOPOLISEIP
LICENSEIP
SELLIP
Manufacture
ContractManufacture
JointVenture
CrossLicence
ExclusiveLicence
Non-ExclusiveLicence
SoleLicence
Mutually-Assured Destruction
Securitize
Sale
Pooling Donate
Most obvious not necessarilythe most successful
… and structure the IP portfolio
accordingly
Illustration: Xaar plc
Analysed by Credit Suisse First Boston in 1999:
Report “Technology Licensing: Intellectual property rights and wrongs”
Credit Suisse First Boston (Europe) Ltd, October 1999
© IP Hartwell 2010
Strategic Use of Intellectual Property forBusiness Growth
“The company is both an IP licensing and a product sales company, active in the ink-jet printing device market. We believe there are significant growth opportunities for Xaar in the office equipment market and … the fragmented industrial printing sector”
© IP Hartwell 2010
Strategic Use of Intellectual Property forBusiness Growth
SUPPRESSIP
MONOPOLISEIP
LICENSEIP
SELLIP
Manufacture
ContractManufacture
JointVenture
CrossLicence
ExclusiveLicence
Non-ExclusiveLicence
SoleLicence
Mutually-Assured Destruction
Securitize
Sale
Pooling Donate
IP Business ModelXaar plc, 1999
© IP Hartwell 2010
Strategic Use of Intellectual Property forBusiness Growth IP Business Model
Cambridge Consultants, 1987
SUPPRESSIP
MONOPOLISEIP
LICENSEIP
SELLIP
Manufacture
ContractManufacture
JointVenture
CrossLicence
ExclusiveLicence
Non-ExclusiveLicence
SoleLicence
Mutually-Assured Destruction
Securitize
Sale
Pooling Donate
© IP Hartwell 2010
Strategic Use of Intellectual Property forBusiness Growth IP Business Model
Xaar Ltd, 1990
SUPPRESSIP
MONOPOLISEIP
LICENSEIP
SELLIP
Manufacture
ContractManufacture
JointVenture
CrossLicence
ExclusiveLicence
Non-ExclusiveLicence
SoleLicence
Mutually-Assured Destruction
Securitize
Sale
Pooling Donate
© IP Hartwell 2010
Strategic Use of Intellectual Property forBusiness Growth IP Business Model
Xaar plc (incl. XaarJet AB), 2000
SUPPRESSIP
MONOPOLISEIP
LICENSEIP
SELLIP
Manufacture
ContractManufacture
JointVenture
CrossLicence
ExclusiveLicence
Non-ExclusiveLicence
SoleLicence
Mutually-Assured Destruction
Securitize
Sale
Pooling Donate
£15m
£6m
© IP Hartwell 2010
Strategic Use of Intellectual Property forBusiness Growth IP Business Model
Xaar plc, 2007
SUPPRESSIP
MONOPOLISEIP
LICENSEIP
SELLIP
Manufacture
ContractManufacture
JointVenture
CrossLicence
ExclusiveLicence
Non-ExclusiveLicence
SoleLicence
Mutually-Assured Destruction
Securitize
Sale
Pooling Donate
£45m
£2m
© IP Hartwell 2010
Strategic Use of Intellectual Property forBusiness Growth IP Business Model
Xaar plc, 2009
SUPPRESSIP
MONOPOLISEIP
LICENSEIP
SELLIP
Manufacture
ContractManufacture
JointVenture
CrossLicence
ExclusiveLicence
Non-ExclusiveLicence
SoleLicence
Mutually-Assured Destruction
Securitize
Sale
Pooling Donate
£37m
£5m
Ian P. Hartwell PhD EPA CEng
Honorary Research FellowEngineering Intellectual Property Research UnitSchool of EngineeringCranfield UniversityUnited Kingdom
Strategic Use of Intellectual Propertyfor Business Growth and Financing
© IP Hartwell 2010
• Understand the different ways in which IP can be used
• Understand that multiple IP business models may be necessary (and that these may change)
• Structure the IP portfolio accordingly