ADOPTING AN IP LIFECYCLE PROCESS TO MANAGE AND PROTECT THE CHANGING VALUE OF INTELLECTUAL PROPERTY. UBM TechInsights, Ottawa, Ontario, Canada

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1 ADOPTING AN IP LIFECYCLE PROCESS TO MANAGE AND PROTECT THE CHANGING VALUE OF UBM TechInsights, Ottawa, Ontario, Canada

2 INTRODUCTION In today s competitive marketplace, intellectual property (IP) assets have become more critical and strategic than ever before. In many cases, however, firms have ignored the increased role of IP in today's economy and failed to adopt strategies to protect and monetize their holdings. Other firms are just not sure about what processes to adopt in the first place to get the most out of their innovative ideas, which often proves to be equally as counterproductive. As a result, it is becoming increasingly clear and more essential that firms serious about their IP must adopt solid, well-defined, and enforceable processes for maximizing the return on their IP investment. To achieve this goal, IP must step out of the legal shadows and into the light of the business by engaging a range of parties and resources such as: Executive Management Business Development R&D Finance Marketing/Product Management Manufacturing Only through a collaborative management approach can companies acquire a holistic actionable vision for managing their IP securely, efficiently, and effectively over the entire IP lifecycle, while avoiding risk and missed opportunities. The term holistic lifecycle management may sound like one more industry buzz-word. In fact, the phrase refers to a realistic, tested, and straightforward approach that companies with commercial interests in technology-related industries have adopted to develop, roll out, manage, protect, and leverage their IP successfully. Instead of looking at one facet of the IP, a holistic approach allows for the delivery of the right information to the right person at the time required to make the right decision at a particular stage in an IP lifecycle -- from its creation and use to its ultimate disposal. As a business continuum, holistic lifecycle management takes into consideration the following closely linked key phases: Developing an IP position Leveraging IP to defend business value Monetizing IP assets According to the U.S. Patent and Trademark Office, intellectual property in this country is worth more than $5 trillion about twice the amount of the current federal budget. The question: Are companies taking advantage of this value? Not as much as they could be, is the answer from Harvard Business School professor Josh Lerner, an expert in intellectual property protection and commercialization. He believes many companies have failed to recognize the growing importance of IP in the global economy. "It has become more essential than ever that firms have a clear policy for maximizing the value of their intellectual property," he says. Source: Harvard Business School, HBS Working Knowledge A First Look at Faculty Research. These key phases provide the optimum businesscentric framework for the proactive and strategic creation, utilization, management, and protection of IP rights to coordinate resources, achieve predictable results, and significantly increase positive business impact of technology, product development, and commercialization efforts. This paper describes how looking simply at a single phase of IP management is not enough, and why it is imperative to evaluate how one phase in an IP lifecycle can impact or be impacted by other businesscritical phases. This paper concludes with a discussion about how UBM TechInsights holistic approach to IP lifecycle management is ideally suited for managing your organization s IP portfolio by addressing issues proactively, validating quality, monetizing IP assets to deliver a return on investment, and protecting the business against market share erosion, third-party patent assertion, and other threats. Assessing the technology and marketplace Formulating an IP strategy

3 WHAT IS IP LIFECYCLE MANAGEMENT? IP lifecycle is the path that intellectual property follows, from conception to the point when it is no longer commercially viable, such as when it becomes obsolete, irrelevant to the product focus, or simply expires. Lifecycle management refers to the process a company uses to establish, grow, manage, and protect its IP in order to optimize the IP s economic potential, both in terms of the IP s longevity and profitability over its lifecycle. Instead of having isolated bits of information about IP sprinkled around a company, lifecycle management provides a structured framework in which the information is shared among stakeholders to provide a unified approach for strategizing, developing, protecting, and monetizing the intellectual property. Adopting an IP lifecycle management approach can have different ends for different businesses. Examples of the wide range of objectives that organizations can seek from IP lifecycle management include: Minimizing IP maintenance costs Optimizing IP maintenance spend where it matters most Divesting unnecessary IP Increasing business agility by focusing limited R&D resources on IP that matters Increasing productivity or competitive edge Increasing revenues Because different companies and IP require different lifecycle management processes, there is no one-sizefits-all approach when it comes to lifecycle management. Rather, an IP lifecycle management process must be carefully crafted to fit the company vision, commercial strategy, and competition situation. Lifecycle management must also be proactive and creative in securing IP rights, while acknowledging the rights of others to compete. In the end, successful life-cycle management provides a framework for the creation of intellectual property that meets the needs of the business and that can be used to enhance the return generated by the business. UNDERSTANDING THE LIFECYCLE MANAGEMENT MODEL IP lifecycle management is a progressive, multidiscipline approach to effectively managing the results of the innovation process for technology-based businesses. To that end, an IP lifecycle has five distinct phases that orchestrate the alignment of business and technical requirements at every phase. Assessing technology and markets Formulating an IP strategy Establishing an IP position Leveraging IP to protect business value IP monetization ASSESSING TECHNOLOGY AND MARKETS Just as a product lifecycle starts with concepts, market analysis, and needs assessment, an IP lifecycle begins with a technology and market assessment leading to informed innovation. This first phase of the IP lifecycle overlaps intimately with productdevelopment processes and investment decisionmaking. Gaining a deep understanding of your product and its drivers for success helps organizations on a number of levels. For example: Business leaders can set direction for new product development and protection. Technology innovators and engineers can compare your product to the competition to solidify a vision and spur investment in product development, R&D investments, factories, projects, and staff. Marketing/Product Management can develop communications initiatives, branding, website, press releases, advertising, collateral, sales pitches, and presentations around wellcharacterized differentiators. Purchasing groups within an OEM can understand more about the real cost of the parts they are sourcing and benefit from the leverage that provides. Investors can gain confidence from the market insight and due diligence that results from a quantifiable technology-based analysis.

4 FORMULATING AN IP STRATEGY One of the most valuable assets an organization has is its IP portfolio. However, given the volatility of today s marketplace from economic challenges and growing domestic and foreign competition to shrinking windows of opportunity and narrowing product lifecycles - the ability to define an IP strategy that serves to enhance the overall business has never been more daunting and the margin for error so small. What is clear is that organizations can no longer rely solely on the ad-hoc development of new ideas for innovation if they want to consistently lead the market in their chosen industry segments. In the strategy design phase of the IP lifecycle, organizations develop and implement an effective strategy by understanding the current state of their IP portfolios and mapping a path to the eventual use of these assets to benefit the business. Understanding the IP across a business or enterprise - by knowing what's available, what's in use, and how to protect critical assets empowers companies to: Ascertain product portfolio strengths and weaknesses. Manage costs for maintaining IP assets. Identify opportunities for patent acquisition or sales. Identify trends, patents, and applications in the marketplace relevant to specific technologies or products. Become more competitive, while creating opportunities for innovation and growth. ESTABLISHING AN IP POSITION Lifecycle management is ideally proactive rather than reactive. For this reason, developing an IP position is all about getting people aligned with core objectives, engaged in innovation, and mobilized to achieve results in ways that sustain the transformation. This coordination can be especially intense when it comes to protecting IP, where multiple stakeholders need to be coordinated. To that end, developing an IP position includes, but is not limited to, the following key factors: Improving the quality of a company s IP portfolio. Evaluating and facilitating acquisition of patents. Providing assets to build and sustain revenues for a licensing business and/or to defend a product business. LEVERAGING IP TO PROTECT BUSINESS VALUE Experts believe that IP will play a key role in recovering from today s worldwide economic malaise, and restoring long-term economic health and prosperity. Yet today, high-tech finds itself under attack from many directions. Fear is so dominant, credit is so tight, competition is so vigorous, and regulation is so onerous that many companies are unable to get their IP off the ground; those that can find new, emerging, and seasoned competitors all vying for diminishing market share. For these reasons, leveraging your valuable IP to defend its business value has never been more critical. Examples of how an operating company can protect business values include blocking a competitor or adding cost to a competing solution by asserting and/or licensing the operating company s IP. Defending against patent assertion from third parties is another key aspect when it comes to protecting business value. This aspect has become increasingly challenging in recent years due to the significant growth of non-practicing entities (NPEs). An NPE is a patent owner who does not manufacture or sell its own products or services. Instead, an NPE focuses on earning licensing fees by enforcing its IP rights. NPEs have become controversial over the past few years. Critics label them patent trolls and claim they engage in frivolous infringement litigation against product manufacturers to extract excessive licensing fees. NPEs and their supporters, on the other hand, claim they enhance innovation and competition by providing capital to independent inventors and small companies, thereby creating an efficient market for trade in technological information. Ascertaining the strategic business importance of existing technologies/products/markets. Implementing a multi-dimensional taxonomy for organizing and evaluating a patent portfolio

5 Companies can adopt proactive and reactive strategies to mitigate business disruptions from patent assertion. One or a combination of these strategies can be helpful in keeping management informed of cost-effective and efficient ways to stay abreast of competitor moves and evaluate risks whether or not those risks stem from the actions of NPEs or other patent-owners. PROACTIVE STRATEGIES Examples of proactive strategies include the following: Monitoring the IP landscape to differentiate distant risks from more immediate risks, and determine what patents are being litigated and by whom. Implement a patent acquisition program to purchase IP that has strong potential of impacting your business Identify and monitor organizations enforcing patents relevant to your business Establish relationships with other companies in your space to promote joint defense efforts if necessary Participate in defensive patent aggregation funds that pool funds from multiple parties to acquire patents Implement an active licensing program that provides greater freedom to operate from crosslicensed patents REACTIVE STRATEGIES Examples of reactive strategies include the following: Establishing that the patent is not infringed Challenging a patent s validity, either during negotiations or more formally through the reexamination process or litigation Counter assert with your own patents if the aggressor has products or services relevant to your patent portfolio. This requires quick action, which can be made much easier if your portfolio is well organized and relevant patents can be readily identified. IP MONETIZATION IP monetization, the final phase of the IP lifecycle, refers to the process of deriving return directly from the established IP to provide a positive contribution to the bottom line and a cash injection for renewing innovation. While there are a number of ways to derive value from this return on innovation phase, two of the most common: Assertive Licensing to generate a royalty or payment from organizations utilizing the patented technology Patent Sales transferring patent assets to organizations looking to enter new markets, defend against third party assertion, eliminate future threats, or enhance existing licensing programs. Both categories require knowledge and skills to ensure proper value for the IP is achieved, regardless of the path chosen. These skills range from assessing the licensing/sale potential of the patent assets, identifying potential licensees or acquirers, developing evidence of use to demonstrate the value of the IP, and negotiating the appropriate deal to compensate the patent owner for the license or sale. APPLYING THE IP LIFECYCLE Now that the concept and merits of IP lifecycle management have been shown, the next logical question might be, How can IP Lifecycle management be applied in practice? Arthur Andersen has identified five distinct IP strategies, which they structure into a strategic IP Value Hierarchy pyramid. Each type of strategy requires specific programs to be implemented effectively. These programs can be built from the components of the IP life cycle. The five levels of the pyramid are arranged in the following descending order: 1. Visionary 2. Integrated 3. Profit Center 4. Cost Control 5. Defensive

6 DEFENSIVE PATENT STRATEGY A defensive strategy is one that uses patents to provide limited product protection, especially as a shield against litigation. Companies that adopt this strategy typically keep extensive IP portfolios of patents with doubtful licensing potential as a crosslicensing resource to avoid litigation. COST CONTROL STRATEGY Many companies that adopt a defensive patent strategy migrate to the next level of the pyramid: cost control strategy. With this strategy, companies attempt to minimize the cost of maintaining a large IP portfolio by removing less valuable patents from the portfolio. Examples include eliminating: IP that does not merit patent filing from the start Less desirable patents for IP that has reached the maintenance fee level by not paying the fee PROFIT CENTER STRATEGY After companies get their portfolio maintenance costs under control, many graduate from the defensive positions of the previous levels to the proactive stage of profit center strategy. This stage, as its name implies, is designed to organize IP portfolios as IP profit centers. Typically, one department in a company brings value to the bottom line using IP mining operations that extract and monetize the valuable assets in the portfolio. INTEGRATION STRATEGY Because the profit center strategy is often handled by a single department within a company, that strategy tends to focus inwardly. For companies that evolve beyond the profit center strategy, the integration strategy stage assesses intellectual property assets based on decisions rendered across a company. Instead of having a narrow vision of the IP assets to be licensed, companies willing to progress to this stage of the pyramid link their IP assets to day-to-day operations. Examples include: Leveraging IP with suppliers to reduce costs or with manufacturing partners to minimize capital expenditures Corporate acquisitions that are based on the benefits to the IP portfolio of the acquiring company and the potential value to be extracted from the portfolio of the company to be acquired VISIONARY STRATEGY The visionary stage is the top level of the pyramid. This stage is attained by very few companies. Unlike the previous stages, which are managed as an IP function, the visionary strategy requires top management to lead the company into the future by visualizing: Future technological trends Potential customer expectations Other forward-looking factors that impact not only the company, but its competitors as well GETTING STARTED WITH IP LIFECYCLE MANAGEMENT The key to starting an IP lifecycle management is to understand where you are today, where you want to be in the future (for example, in 3-to-5 years), and then developing a program to get you there. Step A: Determine the current state of your IP: Identify current IP strategy (if any) Inventory of IP assets Current programs or processes in place Available resources in terms of tools, internal staff, and external experts and consultants Current metrics for evaluating performance Step B: Determine the desired future state of your IP: What do you want to accomplish with your IP in the future? What strategy will produce these results? What IP assets are required to produce these results? After completing steps A and B, you can develop a roadmap to implement appropriate pieces of the IP lifecycle to take you from step A to step B. This includes developing or evolving programs and processes (the pieces of the lifecycle), adjusting resources, and modifying metrics as needed.

7 Some organizations have the resources to move from step A to step B as they develop, roll out, manage, protect, and leverage IP assets of high value and relevance. However, few possess the in-house expertise, time, and resources to conduct the associated technical intelligence, IP protection, and potential patent infringement investigations. It is therefore critical for organizations to find a partner that shares their vision, knows IP lifecycle management from the ground up, and offers a broad portfolio of targeted end-to-end services that are aligned with the organization s core and advanced technology solutions. In fact, selecting the right company to assist your organization with its IP portfolio is critically important. Given the number of choices in the market, selecting the right company can be a difficult task. The following sections describe factors to consider when selecting a company to help manage your IP portfolio. CLIENT-FIRST PHILOSOPHY First and foremost, examine how the IP management company conducts business. Does the company understand your IP, recognize your needs, and put them first? You need a company that is aware of the issues and concerns you face. Look for a company with experience in your industry that is willing to listen to your needs and provide recommendations on creating a complete solution. DEPTH AND BREADTH OF SERVICES AND EXPERTISE Despite how crowded the industry has become, some IP management companies have established themselves more firmly than others. Be sure the company you select will be able to provide you with a broad portfolio of targeted end-to-end services that is aligned with your organization s core and advanced technology solutions, and will span the lifecycle of your IP and your business as your needs evolve and grow. Ask how long the company has been in business, how many clients it serves, and the extent and complexity of its engagements. Just like no two companies are exactly alike, no two IP solutions are exactly alike. The combination of creativity, vision, IP, technologies, processes, applications, and deployments is virtually unlimited. As a result, the company you choose as your IP management partner should have the breadth and depth to serve as your single point of contact in handling your IP management needs. To that end, the company you choose to manage your IP assets should: Offer total end-to-end resources, experience, and vision to suggest perfect-fit solutions for your IP in a Just-in-Time delivery model. Offer a breadth and depth of service capabilities that meets your immediate and long-term needs. Provide cost-effective solutions that take into consideration the right resources and incorporates them at the right time to maximize current and potential IP value, so you can concentrate on your core business. Reduce the risks associated with custom IP development and management work by using a formal methodology that is detailed, comprehensive, repeatable, and thoroughly documented, thereby eliminating surprises and hidden costs, promoting rapid deployment and fast return on investment, and ensuring that what is delivered is what you want. STABILITY IN AN UNSTABLE ENVIRONMENT Financial stability means more in the technology sector than ever before. Since the general shakeout of hightech industries, many organizations have discovered the true costs of dealing with companies that don t have a solid financial base. Be sure you deal with an IP management company that can continue to support you for years ahead. Consider the history and stability of your prospective vendor by asking the following questions. Are they a private company or funded by venture capital? Companies that are private or supported by venture-capitalist investment are not as dependable as public companies. If your privately held or VCsupported vendor runs into trouble, its backers may decide the company is a bad investment and shut him down. You can t afford to do business with a company that can be written off.

8 Who runs the company? Is the shape and direction of your vendor company determined by anonymous investor, or is it run by a board of directors and shareholders who have a stake in the company s direction and success? A company that has a cohesive direction and a deep commitment to the IP services industry will be there for you year after year. Does the company overcome your objections by slashing prices? Being too willing to offer a bargain is a warning sign that a company can t meet all your needs. IP management is such a crucial capability; you can t afford to have anything less than complete security for your intellectual property. An IP management company that cannot fully protect your revenue-generating IP is no bargain, no matter what the price. BUSINESS PROBITY AND INTEGRITY In the realm of technology innovation and intellectual property, confidentiality and integrity in business practices are paramount. The company you choose to handle your IP requirements should have a deep, proven, and respected reputation for technical expertise and experience in intellectual property matters, reinforced by the highest ethical standards in managing sensitive customer relationships and proprietary information. The company should also have formal procedures in place that define assignment management practices and prescribe strict handling methods for proprietary information. CHECKLIST Performing due diligence tailored to the specific goals of your IP requirements can be invaluable when deciding on a company to manage your IP portfolio. The following checklist provides some key considerations when deciding on an IP management company. Can the company provide clear, concise, and actionable go to insight and advice to enable better technology and intellectual property decisions that generate more positive outcomes for your organization? Does the company provide dedicated support in creating and managing IP, including technology innovation, trade secrets and patents to promote market development, technology development, and IP development? Does the company offer best-practice solutions, from information to advocacy, tailored to meet your requirements and complement your internal capabilities? Will the company enable superior technical, marketing, commercial and legal decisionmaking to maximize ROI on your organization s technology/ip portfolio? Will the company augment and accelerate your internal capabilities with extensive technical/ip insight, business intelligence, increased bandwidth, and state-of-the-art technology not internally available to customer? Will the company maximize return on core assets that may not be widely understood or appreciated within your organization by delivering visibility and control to IP assets? Does the company provide advanced reverse engineering capabilities based on specialized tools? Does the company have an unprecedented best practices reputation of integrity and trust that is imbued in its culture, processes, policies, and technologies in its dealings with customers? Does the company address all stages of the IP lifecycle, with point services or full-service solutions enabled by collaborative workflow tools? Does the company offer a flexible customer engagement model, from simple transactions to a one-stop shop, for developing, generating, protecting, and monetizing your IP portfolio?

9 HOW UBM TECHINSIGHTS MEETS CUSTOMER NEEDS AND EXCEEDS CUSTOMER EXPECTATIONS UBM TechInsights is a global professional services firm focused on the technical intelligence and intellectual property needs of companies with commercial interests in technology-related industries. As an organization skilled in the art of technology and lifecycle-based IP management solutions, UBM TechInsights provides actionable insight, advice, and experience to enable your organization to leverage its IP position. OVERVIEW UBM TechInsights IP lifecycle and customerengagement models help companies succeed with advanced technologies through a broad portfolio of targeted end-to-end services that are aligned with your company s core and advanced technology solutions. Our lifecycle model tailors services by IP segment and technology, defining the optimum set of services necessary for customers in a particular IP space to be successful with specific technologies. Our flexible customer-engagement model ranges from simple transactions to one-stop shop, with a comprehensive range of solutions linking product development to IP management that engages organizational resources at all stages of technology. This flexibility allows UBM TechInsights to build an integrated relationship with your company, while delivering the level of service your company needs when it needs it. This synergy, along with our deep technical insight and world-class analytical capabilities, delivers a management skill set that spans all aspects of your IP portfolio, from conception and development to production, monetization, and advocacy/advisory. MARKETING SECTORS AND SERVICES The depth and breadth of our expertise covers a wide swath of diverse sectors and markets. The following list summarizes a few of these key sectors. Electronics and semiconductors Automotive markets Medical devices such as body fat meters, blood pressure monitors, and ingestible diagnostic tools Clean technology such as home energy automation, smart appliances, and battery and battery-control technology Software such as consumer products and similar microprocessor and DSP-based embedded systems Consumer electronics Wired and wireless networking Military/aerospace WHY UBM TECHINSIGHTS? WHY NOW In today s highly competitive global marketplace, companies with commercial interests in technologyrelated industries cannot afford the lost time, productivity, and revenue that occurs when their IP management and deployment plans hit roadblocks. Companies that operate in real-time need an IP management company that also works in real-time across all sectors of the IP lifecycle. At UBM TechInsights, we know that when a vendor touts unparalleled service and support, it has to mean something. The industry is competitive, and it's not good enough to offer vague platitudes and the same promises everyone else is making. For this reason, UBM TechInsights maintains a staff of highly skilled specialists who can augment and accelerate your organization s internal capabilities with extensive technical/ip insight, business intelligence, increased bandwidth, and state-of-the-art technology not internally available to customers. Our staff of over 300 highly experienced engineers, physicists, scientists, and technical specialists are trained in such diverse technologies as:

10 Integrated circuits, modules, board-level products, software and electronic subsystems. Domain experience in memory; wireless, communications, analog, mixed signal, logic, MCU, DSP, and embedded software. Process technologies from CMOS, BiCMOS, Bipolar, SiGe, GaAs, CCDs, LCDs, and Solar. This unparalleled expertise is complemented with state-of-the-art device analysis laboratories and engineering/analyst centers to help with every aspect of your intellectual property needs, from silicon to software to electronic systems and beyond. And as part of United Business Media, LLC, a $1.5B company, UBM TechInsights is bedrock solid, with the financial and technical resources to stay ahead of the curve. MANAGING CONFIDENTIAL AND PROPRIETARY INFORMATION The importance of building solid business relationships not only establishes a reputation as a company of influence, but also effectively moves your ideas, proposals, and initiatives forward. For this reason, integrity and trust permeate our culture, processes, policies, and relationships. To that end, our governing principles clearly recognize the fact that we often deal with our clients most sensitive and valuable information. As a result, we start nearly all assignments by insisting that client work be performed under formal Non-Disclosure Agreements (NDAs). Beginning with the execution of NDAs for clients and employees alike, through detailed training and practices for securing the flow of information between clients and UBM TechInsights staff, extraordinary measures are in place that routinely withstand the scrutiny of our most demanding clients. The underlying principle guiding our treatment of confidential information is that at no time will proprietary knowledge gained through work with a client be used in work with any other client, disclosed to unauthorized employees, or released in the public domain. Formal procedures define UBM TechInsights assignment management practices, prescribing strict handling methods for proprietary information. The movement of client documentation is tracked from initial receipt and maintained with a detailed chain of custody, with documents restricted to employees cleared by clients to access the material. Physical or device samples are treated under the same way, with restrictions on the use of samples and storage of samples in the UBM TechInsights controlled-access vault. In addition, project assignment management practices let us firewall IPR analysts with whom clients have shared proprietary information in the event that we serve other players in the marketplace on different matters. UBM TechInsights also has strict guidelines in place to protect our clients, the target organizations of their IPR campaigns, and UBM TechInsights itself from complications resulting from assignment conflict situations. These guidelines, similar to those associated with legal firms, apply to cases where we are retained to provide IPR consulting or patent brokerage services on behalf of a client. If necessary, potential conflict scenarios are referred to the UBM TechInsights Executive Conflict Committee for specific determination to be made in the best interests of the parties involved. All clients are protected by our comprehensive IPR conflict policy. Clients can negotiate additional contractual agreements to extend this conflict protection. With a conflict policy unsurpassed by any competitor or consulting firm, and tight control of confidential and proprietary information, UBM TechInsights continues to build a reputation for unwavering discretion and integrity in its dealings with clients. It is the strict adherence to these policies that has empowered us to repeatedly serve industry leaders at strategic levels. We encourage all potential clients to request additional information about our governing principles.

11 CONCLUSION IP lifecycle management is a progressive, multidiscipline process designed to enhance revenue and protect your intellectual property assets. Lifecycle strategies are often dynamic due to rapidly changing markets, new competitor products, evolving technologies, and new or changing laws and regulations. These dynamics require companies to constantly reassess new opportunities while continuing to protect their intellectual property to maximize the value of their IP assets and remain competitive. Done properly with the right partner, the IP lifecycle process guides your product, technology, or intellectual property focused strategic planning and IP rights from conception to rollout and beyond, without limiting or impairing. Whether it s identifying areas where additional patent coverage could provide a strategic advantage or reduce risk, evaluating key industry technology developments, researching patents with infringement potential, looking for opportunities to reduce costs, or identifying opportunities for litigation or licensing, our track record of credibility, proven results, and successful clients speaks for itself. When your company needs a dedicated partner that can deliver what you need when you need it, please contact UBM TechInsights: the place to go when your future is on the line. Because a well-structured IP management system is critical for driving products, realizing revenue opportunities, and identifying potential infringement situations, finding the right partner to manage your IP assets is crucial. UBM TechInsights is in the unique position to address all stages of the IP lifecycle, from technology intelligence to IP management and beyond, with point and full-service solutions enabled by collaborative workflow tools and a driving desire to make your company succeed. Flexible customer engagement models and our unique ability to bridge the technology and legal worlds enable us to direct our competencies toward the context of your business, address your current and future requirements, and protect and defend your IP assets in a ruthless and unforgiving marketplace. By approaching IP implementation and management in a holistic manner using the concepts presented in this paper, UBM TechInsights ensures that you are prepared for IP deployment and ready to monitor its progress, proactively manage and troubleshoot issues, validate quality, report on deployment success, control parameters to improve performance, and successfully monetize your IP assets. And as your IP evolves, you will be ready for new challenges in managing performance across your entire IP lifecycle as we help identify opportunities and threats in today s competitive IP landscape. ABOUT UBM TECHINSIGHTS UBM TechInsights is the preeminent firm for the provision of sophisticated information and advice to technology companies. Our foundation of technical expertise and analysis tools, combined with years of experience on all aspects of the IP / Technology Lifecycle allow us to deliver the highest ROI to the client. Our leadership position is sustained by our commitment to the upmost integrity, and the ongoing investment and acquisition of knowledge and capabilities necessary to meet our clients evolving needs. If you need assistance in managing your most complex technology or IP challenges, turn to UBM TechInsights for assured results. Visit