A springboard to global growth
Andrew Cahn, UK Trade & Investment

Innovation: the business of shaping our world
David Golding, Technology Strategy Board

Going global
Jonathan Kestenbaum, NESTA

Diversity is good for innovation
Annette Williams, UKRC for Women in SET

Promoting physics supporting physicists
Institute of Physics

The cost-saving CEO
Taylor Wessing

The BIC network
UK Trade & Investment

Innovation inspires R&D tax relief



Addressing cross sectoral issues
Integrated Products Manufacturing KTN

Research Councils

Meeting the global challenge
Research Councils

The UK?s National Science and Innovation Campuses
Science & Technology Facilities Council

Aerospace & Defence

Enabling technology through innovative approaches
Aerospace & Defence KTN

Defence technologies for civilian applications
Ploughshare Innovations


Securing the future
Intellect Association for Biometrics


Supporting life sciences in the capital
London First

Tackling the threat of electronic crime
Cyber Security KTN


From invention to innovation
Electronics KTN

Grid Computing Now! KTN


A global fusion
UK Atomic Energy Authority

Design for a one planet economy
Giraffe Innovation

Managing carbon in the corporate and public sectors
Greenstone Carbon Management

Towards an energy efficient future
British Electrotechnical and Allied

Manufacturers Association (BEAMA) Home help
Energy Institute


Connecting people and technology
Health Technologies KTN

A centre of excellence for innovative translational research
University of Birmingham

Feeling your way to design success
NHS Institute for Innovation and Improvement

University-industry collaborations
Imperial College London

Lost in translation
Pearson Matthews Innovation Consultants

Location and Timing

Location and Timing KTN
Intelligent Transport Systems

Mapping the route to intelligent transport systems deployment
Innovits KTN

Drive down fleet costs and reduce carbon emissions?
Energy Saving Trust

DRIVENet and sustainable vehicle engineering
Oxford Brookes University


Breaking the mould
Manufacturing Technologies Association

University of Nottingham

An innovative history
Scott Bader

Innovation for tomorrow?s built environment
Modern Built Environment KTN


Innovations in materials deliver value for money
Materials KTN


Nanotechnology in the UK
Nano KTN

Linking technology push with market pull

Running the risks
European Nanotechnology Trade Alliance

Nanofabrication solutions
Kelvin Nanotechnology

Innovative science for global applications
Oxford Instruments

Leading positive change for global industry
The Centre for Process Innovation


Making light work for industry
Photonics KTN


Unlocking the potential of the UK?s sensing community
Sensors & Instruments KTN


Investing in the future
Invest Northern Ireland

Ulster innovation delivering business success
University of Ulster

Focus: Northern Ireland

Belfast ? a city of creativity and innovation
Belfast City Council

A natural centre for innovation
London Development Agency

England?s East Midlands ? an innovative region
East Midlands Development Agency

Making it in Leeds
The City of Leeds

Collaboration in wireless technologies
Wireless Centre of Industrial Collaboration

Industrial Collaboration at the University of Leeds
Engineering Design CIC

One North East

Focus: North West of England

Connectivity, Catchment, Cost
St. Helens

Focus: South West of England

Be part of the equation
West of England Partnership

All change for Hastings
Innovation Centre Hastings

ITI Scotland


Raising the standards
UK Science Park Association

Special focus: collaboration
Edinburgh Science Triangle

Innovation: the key to economic growth
County Durham Development Company

Solutions across boundaries
Norwich Research Park

Partnership provides innovation success
Wolverhampton Science Park


The outsourcing advantage
Business Services Association

Fast start UK
Tenon Outsourcing

Inward investment trends

Divine intervention
British Business Angels Association

Know your rights
Intellectual Property Office

A perfect patent
Beresford & Co

Putting IP at the centre of business strategy
Cambridge Intellectual Property


Science lessons
GovNet Communications

Useful addresses


Intellectual property: cambridge intellectual property ltd

Putting IP at the Centre
of Business Strategy:
Core Uses of Actionable
IP-based Business Intelligence

by Ilian Iliev (CEO, CambridgeIP Ltd)

Previous contributors to the IP section of Innovation UK?s publication have focused on what IP rights are and how companies should go about securing these rights. For technologybased companies, the IP strategy is particularly focused on establishing a strong and defensible patent portfolio which can serve to both defend the company?s technology from unlicensed use, as well as to gain additional revenues through licensing revenues. Getting to such a point is the result of a significant financial and organisational investment by innovative companies: resulting in a tremendous body of explicit and implicit business intelligence that goes to the core of corporate strategy. Exploiting this knowledge can result in higher returns on your IP portfolio. It can also help you extract sophisticated business intelligence insights that can feed into your business development, marketing and even HR functions.

To better understand the increasing strategic uses of IP-based intelligence, CambridgeIP commissioned researchers from Cambridge University to conduct a survey of Corporate R&D and IP managers. We found that evolving uses of IP-based business intelligence go to the heart of a company?s growth strategy. In addition to traditional uses of IP data, our respondents also cited competitor identification and monitoring, pro-active identification of outlicensing and in-licensing opportunities, new markets research, acquisition target filtering, and the building of an investment case to internal and external investors. This is how your competitors, major clients and potential acquirers are using IP data. How do your IP practices match up?

In all likelihood your company does not have the financial resources of a Microsoft or a Boeing. How can you match the major global corporations in the sophistication of your use of IP business intelligence in a cost-effective manner? A key step in that direction is to integrate the latest approaches to cost-effective and on-demand ?actionable IP-based intelligence? in your corporate management?s strategic tool-kit. Advanced analytical techniques such as ?Inventor Network Analysis?, or highly precise and rapid IP Landscapes can reveal a wealth of strategically important information that is of interest to IP managers and other stakeholders in the organisation. Consider the patent-based inventor network map below. The map represents key inventor relationships in a specific industry: the ?reds? are organisations, ?blues? are individual inventors, and size of bubbles represents the number of patents. Past users have found that such maps can help many stakeholders within the organisation. IP managers can identify potential licensing opportunities and who to talk to first. CEOs have used this to identify senior hiring opportunities and potential advisors. CTOs and product managers have used inventor network analyses to identify potential collaboration opportunities, as well as key influencers in a specific technology community.

Your corporate managers can also monitor the development of multiple technology spaces within your industry for new competitors, non-competitive licensing opportunities, as well as emerging trends. This is doable even in a complex field such as the Biosensors industry, which consists of 12 separate technologies.

What about IP valuation? Most companies that have engaged in licensing or investment round negotiations have had to face the treacherous waters of IP valuation. Adopting the broader IP intelligence approach advocated here can help you get the right facts before you decide what valuation technique to use. Within each technology field you can identify the most influential patents and companies: that then provides you with a set of benchmarks for which you can look for market comparables to get a financial value. There are other approaches that may be appropriate, depending on your industry space.

For some of the readers, the prospect of developing the various levels of business intelligence outlined here may seem daunting. For others, it may seem no substitute for in-house deep expertise. In a way both are right. The approach we advocate is a way of capturing and exploiting the in-house expertise, by developing a set of communicable findings that can be disseminated throughout the firm. It can also be a very valuable first step in identifying the most important trends and risks toward which in-house resources should be allocated. It is also a way of allowing your IP counsel to engage systematically with the strategy-formation process of your organisation.

For more information, contact Ilian Iliev on
01223 370 098 or e-mail him via the company?s