Companies rush to protect IT breakthroughs


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As companies strive to regain the ground lost to the recession, CEOs are talking a lot about innovation. Some have decreed that a certain percentage of revenue must come from brand-new products and services each year. If CEOs want innovation, then CIOs ought to want patents. Not for internal IT operations inventions, but for unique business methods and other inventions made possible by new technology. The innovation mandate, and the convergence of social media, mobile technology and analytics, has companies running to the patent office, trying to lock in ownership of new ways to do business and interact with customers.

"It's a new gold rush," says John Lanza, a partner at the law firm of Foley and Lardner.

And it's big.

Remember the dotcom boom, when just about anything anyone did on the young World Wide Web--from clicking to chatting to buying a book--was ripe for patenting? Today's race involves more companies in more industries. In the 1990s, it was mainly financial services companies and startups eager to nurture e-commerce. Today's patent push includes rich, established companies in a variety of industries where IT is becoming the business model: healthcare, automotive, retail, insurance, consulting, airlines.

Allstate Insurance, which has more than 100 patents pending, sees patenting as a powerful weapon. For example, the $28 billion company has patents for customizable insurance policies and for picking the best location for its offices, all enabled by IT. Allstate's patent portfolio has doubled in the past three years, a spokesman says. "Patents are invaluable in keeping the company ahead of the competition," he says.

Patents can indeed bestow a sizeable competitive advantage. A company may, of course, incorporate its unique invention into products or services customers have never seen. But even if the invention doesn't make it to market, the patent owner can block others from doing the same thing. "The monopoly granted to you by a patent will help you establish and shape a marketplace," Lanza says.

Who doesn't want in on that? In the past two years, Bank of America has applied for patents for a system to change a person's emotional state and for wearable financial indicators--rings or watches that bring consumers financial data. General Motors found a way to let you text while driving. Humana patented a system for predicting a person's future health based on his medical and pharmacy claims data. Equifax patented technology to monitor a child's budding financial data for identity theft. Wal-Mart invented a system to let you apply for credit cards at the gas pump.

Some of the mobile, social networking and analytics patents granted during this flurry won't withstand challenges by competitors, either in court or at the United States Patent and Trademark Office itself, under new laws that took effect in September. During the previous Web patent rush, courts crackled with lawsuits challenging "business method" patents that covered ways of performing a common task that critics said were too broad to be patented. Then-newcomers Priceline and Expedia, for example, sued each other several times, and Amazon's controversial patent on "1-Click" ordering was challenged and re-examined for years before the patent office confirmed it once and for all in 2010. While some of today's patents may fall, others will hold. That leaves CIOs under pressure to devise defensive and offensive patent strategies to keep and create competitive advantage, says Teresa Lunt, VP and director of the computing science laboratory at Palo Alto Research Center (PARC), a for-profit R&D company owned by Xerox.

"You have to make those land grabs before you're even sure what you're going to do," Lunt says. "If you wait until you're certain of all the business analysis, someone else has grabbed the space."

Why Seek a Patent?

Furthering corporate goals is the number-one reason to patent anything, whether the objectives are financial, strategic or competitive, says Brian LeClaire, CIO and chief service officer at Humana, a $36.8 billion health insurance company. "To remain competitive, intellectual property becomes an important differentiator," LeClaire says.

Among the eight patents Humana won this year are ones for a team fitness game, which is now a product, and one for an online health game, which isn't yet available to customers. Humana's patents for methods of predicting health, which were granted in 2010, took six years to get. The technologies are now used internally as part of services offered to customers.

Exclusive patent rights are good for 20 years from the date of application. On average, it takes the patent office about three years to make a final decision on an application, so the effective life of protection is about 17 years. After that, anyone can use the patented concepts.

Seventeen years may sound like an impressive lead time, but markets can change quickly. Even within the three-year lag while patent examiners decide, a competitive edge may die. Case in point: In 2006, Aetna launched a credit card with Bank of America that financially rewarded Aetna insurance customers when they charged health-related items, including medical treatments. The insurance company and the bank shared some customer data and called the Healthy Living card "innovative." In 2007, Aetna applied for a patent. In 2009, the companies discontinued the card because it violated then-new privacy laws, a spokesman says. In 2010, Aetna finally won the patent.

Applicants can get "expedited" examination--a decision within 12 months of filing--for a fee of $2,400 or $4,800, depending on the size of the company applying. The basic filing fee is $190 or $380.

"You have to make your best guess when filing as to how long you're going to be able to offer the product or service in question," Lanza says. "When circumstances change, companies have to step back and say, 'We guessed we were going to have a fantastic product for many years. We were wrong.'"

However, what seems like a worthless patent today might yet become valuable. Laws could change or a company in a different industry might use a variation of the idea, and the patent owner could license its patent for royalties, says Lunt from PARC.

Plus, you may later develop related technologies or business methods that use the original patented material, LeClaire says. That initial patent might be the seed idea that sprouts a tree with many patented branches, he says. "The original seed might not have ultimate value, but it is the genealogy of a concept that does."

For companies that want to be known as groundbreakers, building a big patent footprint can help. For example, United Parcel Service, regarded as a perpetual innovator, has attained 313 patents in the United States, 69 of them since 2010. The $53.1 billion company recently patented technology to let customers track packages on wireless devices without having to enter the full 18-digit tracking code, and technology to reroute sensitive packages to avoid unacceptable environmental conditions, such as extreme cold or heat.

Patents are integral to UPS's business strategy. As CIO of UPS, Dave Barnes oversees the $1 billion that the company invests in these and other technologies every year. He declines to discuss his patent strategy other than to say, "We are very active in this space and extensively utilize technology innovation to drive our business growth."

Equifax, a $2 billion credit reporting company, hopes to improve its innovation reputation. It has instituted a New Product Innovation index that calls for products launched in the past three years to bring in 10 percent of the revenue at each of the company's five business units every year. Equifax has received nine patents in the past two years, with two more pending.

Its patented technology for detecting theft of children's identities is part of a family plan credit-monitoring product Equifax launched in March.

Patents carry benefits in addition to forming new products to sell. They have financial value as an asset on the balance sheet. They also enhance the corporate brand, maybe even the stock price, Lanza says. "They confer the sense there's value at the company beyond just what's on the table."

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