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Case History #1:  An ENT medical device company discovered that over half of its patenting efforts were spent in areas that were virtually useless to the company.  As a result, they changed their IP decision making process and refocused their IP efforts by determining to file patents only on those inventions shown to be useful to their business.

 

Case History #2:  A manufacturer and distributor of connectors for electrical wiring identified over a thousand products sold by their biggest competitor that were no longer covered by patents.  With this information, this manufacturer/distributor was able to identify the most desirable of their competitor's no-longer-covered-by-patent products, legally copy them and add them to their portfolio of products thereby tripling their product offerings.

 

Case History #3:  A powered surgical instrument company:

Identified where their competitors were spending their design efforts on new products long before those products came on the market.

Although their products are fundamentally different from their competitors’ products, without any additional R&D efforts they broadened their patent filings to cover not only their own products but to block their competitors’ product development as well.

 

Case History #4:  An implantable drug pump company:

Identified a large medical device company’s intrusion into their market several years before it actually happened giving them time to prepare to meet this competitive challenge.

Identified where its competitors were vulnerable.  Without spending any additional R&D dollars, they were able to obtain patents that made it difficult if not impossible for a particular competitor to expand its business.  As a result, the competitor sold out to the company and ceased to be a competitor.

 

Case History #5:  An electrical nerve stimulation company:

Developed an idea and project evaluation tool that allowed them to objectively evaluate, compare and rank the many candidates vying for their limited R&D dollars.  As a result of using this tool, very different projects, “apples and oranges”, are evaluated in a way that the company has confidence is aligned with their business interests.  In addition, specific information about each candidate’s strengths and weaknesses have been used on each candidate to strengthen and turn each candidate into a more valuable project. 

As part of analyzing its IP Strategy, it determined what was of value to the company and decided it would be strategically useful to increase its patent filings in such areas.  Also, it resolved to broaden every initial idea to its maximum patent scope.  As a result, it increased its total patent filings by 300% with confidence that its filings would result in broad patents of the type of patent and in the areas that would produce the maximum benefit for the business, all without increasing R&D expenditures. 

 

Copyright © 2005 Sirius Strategic
Last modified: February 12, 2007