21st Century IP analytics: linking patent data to company data
Global Head of IP Products
Santhosh Metri
Introduction
1. The challenge:
• the issues affecting strategic decision making in intellectual property (IP) industry
2. The solution:
• combining company and patent information – an overview of Bureau van Dijk’s Orbis Intellectual Property
3. Research example:
• superior patent analytics applied to an industry for commercialisation and portfolio management
4. Other examples of research
2
The challenge1
Internal pressures
Difficult decisions
External factors
Major IP industry issues
• Alignment between IP and business strategy
• IP Filings: volume versus value
• Annuities & Portfolio pruning
• Big data
• Patent trolls
• Complex ownership structures
• Resource limitations
• IP commercialization
• Innovation leadership
The solution2
6
Traditional analysis –
patent data
Company analysis –
company data
Superior patent analytics
7
Combining company and patent information for intellectual property management and strategy
Combining patent and company information: key data
8
Corporate
ownership
• True owner
of patents
• Patents filed
by local
offices
• Patents
linked to
beneficial
owner
Industry
sectors
• Industry
sector data
for analytics
• White / grey
space
Financial
information
• Startups and
competitors
• Companies
by turnover
and number
of employees
Patent
valuations
• Market value
of inventions
• True value of
patents in the
portfolio
Patent and
M&A
transactions
• Innovation
focus
• Historical
transaction
data
• M&A
transactions
monitoring
Explore technology partners
9
Source: Bureau van Dijk’s Orbis Intellectual Property.
Academics1 413
Corporates13 600
Financial institutes
1 590
Government204
Inventors2 600
Number of other patents holders in the company’s technology area
IP Solution (IP & Associated Data)Patent Ownership Tracking
Patent Transactions – Deal Classification (1/2)Orbis Intellectual Property: Transaction deal types1. Research & Innovation Partnership: If any innovation institute or University transfers IP to another entity
these transactions can be classified into this category
2. Corporate Acquisition: If the acquisition is between two practicing entities (any firm other than universities, banks, investment funds, law groups, NPE’s)
3. Non Practicing Entities: For any transaction involving an NPE entity as an acquirer would be classified into this category
4. Assignment as Collateral : If the name of the acquirer involves an entity type as bank/ funding agency – the deals are then classified into this category
5. Release of Collateral: If the name of the vendor involves an entity type as bank/ funding agency – such deals are to be classified into this category
6. M&A: Patents were transferred as part of an M&A deal
7. Intra-company: Patent transfers between entities falling under the same GUO for tax/legal reasons
8. Government: Assets of interest to government will be acquired/reassigned to government agencies for security
11
Transactions – Completed v/s Announced
12
Source: Bureau van Dijk’s Orbis Intellectual Property and analysis.
Research example3
Companies with and without IP
14
Source: Bureau van Dijk’s Orbis Intellectual Property and analysis.
More than 99% of the
entities within the telco
space operate without
any IP in their portfolio
Patent value distribution
15
Source: Bureau van Dijk’s Orbis Intellectual Property and analysis.
Enabling overview of value distribution as opposed to volumes
IP value versus turnover
16
Source: Bureau van Dijk’s Orbis Intellectual Property and analysis.
0
50
100
150
200
250
2011 2012 2013 2014 2015 2016 2017
Turnover Average portfolio value
million USD
A company
with strong
patent
portfolio
but
declining
financials
Transactions
17
Source: Bureau van Dijk’s Orbis Intellectual Property and analysis.
Number of other patents holders in the company’s technology area
70748, Completed22703,
Announced
37356, Rumoured
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Transaction distribution
Corporate Collateral Academics Others
Commercialisation opportunities
18
Source: Bureau van Dijk’s Orbis Intellectual Property.
0 2 000 4 000 6 000 8 000 10 000 12 000 14 000 16 000
Small
Medium
Large
Very large
With IP Without IP
Number of organisations active in the company’s technology areas,
by size and IP status
The company satisfies at least
one of the conditions:
Very large Large Medium Small
Operating revenue ≥ USD 130 million ≥ USD 13 million ≥ USD 1.3 million Not included in
the other
categories Total assets ≥ USD 260 million ≥ USD 26 million ≥ USD 2.6 million
Employees ≥ 1,000 ≥ 150 ≥ 15
Other listed not very large not very large or large
About the company
• Country: Singapore
• Activity: telecom equipment manufacturer
• Date of incorporation: 31 December 1983
• Listed on the Singapore Exchange
• Market cap on 21 June 2018: USD 313 million
• Turnover for 2017: USD 69.9 million, but decreasing
• Net income for 2017: USD -22.9 million
• Ownership: 16 subsidiaries
• Mature IP portfolio
Source: Bureau van Dijk’s Orbis Intellectual Property and research.
19
IP dashboard
Source: Bureau van Dijk’s Orbis Intellectual Property.
20
Portfolio value trend and focus areas
21
Note: WIPO, WO – World Intellectual Property Organization.
US – USA, CN – China, SG – Singapore, GB – United Kingdom. Source: Bureau van Dijk’s Orbis Intellectual Property.
Patent value trends
22
Patent 1
Patent 2
Source: Bureau van Dijk’s Orbis Intellectual Property.
Benchmarking against peers
23
Source: Bureau van Dijk’s Orbis Intellectual Property.
The company’s innovation strength
Patent transaction activity
24
Source: Bureau van Dijk’s Orbis Intellectual Property.
Other examples of research4
Other examples of research
• Get a corporate group view of patents
• Use patent and M&A transactions and patent portfolio valuations to identify trends in innovation and technology
• Conduct opportunity analysis (white / grey space)
• Identify top acquirers, investors and sellers based on intellectual property and M&A data
• Find M&A targets that are highly innovative startup’s and SMEs
• Locate collaboration partners including academics, technology transfer units and innovative organizations
• Assess a company’s innovation capability, priorities, portfolio strengths and weaknesses, positioning and patterns
over time
Q&A5
Thank you6