Defensive Intangible Asset
A defensive intangible asset is a type of asset that a company owns and maintains primarily to prevent its competitors from using it, rather than for its own direct use. These assets can include things like intellectual property rights (patents, trademarks, copyrights), unused brand names, domain names, or any other non-physical assets that have value.
The strategic value of these assets comes from their ability to block competitors from entering certain markets or using certain technologies, brand names, or other valuable business elements. Even if the company owning these assets doesn’t actively use them, by simply owning them, they can prevent others from doing so, hence the term “defensive.
For example, a technology company might purchase a patent for a specific technology not because it plans to develop that technology, but to prevent its competitors from doing so. Similarly, a company might purchase and hold an array of domain names related to its business to prevent competitors or others from using those domains.
It’s important to note that the accounting treatment of defensive intangible assets can be complex, and their valuation can be subjective, depending on the perceived potential of the asset to generate future economic benefits.
Example of a Defensive Intangible Asset
Imagine that TechCorp is a large technology company in a highly competitive market. One of their main competitors, InnovateInc, has been working on a new technology that could potentially disrupt the market and negatively impact TechCorp’s business.
TechCorp learns that InnovateInc has not yet patented this technology. So, TechCorp swiftly moves forward and files a patent application for a similar technology, even though they don’t currently have plans to develop this technology themselves. The patent is granted to TechCorp.
In this case, the patent is a defensive intangible asset for TechCorp. They primarily acquired it to prevent InnovateInc from patenting and developing the technology, which could have posed a significant threat to their market position. By owning the patent, TechCorp can block their competitor from using the technology, thus defending their own business.
This strategy, while potentially effective in the short term, might not always be sustainable or ethical in the long term. It can stifle innovation and competition, and in some jurisdictions, there are laws and regulations to prevent the misuse of intellectual property rights in this way.
