World Patent Information 36 (2014) 16e21

Contents lists available at ScienceDirect

World Patent Information

journal homepage: www.elsevier.com/locate/worpatin

Internal marketing of the patent information team in the corporate

environment
Margaret M. Rainey*
GlaxoSmithKline Services Unlimited, 980 Great West Road, Brentford, Middlesex TW8 9GS, UK

a b s t r a c t
Keywords: This article is a personal reflection by the author on the need for those patent information professionals
Internal marketing working within large corporations to market themselves within their organisation, and hence increase
Corporate environment
the visibility of the patent information team and demonstrate the strategic value it adds to the orga-
Patent information services
Marketing
nisation. It looks at why such internal marketing is necessary, and suggests some methods of achieving it
Client benefits successfully.
Client services Ó 2013 Elsevier Ltd. All rights reserved.
Risk mitigation
Strategic value

1. Introduction We are not employed as marketeers and we cannot be experts in

This article is not a typical paper in the nature of a definitive or
scientific study of an aspect of patent information practice, but it is
rather a reflection and some thoughts on the necessity of patent
information professionals in the corporate environment learning
and practising some marketing skills. As such, there are fewer ‘facts’
and more opinions than in the normal article. Some may feel that
what is noted herein is merely common sense, but sometimes
common sense needs to be said anyway.
Those of us who work in patent information teams for large
corporations face many challenges; some are similar to those faced
by fellow patent information professionals in IPOs, SMEs or indi-
vidual consultancies, some are unique to our own global corporate
environments. It is in the latter environment that we may partic-
ularly struggle to shine, being ‘lost’ among thousands of employees
in labyrinthine corporate structures, perhaps not even knowing
who our real clients are or should be. My own organisational
structure is such that the patent information team sits within the
Patent Department, which is in turn one part of the Legal Function
in the Corporate Headquarters. Our R&D organisation(s) are sepa-
rate, and remotely located from us round the globe. Even our
own department is on many different sites globally, and not every
site/country has information professionals there on the ground
alongside them, so we have many clients we’ve never actually met.
How can we make ourselves known, and reach out to them?
* Tel.: þ44 (0) 208 047 4453.
E-mail address: margaret.m.rainey@gsk.com.
marketing e we have day jobs to do e but we can at least learn a
few broad principles to apply in our own circumstances to help
promote our teams within and across the company. Whether you
call it ‘marketing’, ‘advocacy’, ‘outreach’ or some other term, the
aim is the same: to increase the visibility of the patent information
team and demonstrate the strategic value we add to our
organisations.
2. Internal marketing e why bother?
As noted above, all corporate structures vary; some patent in-
formation teams are e like my own e part of the Patent Depart-
ment or Legal function, some are part of an overall Information
Services group in R&D, or some other corporate sector. Whatever
structure you work within, your team may well be the sole provider
of patent information services to your organisation as a whole.
Service provision probably encompasses many, if not all, types of
patent searching; patent alerts and watches; current awareness
bulletins; and perhaps even business intelligence or competitor
information based on patents. You may be in the happy position of
holding an internal monopoly of such services, with no competi-
tors. Lucky you! You’ve got it made! Haven’t you? So why would
you need to bother spending time and effort marketing your team
and its services to the very clients who have nowhere else to turn?
Well, are you sure that all those clients (and potential clients)
are actually aware of you? Do they know you exist? Do they care? If
the answer to those questions is “no”, then at a very basic level, you
are missing out. It may be on trivial things like social invitations, or
more serious things like educational or professional opportunities,

0172-2190/$ e see front matter Ó 2013 Elsevier Ltd. All rights reserved.
http://dx.doi.org/10.1016/j.wpi.2013.09.001
 M.M. Rainey / World Patent Information 36 (2014) 16e21
but if people don’t know you’re there, you won’t be included. And if
people don’t know you’re there, they can’t take advantage of all the
great services you can offer them; your team’s true worth is not
appreciated, and its true value to the organisation not demon-
strated. In tough economic times when cutbacks are rife, and we all
know colleagues who have lost their positions, so demonstrating our
value is vital.
We therefore already have several reasons to expend time and
energy in marketing our teams. We might indeed hold a monopoly,
but regardless:
 We still need to be trusted partners of our clients
We should be more than just the people that our clients have to
turn to, we should be the people they want to turn to. They should
not just be our clients, they should be our fans, even our ‘groupies’,
and give us their active support and trust in our partnership. We
need that, against the potential for the company ‘bean counters’ to
want to cut back or outsource our work e happy partners can be
good allies!
 We still need to have management support
Support of immediate and more senior managers is necessary
for career development and progression within a large
organisation.
 We still need to get professional recognition
In particular for those patent information teams who are
embedded within the Patent Department, it can be a struggle to be
seen as anything more than ‘just another support function’. We
need to be recognised in our own right as the skilled professionals
we are, and marketing ourselves as such can help.
 We still need to counter perceptions that everything can be
found via Google, and anyone can do it
We’ve all been there: “I can find everything on Google, why do I
need you?” The challenge for us is to show what we can do that’s
better than Google or other search engines, and sell that message
loud and clear.
 We still need to demonstrate how patent information adds
strategic value to our organisation
This is perhaps the most vital point. In a world drowning in
Information Overload, we need to make it clear to our organisations
that we are skilled professional providers and interpreters of highly
valuable patent information, which is crucial to organisational
goals and strategies. Without patents, our companies cannot profit
from their R&D, cannot get a return on investment, cannot ulti-
mately survive. We help mitigate those risks; not everyone
(including sometimes ourselves!) realises this fact. It’s something
we should be making known to clients, managers, and everyone
with whom we interact e patent information teams add strategic
value to the organisation, and provide a great ROI (return on in-
vestment) on their existence.
3. Internal marketing: what is it?
So, we see the need to market our team within the corporation.
What does that actually mean? What is internal marketing in our
context? I would argue that as much as anything, internal mar-
keting is a mind-set; probably a whole new mind-set to most of us.
17
3.1. The marketing mind-set
Once you start to think seriously about marketing your team,
sooner or later you realise that it is not a one-off activity, not
something you do in the last ten minutes of the day to tick a box, or
get it over with. It is, or needs to become, an ongoing process, and
an integral part of all your planning. Marketing has to be something
that becomes second nature to you, and that you are prepared to do
at every opportunity, even if just in the classic ‘elevator pitch’. It has
to be about your clients and their needs, targeted specifically at
them, and driven by the benefits you can provide them, pitched to
them in their own language.
If you think of the stereotypical ‘salesman’, you probably
envisage someone extrovert, someone proactive (if not pushy),
someone who gets ‘in your face’ and won’t take no for an answer. If
you think of the stereotypical patent information professional or
‘librarian’, you probably envisage someone more reserved, if not
introvert, someone who operates in a reactive service, who tends to
quietly get on with the job and not blow their own trumpet too
much. Stereotypes may not always hold true for every individual of
course, but they get to become stereotypes by having at least some
degree of truth about them, so how do we turn introvert patent
information professionals into more extrovert marketeers?
Well, it’s not going to happen for everyone; people are who they
are. Not everyone is going to be willing or able to stand in a spot-
light and sell the team’s abilities. Adopting a marketing mind-set
will for some, require moving out of their personal comfort zone
to some degree, but
“.results of current research emphasize the idea that librarians
should be exposed to marketing concepts in order to understand
the significance of marketing and its implications for libraries’
survival in the 21st century.
There is no doubt that there is a need to encourage librarians of all
branches of the profession to market their services in order to
maintain their central position as information providers despite e
and within e the new technologies.” [2]
Substitute ‘patent information professional’ for librarian in that
quote, and it applies just as directly. It may be a shift in mind-set,
but in the jungle of the corporate environment in a tough econ-
omy, it’s one worth adopting for our own survival.
3.2. What internal marketing can do for us
Adopting and acting on the mind-set of marketing our team and
services brings benefits to both us and our clients:
 We get to know better who our clients are (or might be) and
what they need from us (or might need)
 We can plan targeted services to meet those needs and provide
added value
 We get to communicate effectively the benefits of our services
 We ensure clients are motivated to use those services and make
the most of them
 We demonstrate the difference we make to the organisation and
the impact we have on it
We begin to make better known the ‘worth’ of the patent in-
formation team, and why we are an invaluable resource.
4. How exactly do you go about internal marketing?
This is one of those areas where one size does not fit all, and you
need to vary your tactics to suit your audience, but there’s no doubt
18 M.M. Rainey / World Patent Information 36 (2014) 16e21
it’s vital to Have A Plan. A useful example of planning for marketing
a Library service (and by extension, an Information service) is
provided in a ‘7 step toolkit’ from the University of Sunderland [5]:
 Establish where you want to go e strategic direction & priorities
 Identify your service offerings
 Identify, segment and describe your clients
 Define a strategic, targeted service for each segment, to meet
identified needs
 Transform your services into benefits for those client segments
 Translate these benefits into targeted messages for each
segment
 Communicate your key messages and sell your services
The overall aim is to know clearly where you want your team/
service to go (Towards greater visibility? Greater influence? More
strategic impact?), who your clients/potential clients are and what
they need, how you can target services to meet those needs, and
communicate the benefits of using your service.
4.1. Define clients
Before you can start marketing your team, you have to know
who you’re talking to. Who constitutes your client base? It may be
wider than you think. You have immediate clients, be they patent
attorneys, bench scientists or engineers, the people to whom you
provide the first-instance search reports and current awareness.
You also have indirect clients e managers who may not use your
service themselves, but manage those who do- and they hear about
you. Senior managers in your own department or wider function
may be clients indirectly. Would all/any of those managers support
you in career development aims, or against the threat of cutback?
Do they even know you exist? End users in further parts of the
organisation may also be clients at a remove e working with those
with whom you partner more directly. Are they aware of you? Do
they hear good things? You need to figure out who actually uses
your services, who might if you publicised them better, and who’s
not aware of you yet, then you can begin to think about what
benefits you could provide these groups and how to tailor services
to their needs.
4.2. Define the benefits
You can lead a client to water, but you also have to persuade him
to drink. You can tell clients and prospective clients what you do,
but you have to achieve that in a manner that makes them actively
want to use your service. The benefit of doing so needs to be very
apparent; you need to clearly articulate
 The difference you can make
 Why they should be part of that
 Why the ‘price’ is worth it (even if that price is just the lack of
freedom of choice in service provider)
 Why you can do it better than ‘the competition’ (i.e. anyone else
internal or external)
The benefits are what’s in it for them, what will make their life
easier. People are naturally most focused on themselves, and
engaged by what is relevant to them, so market it by making it all
about them.
4.3. Sell the messages
When you’ve decided what you need to communicate, there are
various ways to sell the messages. This article cannot cover the
entire field of marketing strategies, but a few simple principles and
practices are useful.
4.3.1. AIDA principle
AIDA (Fig. 1) is an acronym used in marketing and advertising
that describes a common progression of events which may occur
when a consumer engages with an advertisement, or in this case, a
client engages with the messages about your service benefits.
The crucial first step is to grab the attention (A); without that,
nothing else can be communicated. You have then to engender a
further degree of interest (I) in what you offer. That interest needs
to develop into a desire (D) to take advantage of what’s offered, and
finally, an action (A) has to be taken to make use of the service. You
can offer the best services in the world, but they have no point if
clients don’t actively use them!
4.3.2. Attention e getting it and keeping it
Tactics for this fundamental initial step will again vary,
depending on the medium of communication being employed. For
face-to-face encounters, getting the attention of someone can
perhaps best be done by saying something a little unexpected, and
therefore ‘exciting’. A little humour is a useful tactic; when asked
“What do you do?” is it more engaging to respond “I’m a patent
information professional” (and then have to spend half an hour
explaining what that actually means.), or to respond humorously
“Well, I’m the company’s secret weapon”? Which would provoke
you to want to know a bit more? Someone you’ve never met before
asks what your team does; how about “We’re the ninjas of the
Information world”! Really? And then you have their attention, and
the opportunity to expand upon that contact and sell your team’s
abilities. If you’re not comfortable being ‘off the wall’ in this
manner, then just being enthusiastic about what you do is also very
engaging. What do you do? “I have a really great job, I get to help
people like you make better strategic decisions, and together we
make a big impact on protecting the company’s IP.”
As you’ll see, we can’t afford to be too hung up on job titles; they
mean little or nothing to those outside our own profession. Talk
rather about the outcome of what we do e the difference we can
make.
“What do you do?”
 “I help people find and use patent information to benefit [my
company]”
 “I reduce the company’s risk through better understanding of
the patent landscape”
 “I enable our clients to work more strategically, and make
smarter decisions”
Fig. 1. AIDA e summary of service engagement progression.
 M.M. Rainey / World Patent Information 36 (2014) 16e21
Any of these is a great response, which side-steps the job-title
issue, and shows the clear benefit of employing people like us.
Talking about ‘why’, rather than ‘how’ or ‘what’ is also better:
compare these examples e does the ‘what’ or the ‘why’ sound like a
better sell?
 What e I provide evaluated reports and current awareness
 WHY e I enable better decisions
 What e I search patent information
 WHY e I make critical information known to those who need it
for strategic decision-making
 What e I search online databases
 WHY e I bring insight and analysis from external sources to
benefit internal decision-making
You might dismiss this as just ‘spin’, but spin does not always
have to have a negative connotation. None of the ‘why’ statements
above is a lie (it goes without saying e don’t actually lie!), and they
come across as much more dynamic and proactive than the dry,
factual statements, however attached we as information pro-
fessionals may be to hard facts! Keeping the attention of your
audience relies upon keeping them engaged and interested; don’t
be afraid to spin the facts in a more entertaining manner.
4.3.3. Elevator pitch
You’re probably aware of the concept of the elevator pitch. You
get into a lift/elevator, and in beside you steps the new attorney/
manager/CEO, who introduces herself and asks who you are and
what you do. You have only until the elevator reaches her floor to
respond, so you need to be prepared and concise. You have perhaps
just enough time to grab her attention (as above) and follow up
with two sentences, in order to make an impact. Turn those couple
of sentences into a little story; don’t waste time on details, just go
for the positive outcome e the difference you or your team made. If
you can relate the story to that person’s own experience, it will
make a more memorable impact, so tailor your story to your
audience. For example, to a new attorney:
“You know what it’s like to find yourself at the European Patent
Office in the midst of a litigation proceedings, and realise you
left that one, critical prior art reference on the plane? Well, we
can respond urgently and get another electronic copy to you in
minutes, so that you can still win the day.”
Followed up as you leave the elevator by “... and we do a load of
other great things . come and see me when you’ve settled in.” Your
own organisation and services will provide all the great stories you
need, just learn to recognise and sell them when the occasion arises.
4.3.4. Not just elevators e use every opportunity e promote that
value added mindset
You don’t need to be in an elevator to sell! Every client inter-
action is an opportunity. Teaching is also selling. The phrase “did
you know.?” is very useful. Someone shows you something they
found on Google Patents; that’s great, but “did you know”.
 . “we have better databases than Google?”
 .”we can find that for you more quickly?”
 .”we can teach you how to use that tool better?”
Every time you interact with and help a client, you’re selling a
value-added mindset, that your team can do things nobody else
can. Take full advantage of your relationship with them, and Don’t
Just Tell .. Sell!! Grab their attention, point out what’s in it for
them, give a nice dynamic pitch and focus on the positive outcome,
not the ‘tedious’ details.
19
4.4. Other ideas
Once you’ve decided to market, what are the useful methods
and tools?
4.4.1. Branding e useful, if you can
Having a brand/identity for your team is essential. If you’re
going to sell a product or service, it needs to be instantly recog-
nisable and associated with you. Branding is of course a whole
profession in its own right, and none of us will be experts, but
perhaps we have colleagues in other parts of our Intellectual
Property departments who are, and can assist. Even if not, the ba-
sics may be sought on the web, or through a search of book/journal
sources e e.g.
“A brand is a name, term, sign, symbol, design, or combination of
these which is used to identify the goods or services of one seller or
group of sellers and to differentiate them from those of competi-
tors” [7]
A successful brand
“.is dependent on customer perception; perception is influenced
by the added-value characteristics of the product; and the added
value characteristics need to be sustainable.” [4]
In other words, your brand is a shorthand for your unique value
proposition, that which differentiates you from, and lifts you above,
the competition. It should be instantly identifiable, and used on all
your communications, whether these be search reports, emails,
presentations, blogs, newsletters, etc. You may be constrained
within your organisation as to the degree to which you can achieve
this e i.e. company templates are enforced e but wherever
possible, make your communications your own by amending these
as far as permitted.
4.4.2. Freebies
Everyone loves a freebie. We all come back from conferences
and meetings with handfuls of pens, mouse mats, post-it note pads,
and so on, all splashed with the logo of the vendor handing them
out. Free advertising for them, so why not for you? If you have a
budget, consider having some kind of freebie with your own logo to
hand out to clients, so that each time they use it, they are reminded
of your services.
Even if you do not have a budget for such, there are still things
you can do. Are there internal systems or end user tools your clients
use? How about a quick reference card of the most common
commands for them e handy size, laminated, and with your logo/
contact details prominent? How about a ‘user tip of the month’ in
your email signatures, changing each month or each quarter? Little
or no cost to you, but invaluable in keeping your profile high, and
your clients informed.
4.4.3. Capture achievements, publicise them
Your team does great things e capture what they are, and use
them in your ‘sales pitch’. Keeping overall metrics of the workload
is a necessity, to show the range and quantity of services you are
providing, and how that may change over time. Beyond that, spe-
cific achievements of note are worth advertising; did you
contribute something especially valuable to a client’s project, or
have you had a piece of glowing client feedback you should share
more widely? Do you keep a log of your achievements? No? Then
how do you list them at the end of year review or have them at your
fingertips for that elevator pitch? You may not like to ‘brag’, but
honest reporting of honest achievement is not a crime. Make sure
you circulate a ‘monthly highlight’ of a significant achievement to
your client base. If you have a newsletter, use it to let your clients
20 M.M. Rainey / World Patent Information 36 (2014) 16e21
and potential clients know just what you’ve done well, and what
you might do for them. If you don’t have a newsletter e why not?
You’re missing a golden opportunity!
5. Caveat
Of course, if you sell your team really well, then the big caveat is
that you’re likely to end up generating extra work e the penalties of
success! Under current economic conditions, where there may be a
headcount freeze in your organisation, this is not necessarily good
news; you end up having to work both harder and smarter to
deliver the expected service levels, so be aware that there’s a bal-
ance. Take care not to over-sell then under-deliver; balance the
expectations of your clients with what you can actually achieve,
given your resources. Manage their expectations realistically, and if
anything, under-sell then over-deliver e always guaranteed to
impress, and turn passive clients into active fans and ‘groupies’!
6. What does success look like?
How do you know you’re winning? Tangible measures are
difficult to produce (other than perhaps, extra work!), but in the
end, you should see some differences in attitudes from your clients.
Increased awareness of who you are and what you do, should raise
your profile. In my organisation, we once had the experience of
having a departmental survey, where the role choices were ‘At-
torney, Paralegal, Admin, Other’. Where was the choice of ‘Infor-
mation Professional’? Conspicuous by its absence. When you notice
you’re only an ‘Other’, it’s a clear sign you need to get out there and
raise your profile! So we did.
It’s an ongoing process, and is not a formal part of performance
objectives for the team, although perhaps it should be e one for our
future discussion! Some are naturally better at it than others, but
everyone is encouraged to remember to ‘sell’ at every opportunity,
even if it only takes the form of speaking up more at departmental
meetings to point out what we might contribute. As a result, we’re
now actively seeking opportunities to contribute in a range of areas
that we might not have considered before, so there’s an added
benefit to us of personal and professional development along the
way. We’ve also achieved more name recognition than before in
departmental news items on the intranet, where those who make
valuable contributions are ‘mentioned in dispatches’; and two team
members were recognised by performance awards recently,
nominated by their client group, which can only happen when they
know and value you.
So when people don’t know who you are or what you do, being
left out of surveys is not your only worry; you’re likely to be missing
out on other opportunities, educational and social, and you are
unlikely to have much influence within your department or orga-
nisation. Marketing yourselves successfully should mean that you
become visible, memorable, included (even if it’s only in those
social invitations that you didn’t previously receive), and perhaps
even become the recipients of those internal performance awards,
recognising your contributions. Done really well, you may trans-
form your group from ‘those quiet people in the corner who do
searching’, into ‘our valued partners and fellow professionals,
whose work we really respect and rely on’.
7. Conclusions
Actively marketing your team internally within your corporate
environment may not be something you’ve ever given much
thought to, but I hope that when you stop to think about it, the
advantages become clear. It’s a process that needs to be a day-to-
day part of your activities, probably requiring a change in
mindset of the staff involved, and it may not be easy for some of
them; nonetheless, all should be encouraged to participate in the
marketing activities as much as they can, raising not only the
team’s, but their own, professional profile within your organisation.
In a world where patent information is ever-more available to
all, and the general consensus is that Google can find everything,
we as a profession need to demonstrate clearly both our profes-
sionalism, and the strategic value we can add to our companies by
being part of them. For the former, the wider-world activities of our
profession in striving towards a global system of Certification of
patent searchers is to be applauded, and the reasons why it is
necessary have been explained in this journal by previous authors.
[1,6] The recent mock examinations are a further step along the
path to a professional certification, demonstrating our specialist
knowledge and abilities [3]. However, at a day-to-day level, within
our own corporate environments where it’s easy to be lost among
thousands of employees, it’s also up to all of us to demonstrate that
knowledge and professionalism in our daily work, and e not least e
to make sure that we are recognised for the value we add, and the
impact we can have. If you don’t want to be consigned to the realms
of being ‘just another support function’, it’s time to step up, and
market yourselves.
Acknowledgements
This article has been developed from a tutorial presentation by
the author at the International Patent information Conference &
Exposition, IPIConfEx, in 2012 & 2013.
Acknowledgement is also made to Mary Ellen Bates’ “Librarian
of Fortune” Blog and articles, which sparked many of the thought
processes culminating in the above presentation, and thus this
article.
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1
These were useful additional sources noted by the author.
 M.M. Rainey / World Patent Information 36 (2014) 16e21 21

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