Trademarks as strategic business assets: beyond legal formalities

Managing IP is part of Legal Benchmarking Limited, 1-2 Paris Gardens, London, SE1 8ND

Copyright © Legal Benchmarking Limited and its affiliated companies 2025

Accessibility | Terms of Use | Privacy Policy | Modern Slavery Statement

Trademarks as strategic business assets: beyond legal formalities

Sponsored by

BC&B logo.png
Map of world with counters on

Arantxa Monroy of BC&B says trademarks do not merely assert a legal right; they underpin reputation, attract investment, and create long-term enterprise value when managed strategically

In professional practice, trademarks are often presented to clients as basic legal safeguards – indispensable, but procedural. Yet for practitioners and experts in intellectual property (IP), the role of a trademark is far more significant: it is an asset class in its own right, capable of shaping market strategy, generating economic value, and influencing investment decisions. Trademarks are not passive legal rights; they are instruments of competitive positioning, capitalisation, and long-term business planning.

Trademarks as intangible assets in corporate strategy

A registered trademark represents an exclusive right, but its legal dimension is only the beginning. Within international accounting standards and corporate valuation practice, trademarks are recognised as intangible assets that can be booked, monetised, and leveraged. Their value is not static; it reflects consumer recognition, market penetration, and the consistency of brand strategy.

For global companies, trademark portfolios are treated as a core element of corporate wealth – frequently recorded on balance sheets in the form of goodwill during M&A. According to Brand Finance’s 2024 Global 500 ranking, intangible assets such as trademarks represent more than one-fifth of corporate value in some industries, illustrating their financial significance. For IP practitioners, this underscores why brand management and protection must be integrated into broader corporate governance rather than treated as a regulatory formality.

Economic accretion and non-depreciation of brand value

Unlike physical assets, trademarks can increase in value indefinitely. A mark that begins as an identifier of origin can, through sustained use and investment, acquire secondary meaning, reputation, and even ‘superbrand’ status. Empirical evidence from Interbrand and Brand Finance valuations consistently shows that a substantial portion of the market capitalisation of companies resides in trademark or IP asset value.

The implication for IP professionals is twofold:

  • Portfolio management requires a long-term perspective – renewal, policing, and licensing strategies must anticipate not only protection but also value appreciation; and

  • Enforcement is intrinsically tied to valuation – dilution, counterfeiting, or inadequate policing erodes intangible worth, directly impacting market share and financial metrics.

Monetisation: licensing, franchising, and collateralisation

A robust trademark is a tradable asset. Beyond enforcement, sophisticated IP strategies focus on exploitation through:

  • Licensing schemes – royalty-based models across various industries, from luxury goods to software, create predictable revenue streams.

  • Franchising – business expansion models are structurally dependent on trademark licensing, with the brand functioning as the franchisor’s principal asset.

  • Collateralisation – in several jurisdictions, trademarks can be pledged as security in financing transactions. Investors and lenders increasingly evaluate trademark portfolios to assess creditworthiness and growth potential.

Competitive leverage and legal exclusivity

Trademarks are not merely identifiers but competitive barriers. The exclusivity conferred by registration underpins market segmentation and shields investments in advertising and brand equity. In contentious practice, the strategic enforcement of these rights – through oppositions, cancellations, and civil or criminal actions – is as much about maintaining distinctiveness as it is about deterring free riders.

Moreover, in emerging markets such as Mexico and Latin America, the use of ® or ™ is not only a legal notice but a reputational tool, signalling legitimacy and discouraging infringement. For companies expanding into these jurisdictions, trademarks also operate as a proxy for formalisation and credibility, which can be decisive in attracting foreign investment. Experts must guide businesses in aligning enforcement mechanisms with market perception to optimise both legal and economic outcomes.

Best practices for maximising trademark value

To position trademarks as assets rather than paperwork, companies – guided by IP experts – should adopt rigorous management practices:

  • Early and defensive filings in multiple jurisdictions, including Madrid Protocol strategies where appropriate;

  • Continuous monitoring through specialised services and digital enforcement, particularly in e-commerce and domain names;

  • Integration with tax and corporate structures, considering transfer pricing, IP holding companies, and licensing models in low-tax jurisdictions;

  • Regular valuation of the portfolio for M&A readiness, financing, or investor relations; and

  • Strategic enforcement not only against counterfeiting but against subtle dilution, lookalikes, and unfair competition.

Conclusion on the role of trademarks

For experts in IP, the trademark is not an isolated legal right but a multidimensional asset that must be actively managed. It underpins reputation, drives revenue, influences financing, and sustains competitive advantage. The true challenge for practitioners is to position trademark law not as a compliance requirement but as a discipline at the intersection of legal strategy, economics, and corporate governance.

A trademark, when understood and managed at this level, ceases to be a formality. It becomes a cornerstone of long-term enterprise value and a decisive factor in global competitiveness.

more from across site and SHARED ros bottom lb

More from across our site

New arrival marks Mewburn Ellis' second partner hire in ten days as firm looks to boost patent litigation and prosecution capabilities
In-house counsel and teams are invited to submit information for the 21st annual Managing IP Awards
The 2025 list of Rising Stars and Corporate Stars, produced by Managing IP’s accreditation title IP STARS, is now available
Eszter Szakács, partner at Danubia in Hungary, discusses women’s progression, workplace flexibility, and how to deal with imposter syndrome
Rob Fewery is a solicitor at Allwyn Entertainment in the UK
Piotr Rafalski is a patent attorney at Qemetica in Poland
Joanna Rodrigues is an IP lawyer at Dassault Systèmes in France
Anshul Mehra is IP counsel at Dana-Farber Cancer Institute in the US
Pilar Cano Serrano is a junior counsel for brand protection at Puma in Germany
Jeremy Towers is a senior IP engineer at Fisher & Paykel Healthcare in New Zealand
Gift this article