Whether you call it “harvesting intangible assets” or “intellectual property management,” organizations must make the most of everything they have to offer if they want to remain competitive. Yet, the majority of companies are oblivious to the wealth of revenue-producing opportunities hiding just below the strategic surface.
In this thought-provoking book, author Andrew J. Sherman shares insights and expertise gleaned from his work with some of the world’s leading companies who have capitalized on intellectual assets such as patents, trademarks, customer information, software codes, databases, business models, home-grown processes, and employee expertise. Featuring instructive examples from organizations including Proctor & Gamble, IBM, and Google, the book reveals how companies large or small can implement IP-driven growth and licensing strategies, foster a culture of innovation, turn R&D into revenue, and much more.
Smart companies reap what they sow. This book gives readers the tools they need for a profitable harvest.
|Product dimensions:||6.30(w) x 9.00(h) x 1.10(d)|
|Age Range:||18 Years|
About the Author
ANDREW J. SHERMAN is a partner in the Washington, D.C. office of Jones Day and a top-rated Adjunct Professor in the MBA and Executive MBA programs at the University of Maryland. An internationally recognized authority on the legal and strategic aspects of business growth, he is frequently called upon by the media to share his expertise. He has been featured or quoted in The Wall Street Journal, USA Today, The New York Times, BusinessWeek, Fortune, Investor’s Business Daily, Forbes, Entrepreneur, U.S. News & World Report, and other prestigious publications. His approach to leveraging intellectual assets was a cover story for Inc. magazine. He is the author of several books, including Mergers and Acquisitions from A to Z, Raising Capital, and Franchising and Licensing.
Most Helpful Customer Reviews
Attorney and author Andrew J. Sherman approaches business using a simple, attractive metaphor: Businesspeople are farmers – or, at least, they should be. Entrepreneurs and executives should take a long-range, comprehensive approach to their endeavors, and recognize that time and acquired knowledge play large roles in profitability. Sherman overworks his symbolism, threatening to exhaust its soil, but his images of planting, toiling and reaping succeed as reminders of the approach he wants readers to take. getAbstract recommends his counsel to innovators and those managing innovation, and to leaders seeking a unified organizational vision.