IP Management and Watchdog Services

Continuous monitoring of the registers for filings that conflict with yours — a mark deceptively similar to your brand in your class, or an application encroaching on your field. The value is entirely in timing: opposition windows are short, and the difference between acting inside one and discovering the problem two years later is the difference between an opposition and a lawsuit.

Yes, and it is one of the more common reasons people call. The audit works backwards from every name anything might have been filed under — the company, former company names, individual founders — and reconstructs the position from the public registers: what exists, what status it is in, what has lapsed and whether the ownership record still matches reality. You do not need a list to start.

The right lapses. For some rights a restoration or late-payment window exists, usually with a surcharge and sometimes requiring an explanation the Office has to accept — and it is not always granted. Beyond that window it is gone permanently, and anything you built on it is unprotected. This is the single most avoidable way IP is lost, and it is why the calendar matters more than it sounds.

Against a stated basis, which is the part that makes it usable. 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. A valuation that does not disclose its basis and assumptions is not something you could defend to a buyer, an auditor or an investor.

Yes, and it is usually the better route. A licence lets someone else make, use or sell the invention on agreed terms while you keep ownership. It 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.

Moving a technology out of the place it was developed — typically a lab or an institution — and into an organisation that can manufacture and sell it. It usually combines an IP licence or assignment with the know-how needed to actually build the thing, which is why the agreement matters as much as the right. IP BANK India handles the matchmaking and documentation.

Management tells you what you hold and keeps it alive; IP BANK India is what turns the useful parts into revenue. It runs as a brokered service — audit, valuation, then active outreach to specific companies rather than a listing that waits for someone to visit. The platform at ipbankindia.com is currently in beta and does not carry a browsable public inventory, so the outreach is the mechanism, not the site.

Longer than most people expect, and the variable is buyer discovery rather than paperwork. Audit and valuation take weeks. Finding the specific company for whom your right solves a real problem, and getting them to a decision, is a sales cycle — often several months. Anyone promising a fast outcome on a dormant patent is guessing.

Yes, in emphasis. Institutions typically have larger, older portfolios with more scattered ownership records and more inventors who have since left, so the audit and recordal work is heavier. Companies typically have smaller portfolios where the pressing questions are renewal discipline, freedom to operate and diligence readiness. The service is the same; the first three months look different.

Yes, and a large share of what we manage was filed elsewhere. There is no requirement that we filed it, and changing who manages a portfolio does not affect the rights themselves. The audit establishes the position independently from the registers, so you are not relying on the completeness of whatever records came across.

The examination a buyer, investor or acquirer runs over your IP before committing: does the company actually own what it claims, are the rights in force, are renewals current, are assignments from founders, employees and contractors in place, and is there anything third-party standing in the way. It fails far more often on records than on the rights themselves, which is why an audit before a raise is worth considerably more than one after.

Sometimes, and it deserves a deliberate decision rather than a default. A right that blocks a competitor has defensive value even earning nothing. A right that blocks nobody, protects no product you sell and attracts no licensee is a recurring cost with no return. An audit tells you which you are holding — and deciding to abandon something on purpose is a legitimate outcome, not a failure.