Companies large and small, on an ongoing basis, actively review, manage and seek to commercialize their IP portfolios. This includes the identification of what assets should be kept or abandoned, which ones may be leveraged through commercialization, IP effects of a merger or acquisition, and where enhancements and acquisitions may be made to maximize value, coverage and protection of an overall portfolio.
One of the challenges faced by companies in assessing their IP is their vantage point: often companies evaluate their IP from an internal perspective without considering, or without researching the demands of, the larger IP marketplace. Many times, when companies are making decisions with regards to their IP assets and how best to derive value from them, a realistic projected market value of the assets is overlooked, and focus is made solely on the strategic value of the assets within their particular company. Both factors, external market value and internal strategic value, should be included in any decision-making process, as they are both integral to evaluating commercialization options. Most technology companies maintain an in-house person responsible for the management of, and decision-making with regards to, their patent portfolios. The utilization of outside advisors who may offer a broader view of the market and increased level of experience with commercialization options can be useful to the company, not only for the expertise provided, but also to assist in triaging the portfolio assets and considering alternative models for monetization.