Dismissed (close) A party that obtains rights under a licensing agreement. 7.1 In order to encourage Stanford to enter into this agreement, Google undertakes to do everything reasonably in its power to continue the development, manufacture and sale or leasing of licensed products and to carefully develop markets for the products granted. Stanford may convert the licenses of paragraphs 3.1 and 3.3 to not exclusively if GOOGLE does not meet the following conditions: License (close) An authorization to use an IP right within a defined time frame, context, market line or territory. There are important distinctions between exclusive and non-exclusive licenses. An exclusive license is “exclusive” for a defined area, i.e. the license may not be the only license granted for a particular IP asset, as there may be many possible fields and areas of use that may also be subject to an exclusive license. By granting an exclusive license, the licensee promises that it will not grant other licences to the same rights in the same area or field that falls under the exclusive license. The IP rights holder may also grant any number of non-exclusive licences covering rights to a defined extent. A patent license is a transfer of rights that is not limited to a patent assignment. A brand or service mark can only be validly granted if the licensee controls the nature and quality of the services the licensee sells under the licensee brand. According to copyright, an exclusive licensee holds a particular copyright, and can sue for infringement of the licence fee.
There is never more than one copyright on a work, regardless of the owner`s exclusive license for various rights to different people. The Office of Technology Licensing at Stanford University has a series of blockbuster successes to its name, from DNA genes to Cisco, Yahoo! and Sun Microsystems. Since its inception in 1970, it has received $594 million in cumulative gross licenses. No wonder the university is considered the world leader in technology transfer. Despite external circumstances, one of the key features of Stanford`s success was clearly the willingness of its leaders to think long and hard about how best to implement and execute the university`s licensing operations.