MarkCrest Intellectual Property Monetization Since 2004 - NEW Steps Wizard
"since 2004 MarkCrest has strived to become the leader in Intellectual Property Monetization with almost $500 Million in valuations achieved... Maynard L. Dokken"
A worldwide shift from a manufacturing economy to one based on knowledge, has occurred and placed a greater focus on intangible assets or more specifically intellectual property. Intellectual Property or IP includes patents, copyrights, trademarks and trade secrets. IP is now a key component of today's business deals and company valuations.
MarkCrest Intellectual Property Strategic Capital builds on the ceaseless change of new structures, new technologies and new forms of competition drives the financial services sector. Seizing the opportunities afforded by change is critical.
In services businesses, strategic capital generally means people. In the new business world intellectual property creates the highest return on investment, not factories. Improving your return on these assets requires different types of investments, including:
- Identifying required skills and resources
- Establishing knowledge management practices
- Creating social networks where individuals can locate experts
- Accelerating responsiveness to develop agile teams
MarkCrest assist in this balancing act, identifying the needs of different resources with the need to appear as a single cohesive company. Sales coverage and deal structure can become complicated with types of contracts, changes in creation, risk assessment, negotiation and other administration processes involving intellectual property. We handle these details so management and companies can focus on their core business.
With different business models there can be different ways of measuring success. Even when strategic metrics are the same, results are not always comparable. Financial and professional organizations are reshaping their operations and launching new activities. The challenge for business is to seize emerging opportunities while controlling the risks in today's fast-paced ever-evolving world of financial and professional services.
MarkCrest develops programs for these exposures. Identifying management liability, fidelity, fiduciary and various forms of errors and omissions liability, and looking to specific risks associated with intellectual property to build a strategy to manage these risks economically.
MarkCrest builds a funding model to provide the greatest opportunity to access capital market to drive research and development of your intellectual property as well as developing strategies to launch into markets and licensing channels.
MarkCrest can provide a Strategic Capital evaluation, risk model and funding proposal for your financial intellectual property development and market.
Step 1 – Idea | Step 2 – Protect | Step 3 – Plan | Step 4 – Policie | Step 5 – Access | Step 6 – Agreements | Step 7 – Ownership | Step 8 –Audits | Step 9 – Infringement | Step 10 – Document, Diligence, Partnership, Monetization
MarkCrest Intellectual Property Creative Intelligence knows with profitability and competitive pressures mounting, the priority for Companies today is to realize greater business value from their Intellectual Property resources.
MarkCrest focuses on financial intellectual property value propositions and related technologies, products and support services.
Ten years ago only a few companies considered Intellectual Property a crucial element of their business. In the 90's this perspective changed and many companies began to emphasize development of their intellectual property losing sight of their fundamental business. MarkCrest brings a new approach with intelligent infrastructure and resources strategies. Enabling individuals and companies to enable operational models that develop, compete and succeed in the financial services licensing industry.
To extract value from ideas firms must rethink the connection between business and intellectual property. Rather than settle for alignment companies should aim for fusion. They need to look at the relationships between the different parts of their organizations and their future. Define a viable manner to achieve their results and methodically work towards their goals and milestones.
Bringing competitive advantage to companies involves intellectual property. It involves development and research. Yet discretionary dollars are scarce and every investment needs to yield the highest return possible. By fusing business and intellectual property strategies together MarkCrest guides the research and development process through to enable them to meet earnings targets, improve competitive positioning, and establishing a long term platform for growth.
With every challenge comes an opportunity. We have created a Steps Wizard to guide you through the process. It lets you create the path using knowledge gathered from decades of experience.
Step 1 – Idea, Concepts, Proprietary, Marketable, Brand | Step 2 – Protect IP, Trademark, Copyright, Patent | Step 3 – Plan, Filings, Monitor, Opportunities | Step 4 – IP Policies, Compliance, Code, Violations | Step 5 – Access, Trade Secrets, Shielding IP, Mechanisms | Step 6 – Agreements, NDA, Contracts, Disclosure | Step 7 – Ownership, Discoveries, Inventions, Legal Action | Step 8 –Audits, Assets, Competitors, Regulation, Infringement | Step 9 – Infringement, Protocols, Litigation, Costs | Step 10 – Document, Diligence, Partnership, Monetization
MarkCrest Intellectual Property Products & Opportunities focus understands business services success depends on a companies ability to position itself as an indispensable part of the customer's value-creation strategy by providing a valued service and creating more value overall.
MarkCrest has a priority, create value for all parties.
Companies and industries while concerned with meeting customer requirements are naturally organized and focused on their core products. In most financial services companies their services are organized as products. Services businesses are overwhelmingly customer facing. Services businesses are fast paced and human resources intensive. They must operate in an environment that differs greatly from the inwardly facing focus of a traditional product only business.
In the financial services industry profits it is critical that customers purchase value added products. Many companies offer services that no longer differentiate them from their competitors. MarkCrest develops these value-creating services that not only carved out a market in their competitors value chain but also raise the switching costs for those customers. Even services that had no longer provided differentiation can yield products and services differentiation with cross marketing through licensing. Companies can press this positional advantage, making them increasingly indispensable to their customers.
When growth slows many companies focus on their strongest products, cutting costs through process improvement or using successful platforms to expand into adjacent markets. But when traditional growth tactics reach that point of diminishing returns firms frequently turn to services for much needed revenue. A recurring revenue stream with less fixed capital and higher margins are important and attainable. Intellectual property delivers these added value product packages within exiting customer’s business models, enhance not change.
If designed and operated using a MarkCrest business model a new value-add product can work within and add to the business bottom line without significant costs building additional revenue to both sides of the equation.
MarkCrest’s focus is to build, manage and develop these products with its clients to create the value chain for their customers and clients and exploit opportunities on all sides of the equation.