An abbreviated example…

Introduction…
The following is a much abbreviated example of an intangible asset assessment I conducted in Q1, 2006 using extensive open sources and interview with the companies’ (outside) IP counsel. 

The case study company…
The company is headquartered in the U.S. and is the market leader (manufacturer, supplier, sales) of an automotive services product.  The company has multiple U.S. and international manufacturing, sales, training, and distribution sites.  Its annual sales exceed $300 million. 

The assessment revealed…

1. A presumptive reliance (by company executives and IP counsel) on patents as the (a.) sole means of protecting-enforcing proprietary know how rights, and (b.) dominant sources of (company) value.
2. An under-appreciation for the relationships between the companies’ intangible assets and its revenue, value, competitive position, and customer-client goodwill, etc.
3. That key (competitive advantage) know how was intertwined (embedded) with employees, management teams, and business units at various levels, functions, and global locations, absent though, consistent appreciation for (a.) the competitive advantages those intangibles deliver, (b.) the assets’ value, and (c.) the assets’ proprietary elements.
4. A strong, viable, but under-appreciated base of intangible assets consisting of (a.) a proprietary web-based customer/client training system, (b.) trouble-shooting programs and data bases for clients/customers with 24/7 accessibility, (c.) business unit personnel committed to (delivering) rapid turn-around times for customer services, trouble-shooting, product delivery and/or repair, and (d.) an R&D unit collaboratively linked to a university, key customer and supplier for the development of new product prototypes.

1. Elevate (legal) defensibility of designated intangible assets.
2. Respectfully and collaboratively put in place measurable processes/practices to:
   • Sustain control, use, ownership, and monitor value of key intangibles
   • Mitigate potential adverse cascading affects to revenue, value, competitive advantages, and/or strategic positioning should designated risks-threats materialize.
   • Reduce vulnerability to product-service counterfeiting (globally) and aid in distinguishing fakes and/or gray market products entering supply-distribution chain (brand integrity). 
3. Explore licensing opportunities to extend the companies’ core brand and primary/complimentary (intangible) assets.
4. Provide guidance to enhance the stewardship, oversight, management, and monitoring of the companies’ intangibles and IP to maximize, extract, and sustain as much value as possible!