Ocean Tomo team management sought to transform the company into a leading mediator in intellectual property. Despite the increasingly important role on the world market, IP was known, long-term assets - it is difficult to estimate, it is difficult to trade, and often not the owners. CEO Jim Malackowski and his colleagues hoped to capitalize on this inefficient design and operation of innovative markets for intellectual property. After a successful live auction IP in spring 2008 (62% of the 85 lots offered were sold for a total of $ 19.6 million), Ocean Tomo had to decide which of the five business areas to emphasize. Indeed, since its inception, Ocean Tomo has been designed as a "one stop shop" for IP-based services, with five interrelated businesses. Which of these services are the largest market opportunity for Ocean Tomo? How a company should allocate its limited resources (he did not seek external funding yet) in order to get the most impact for the future? "Hide
by Andrew Haji, Peter A. Coles, Alison Berkley Wagonfeld Source: Harvard Business School 22 pages. Publication Date: September 5, 2008. Prod. #: 709404-PDF-ENG
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