IP BANK India · Commercialize
A brokered service — we go and find the buyer
A granted patent earning nothing still costs renewal fees every year. IP BANK India exists to turn dormant rights into transactions — valued properly, matched to a real buyer, and documented so the transfer actually holds.
What you own, and what it does
What it could be worth, and to whom
We go and find the buyer
Negotiated, documented, recorded
IP BANK IndiaThe commercialization pillar of the MYCrave ecosystem
IP BANK India is where a protected right becomes a transaction — valued on a stated basis, matched to a real buyer, and documented so the transfer holds. It is one of three pillars, and the only one concerned with revenue rather than protection.
Protect · Commercialize · Educate. The three marks of the MYCrave ecosystem.
The problem
Not because it has no value. Because nobody ever went looking for the person who would pay for it.
A patent sits on a register. The person who would license it has no reason to ever read that register.
You cannot negotiate a price for something nobody has put a defensible figure against.
An idle grant is a recurring cost with no offsetting revenue. The longer it sits, the worse the arithmetic.
Assignments missing, inventors unrecorded, renewals lapsed. Buyers walk away from this, quietly.
The work
A defensible figure for licensing, fundraising, accounting or a sale — not a number pulled from the air.
Somebody else builds it and you take a royalty. The right you keep; the revenue is new.
Moving a technology out of a lab or an institution and into a company that can manufacture it.
The part that actually decides whether anything happens: finding the specific company that needs this.
Institutional research assessed, protected and taken to the market it was always meant for.
Ownership verified, agreements drafted, assignments recorded so the transfer holds afterwards.
Six steps
Step three is the one that distinguishes a broker from a listing site. We go and find the buyer rather than waiting for one to arrive.
What you own, its legal status, its renewal position and whether the ownership record would survive a buyer’s diligence.
What the right could be worth, on what basis, and to which kind of buyer. The basis matters as much as the number.
Active outreach to companies in the relevant sector. This is work, not a listing — and it is where most commercialisation attempts quietly stop.
Ownership, status, encumbrances and scope confirmed on both sides before anyone negotiates.
Terms, territory, exclusivity, duration and royalties, documented properly rather than agreed in an email.
Assignment or licence executed, recorded against the register, and any ongoing royalty position managed.
Scope
All four rights are transactable. In practice patents and designs move most often, and copyright produces the largest single deals.
Licensed, assigned or used as security. A pending application can be transacted too, at a different risk price.
Frequently licensed to a second manufacturer in another territory — a straightforward, under-used route.
Where the largest single transfer we have handled came from: a Rs. 42 lakh copyright transfer of an Android application.
Assigned, licensed or franchised. Often the most valuable asset a consumer business owns.
Fit
Research that was protected and then sat still. Technology transfer is what it was protected for.
For institutionsA portfolio built for defence that could also be earning — or a right worth more to somebody else than to you.
For businessIf you would rather somebody else built it, licensing is how that happens.
For individualsStart with a portfolio audit — you cannot commercialise what nobody has catalogued.
IP managementThe record
Three real outcomes rather than a promise about the fourth.
An Android application, valued, negotiated and transferred.
Read the caseProtection through to a commercial outcome rather than a certificate in a drawer.
Read the caseInstitutional research put to use outside the institution.
Read the caseScoped rather than packaged, because a valuation on one granted patent and a two-year licensing programme across a portfolio are not comparable pieces of work. Tell us what you hold and what you want out of it, and you will get a written scope and fee basis.
Fees are agreed in writing before work begins. Where a success-based element is appropriate it is set out explicitly alongside the fixed component — never assumed.
One right, or a portfolio that first has to be audited before anything can be sold.
A defensible figure, on a stated basis, is a separate piece of work from finding a buyer.
Missing assignments and lapsed renewals get fixed before a buyer sees them, not after.
One sector in India, or cross-border outreach across several jurisdictions.
Outright assignment, exclusive licence or royalty-bearing terms — each takes different documentation.
Straight answers
Not yet. The platform at ipbankindia.com is in beta and does not currently carry a browsable public inventory of listings. What actually moves IP today is the brokered service described on this page: we audit, value, and then go out and approach specific companies in the relevant sector. That is a deliberate distinction — a listing that nobody visits sells nothing, and we would rather tell you how it really works.
Against a stated basis, which is the part that matters. Depending on the right and the purpose, that can be the cost of creating and protecting it, the income it could reasonably generate under licence, or comparable transactions in the same field. Any valuation that does not say which basis it used, and what it assumed, is not a valuation you could defend to a buyer, an auditor or an investor.
Yes, and for most holders that is the better route. A licence lets somebody else make, use or sell the invention on agreed terms while you keep ownership and continue to hold the right. Licences can be exclusive or non-exclusive, limited by territory, field of use or duration, and can carry royalties or a lump sum. Selling ends your position; licensing monetises it while keeping it.
Longer than people expect, and the variable is buyer discovery rather than paperwork. Audit and valuation move in weeks. Finding the specific company for whom this right solves a real problem, and getting them to a decision, is a sales cycle — often several months, sometimes longer. Anyone promising a fast outcome on a dormant patent is guessing.
Yes. A large share of the portfolios we commercialise were filed elsewhere, sometimes years ago and sometimes by firms no longer involved. The first step is the same either way: a portfolio audit establishing what exists, what its status is, whether renewals are current and whether the ownership record would survive a buyer’s scrutiny. IP management covers that.
Sometimes, and sometimes not — and this is a question worth asking deliberately rather than by default. A right that blocks a competitor has defensive value even if it earns nothing. A right that blocks nobody, protects no product you sell and attracts no licensee is a recurring renewal cost with no return. An audit tells you which of those you are holding, and abandoning a right on purpose is a legitimate decision.
You do, throughout, until an assignment is executed and you have been paid. We act as your representative in valuation, outreach and negotiation. We take no ownership stake in your IP, and any success-based fee element is agreed in writing in advance rather than assumed.
Talk to an IP strategist
Start with what you hold. If the honest answer is that it is not commercialisable in its current state, you will hear that first — along with what would change it.
Not happy with something? We keep a dedicated complaint-handling team, separate from the people delivering your matter. Every complaint gets a reference number and an independent review. Raise a complaint or send feedback.