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Licensing

 

Product licensing, when done right, can indeed lead to fast new profits for both the Licensee (a marketing or manufacturing company) and the Licensor (an inventor or product developer). By saving the time, energy and expense of research and development, and envisioning new products while shepherding them through the initial stages of realization, licensing allows the manufacturer to acquire innovative items and bring them to market more quickly than otherwise possible. Resources that would have been spent on early stage development are now available to maximize marketing and advertising efforts and to stake out and solidify market share ahead of competitors.

For the product developer, licensing to an established firm greatly compresses the time required to realize a return on investment. By taking advantage of an existing company's marketing clout, manufacturing capability and distribution system, the independent product developer can continue to focus on what he or she does best, i.e. product innovation. The best licensing agreements are therefore, strategic alliances wherein each party contributes its strengths and sidesteps its weaknesses, leading to faster and more certain profits for all concerned.

In many regards, it's quite similar to leasing; wherein a company acquires the right to hold and make use of any asset that will contribute to the company's bottom line. This is sometimes referred to as "technology transfer", "patent licensing" (though many successful licensed products have never been patented) or "intellectual property licensing". The basic arrangement is quite simple. One party, an inventor, patent holder or product development firm, owns and controls the rights to a new, improved or innovative product or invention.

A second party, perhaps a consumer goods company, wishes to add the item to their own product line. The company's assessment is that this new item will be a profitable one for whomever brings it to market. So rather than making the often uncertain investment in developing a new product of equal potential, or risk having a competitor acquire the innovative item and bring it to market, the firm opts to secure rights to the products at its current, advanced stage of development. Licensing is the means by which this is accomplished. Through a formal, contractual arrangement, called a "licensing agreement", the owner of the property (product, invention or innovation), grants to the company the right to manufacture, market and profit from the product or invention. Such arrangements are common. Moreover, while there are great many variations from one agreement to the next, a few principles are generally accepted across the board: Since the company acquiring the rights will ultimately make a far greater dollar investment to manufacture and market the product than the inventor made in developing it, the company will retain the lion's share of any profits generated.

A loose rule-of-thumb states that in addition to an acquisition fee (upfront payment), royalty payments to the developer should equal roughly 25% of profits, which, depending on the specifics of the product, translates to a royalty rate of anywhere from 2% to 20% of invoiced selling price. . The less developed the product, the less royalty the inventor is entitled to, and visa versa. The larger the geographic territory or number of distribution channels included in an agreement, the more royalty the company should pay, and visa versa. .

The best agreements are cooperative, not adversarial. Each party is making a critical contribution. Maintaining a respectful and trusting relationship paves the way for other, equally profitable agreements in the future. . Some companies, once they have successfully worked with a product developer, will actually "order" new inventions from that developer by discussing the parameters of the types of products they would like to acquire. . Such an arrangement essentially provides a low cost R&D department for the company, while providing the inventor with an almost guaranteed outlet for his or her innovations.

Why should a successful company pay a royalty and probably an up-front fee as well, to acquire the "rights" to an unproven product? Good question - simple answer. Because all companies need new products, be they extensions of current product lines or new items targeted to existing markets, to stay competitive and to stay profitable. In many cases, licensing can be the easiest, fastest and least expensive way to acquire these products. "Business has only two basic functions - Marketing and Innovation."

-Peter F. Ducker


Both functions have the express purpose of generating sales, cash flow and ultimately profitability, the final measure of value for the owners of any business declines. While most businesses are fairly good at marketing, far fewer have mastered the intricacies of innovation. The reality is that management's time and efforts are primarily occupied by operational functions. Every business owner or executive knows they need new products, but they seldom find the time to address this all-important issue.

The downsizing and restructuring of American business over the last two decades has left very few small or mid-sized firms with anything resembling a realistic R&D department. So the new products that a company brings to market, are usually the result of either a long and drawn out development process, often punctuated by numerous dead ends and false starts, or are acquired from sources outside the company. The benefits of taking the latter approach, particularly through the utilization of a licensing agreement, can be substantial.

Executives are left to handle that which they do best. The company no longer wastes time and financial resources trying to come up with next year's exciting new product. Instead, the company that lets it be known that they are open to licensing new products, now has at its disposal, the entire universe of independent product developers. Upfront payments for most licensed products are far less than most companies would spend to have even a single employee R&D department. Royalties are no more than revenue sharing - after the sale is made. After all, when a business partner provides an opportunity to generate income that a company would not otherwise have, paying out a small percentage of those revenues to the partner is just smart business.

The major components of a licensing agreement are:

1. The Product Description - describing the product and affirming the Licensor's ownership and right to convey.

2. Grant - wherein the Licensor (inventor/product developer/owner) grants certain rights to the Licensee. The grant typically specifies both the territory (ex. Worldwide, North America, Europe, east of the Mississippi, Florida) and the right granted (to make, to use and/or sell). In some situations, one company may be given a right to manufacture and another given the right to market.

3. Consideration - what upfront monies will be paid and the ongoing royalty rate payable to the Licensor.

4. Term - the length of the agreement, which could be for as little as 3 or 4 years, for the term of the patent, or for as long as the company continues to manufacture and market the product.

5. Warrants and Obligations - defines the ongoing responsibilities and contributions of both Licensor and Licensee.

6. Records - giving the Licensor access to company records, only as they pertain to the agreement.

7. Termination - discusses the conditions under which the agreement may or will be terminated. Any of these standard clauses may be called by a different name or contain other terms not included above. Also, there will likely be numerous additional clauses, covering such things as product quality, minimum royalties, product liability, assignments, severability, jurisdiction, etc.

IMPORTANT 

Licensing agreements are like any other type of business arrangement. There are many ways to accomplish the desired objectives, and everything is subject to negotiation. The key is that successful licensing agreements are predicated on both parties benefiting from the relationship. As long as all concerned proceed in a professional and respectful manner, a well-structured agreement should be easy to administer and profitable for both parties. The advantages of acquiring either a product or a partner to manufacture and market far outweigh any possible drawbacks to going at it alone - especially when your product line needs a fast infusion or innovation, or your invention needs entree to the marketplace.

Many of the most successful products in history, from MonopolyŽ, to GatoradeŽ, to the zip lock plastic bags, were licensed by an inventor for a company that wanted to expand its market share and its profitability. This same synergy can be yours too, just as soon as you secure the right licensing agreement.

Manufacturer Benefits

Speed - cuts product development time significantly and allows a company to acquire new products further along in the normal product development cycle. Savings - transfers the burden and expense of funding and maintaining an in-house product development effort to outside sources. Selection - companies receptive to licensing from independent inventors and product developers will see far more product concepts than they could generate internally.

Inventor Benefits

Money - provides the financial muscle that any new product needs to be manufactured and marketed, a capability the inventor may not otherwise be able to provide. Expertise - connects the inventor with post development expertise, such as packaging, distribution, advertising, etc., critical to the success of the product. Markets - takes the invention to market, the final proving ground, wherein the inventor's concept has a chance to prove its worth and generate the desired and sought after profits for all concerned. A well-structured licensing agreement represents the best in win-win business thinking. For the company or inventor, yet to avail themselves of this unique form of joint venture, it presents a wonderful opportunity to generate revenues that might otherwise not be part of either party's income picture.

 


 

Int'l IP Transfers

The protection of intellectual property (``IP") is not uniform throughout the world, as you might expect. Businesses in third world nations and developing countries, like Brazil, the Asian Tigers, and India, often ignore the existence of patents, copyrights, and other proprietary information, sometimes with the knowledge and even the aid of their governments. Given that the true export of these nations is usually not the actual product being produced and sold (which can be made many other places), but rather the cheap labor used to produce those products, it is not surprising that these nations are uninterested in protecting IP. The developing nations have all of the labor and materials necessary to produce a valuable good at a cheaper price, they simply lack some patent or other exclusionary legal device that is effective in a nation halfway around the world. Enforcement is negligible, if possible at all, and the profits can be enormous. If you were them, would you forbear from producing the product? Probably not. The governments are really not blameworthy either, since their primary interest is to help their own people, and if the only bad result is that some rich industrial nation's businesses end up making less money than they otherwise would, what real harm is there? (Many unemployed and underemployed citizens in the developed nations could probably answer that, but that is another topic entirely.)

Even among the more developed countries and the G-7, there is a high amount of IP infringement and outright theft. Again, the governments involved often do not even bother to mask their support of their ``hometown" malefactors. No nation, including America's own apple pie-fed businesses, can claim purity in the area of IP theft.

Given that any valuable idea that you put into the international marketplace is likely to be stolen, what can you do to limit the losses? The most common method of protecting technology transfers across international borders is a licensing agreement or franchise contract. To enter into such an agreement, the developer or holder of the IP rights in one country must first obtain the legal right to ``own" that same information in another country by filing with the foreign jurisdiction. Of course, this is not as simple as filling out a form, and it almost always requires obtaining local legal help with the foreign nation's IP laws. Once the IP protection is obtained, the holder then licenses the business in the foreign country to use the information or technology in the other country.

The person who is licensing the information to a foreign business needs to be aware that they have lost some measure of control over their IP information at this point. Once you give someone your valuable information, there is the chance that they may give it to to others or simply ignore the licensing agreements terms concerning payment for that information. After all, what are you going to do, sue them? In many parts of the world this would be a laughable threat. So after you give up your valuable IP information to a foreign business, be aware that you have increased the risk of that information being spread to unauthorized parties or used in ways you would not otherwise allow. So spend a fair amount of time and money investigating potential foreign businesses to whom you are considering licensing your IP information.

Patent Protection:

Well over one hundred nations have laws governing what we recognize as patents, so the idea of a patent is one that is widely shared throughout the world. The problem is that not every nation treats patents the same way. Some nations have very strict and established guidelines, such as the U.S., Canada, etc., while others give only nominal protection to patent holders without really providing any protection against infringement.

But most patent laws around the world can be grouped into two basic types. Registration systems require people applying for patents to submit the appropriate documents and fees to the government. The government then issues the patent without any inquiry into whether the patent should be granted. The patent thus granted is then open to challenge by anyone who may infringe upon it later, and the validity of the patent has to be proven before a tribunal who decides whether the patent will be respected by the government.

The second type of patent system is the Inquiry and Examination system, which is like the one the United States currently has. In this system, the business seeking a patent applies to the government from whom the business wants a patent. The government then investigates the state of the art involving the patent application, or a public disclosure of the application is made to allow others to challenge the application. Following this period of investigation or public notice, a patent is either granted or denied based on what was uncovered during the examination period. Once a patent is issued in an Inquiry and Examination system, the courts of that nation usually take it as valid and give it all the legal protections due patents unless it is shown that the patent should not have been issued in the first instance.

There are many agreements between nations concerning reciprocity or mutual recognition of patents, and this may make it easier to obtain a patent in particular countries once one is obtained from your home nation.

The major international agreement concerning the international recognition of patents are the 1970 Patent Cooperation Treaty and the 1883 Convention Union of Paris (which also dealt with trademarks, service marks, trade names, industrial designs, and unfair competition). The European Community has, of course, entered into the EC Patent Convention, under which a single patent is issued and enforceable throughout the EC.

The 1883 Paris agreement gives the basic rules for how the roughly ninety countries who signed the agreement will treat foreigners applying for patents. Under the 1883 agreement, the ``right of national treatment", found in Article 2 of the 1883 agreement, forbids nations from treating foreigners differently than they would treat their own citizens who apply for or own patents. So an American who applies for a patent in France must be treated just as any French applicant would. Similarly, an American who holds a French patent, for whatever it is worth, must be treated by the judicial system just like a French patent holder would. Just as importantly, the 1883 agreement gives patent applicants in their home country ``rights of priority" when filing in another, foreign jurisdiction if the files for a foreign patent within twelve months of filing in its home country. Patent applications in the foreign country are not dependent upon the outcome of their home nation's application. So you could fail to get the American patent but possibly still receive the German and French one. This avoids the need to file a patent in every country at the same time. Of course, you will want to file in all potential markets as soon as possible.

It is important to note, however, that the 1883 Agreement did not alter the rules concerning what is or is not patentable. Those laws are still up the national governments.

The Patent Cooperation Treaty is an agreement designed to reduce the cost of obtaining international patents by implementing more uniform procedures. Rather than submitting an application for each nation, the roughly forty nations which signed the PCT allow inventors or holders of IP to file in certain countries. The patent offices of the United States, Japan, Sweden, the European Patent Office, and Russia are designated as ``International Searching Authorities." An application for a patent in more than one country can be submitted to one of these countries. This triggers a search for any similar devices by the ISA for any previous patents that may cover the relevant area. The ISA then forwards the application along with its search results to any PCT nation where patent protection is sought. Note, however, that each PCT nation still determines whether or not the patent should be granted according to its own laws.

International Patent Licensing:

Licensing is often essential to foreign expansion. Any foreign subsidiary or joint venture will need to have its rights and obligations set out prior to its startup, and a licensing agreement of patent technology is often part of this. Also, licensing patented technology to a foreign firm could avoid the need for relatively large initial outlays in foreign jurisdictions, outlays which may be at risk due to local laws or local political conditions. But licensing still leaves the patent-holder/licensor open to legal risks.

Third-world countries often regulate patent licensing and other forms of intellectual property licensing. Royalty payments may be limited, export restrictions imposed, mandatory grants of technology improvement or other contractual matters are often controlled by foreign law. Clearly, the existence of such laws and their effects must be clearly understood by both the attorneys drafting contracts as well as the businessperson who seeks licensees overseas.

But the third world nations are not the only ones writing laws that seem intent on prying patent rights away from foreign licensors. The European Community's Court of Justice handed down some regulations which have many of the same effects as some third world statutes. The regulations prohibit production restraints, outlaws retail price-fixing by the licensor, forbids the licensor from limiting to whom the licensee can sell, limits a licensor's right to compel licensees to ``grant back" any improvements the licensee makes on the patented product, and preserves a licensee's right to challenge the patent. Moreover, the exclusive licensing agreements, the allocation of ``territory" to licensees, trademark rights, duration of the license, protection of ``know-how" (trade secrets), quality control, and discrimination among licensees are all covered by European Community regulations. Make sure your lawyer is up on all of this before you start talking to that nice German firm interested in marketing your product.

Legal risks are not limited to the regulations directly affecting the licensing of intellectual property. The royalty payments that are due under the marketing contract can be subject to currency exchange regulations, taxation laws, or other regulations which may have the effect of reducing the money which may be taken out of the country by the licensing business.

A license may be combined with a trade agreement where the licensor supplies needed materials or personnel to the foreign licensee. Sometimes such trade agreements are a way to get around limits on royalty payments and other restrictions on the outflow of capital, so again, make sure that your attorney and consultant weave these considerations into your business strategy.

Thank You,

Tony

 

D. Anthony Bright / CEO / Founder
PDCA Holdings, LLC
2765 Michigan Ave Rd
Cleveland TN 37323

Office  # 423-473-1525
Cell Ph # 423-716-5829
FAX      # 423-473-1090

e-mail->tbright@pdcaholdings.com

http://www.pdcaholdings.com/

 

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