The Tyner Group IP roadmap is a thorough plan that shows the ins-and-outs of the intellectual property strategy and outlines decisions about the direction of IP investment for our digital brand chain.
The map points inventors to the sectors that need innovation and our counsel to areas that need protection. Below is an overview.
The following factors are used in building IP value and monetisation:
Product vision (1-3 years, 3-5 years, 5+ years): These are clear milestones on the specific features of the product which are to be have been developed and launched. In the product vision there are clear timelines for product augmentation, diversification, market penetration and other routes the product may take.
Flexible timeline (by goal, not by duration): For some products, development may be ongoing, so they will be no need to fix a timeline. Work on such projects is subject to availability of funding and the short term and long term release plan is determinant on a per project basis. Investors and partners contribute to the course of the digital brand chain.
Tyner Group products are prioritised on a scale-basis.
Yocto being the smallest and Micro being the largest (in this matrix). This is determined by the amount of resources that have been inputted and the value of the output. The idea is to grow Yocto products to the Micro scale and then eventually to Macro. For clear navigation, we have also organised Tyner Group product by the problem that they focus on. Description of the product assessment criteria, which takes into account the various stages of the product: investment attractiveness (market potential), large scale KPI (profitable exit), medium-term KPI (relative hyper growth), product theme and highlight and goal objectives.
The Tyner Group IP development standards process includes the quantitative and qualitative and current and future captured IP. We are building an enhanced IP digital brand chain, which is at the core of the Tyner Group business. Plateauing the value of each concept, while creating the greatest possible value for shareholders. This is all aligned with specific business goals that eliminates IP that does not support future revenue streams. The rate of production of IP development is a function of the most important value problems to solve for the benefit of the world.
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