With market valuations increasingly predicated on intangibles, and strategic decisions more dependent upon them, Intellectual Property (IP) assets must be managed as business assets, not just technology or legal assets, and therefore not only deserve, but demand the attention and focus of business leaders. In addition, considering the costs associated with developing and maintaining patent portfolios, IP departments should not be evaluated according to throughput, and their ability to “get things patented,” but rather according to quality and relevant strategic performance measures.
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We avoided $750,000 in cost in North American alone last year because we're being more selective and going after better intellectual property. Click for complete case study
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