Preview Questions Intellectual Property Manager | Role Specific Skill

Question 1: How do you develop an IP strategy that maximizes the value of the IP portfolio in FMCG?

Which action should you take?

Choose only one option

By reducing the IP portfolio to focus only on core assets

By focusing on filing patents without assessing their potential value

By regularly reviewing the IP portfolio, identifying high-value assets, and ensuring that they are actively protected and commercialized

By assuming all IP assets have equal value and not conducting portfolio reviews

Question 2: How do you manage international IP portfolio strategies in FMCG?

Which action should you take?

Choose only one option

By assuming that international IP will be automatically protected without proactive management

By aligning global filings, considering local market dynamics, and ensuring compliance with international IP laws

By focusing only on domestic IP and ignoring international markets

By reducing international filings to focus on key markets

Question 3: How do you assess the competitive landscape for IP in FMCG?

Which action should you take?

Choose only one option

By focusing only on product innovation and ignoring competitor IP

By reducing competitive intelligence efforts to save on resources

By conducting patent searches, monitoring competitor filings, and analyzing industry trends to identify potential IP opportunities or threats

By assuming competitors' IP will not affect the company

Question 4: How do you handle the financial structuring of licensing agreements, including payment schedules and milestones, in FMCG?

Which action should you take?

Choose only one option

By reducing payment terms to make the agreement more straightforward

By focusing only on lump-sum payments without consideration for performance

By assuming that payment milestones will be automatically agreed upon

By setting clear, achievable payment milestones based on specific performance criteria, and ensuring both parties agree on terms

Question 5: How do you evaluate the success of a licensing agreement in FMCG?

Which action should you take?

Choose only one option

By focusing solely on the number of signed agreements without evaluating performance

By measuring only the revenue generated from the licensing deal

By tracking key performance indicators (KPIs) such as revenue generation, market penetration, and long-term strategic value

By reducing evaluation metrics to focus on a few key indicators

Question 6: How do you handle the issue of sublicensing in FMCG licensing agreements?

Which action should you take?

Choose only one option

By focusing solely on the licensee and not monitoring sublicensing activities

By reducing sublicensing clauses to save on legal complexity

By ignoring sublicensing issues and allowing licensees to sublicense freely

By ensuring that sublicensing rights are clearly defined, monitoring sublicenses, and ensuring compliance with the original terms