The following discussion is an archived debate of the proposed deletion of the article below. Please do not modify it. Subsequent comments should be made on the appropriate discussion page (such as the article's talk page or in a deletion review). No further edits should be made to this page.

The result was keep. Ritchie333 ^{(talk) (cont)} 19:35, 23 July 2017 (UTC) reply

Yet2.com

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corporate spam! Light2021 ( talk) 21:27, 7 July 2017 (UTC) reply

Note: This debate has been included in the list of Companies-related deletion discussions. CAPTAIN RAJU ^(T) 22:31, 7 July 2017 (UTC) reply

• Keep per the significant coverage in multiple independent reliable sources.

1. Renzl, Birgit; Matzler, Kurt; Hinterhuber, Hans, eds. (2005). The Future of Knowledge Management. New York: Palgrave Macmillan. p. 150. ISBN  0-230-37189-2. Retrieved 2017-07-08.
   The book notes:

Yet2.com was founded in 1999 in Cambridge, Massachusetts and in a short period of time it became the biggest worldwide market for patents. Specifically, it has extensive experience in matching demand and supply for intellectual property assets: from patents to complete packages of technology and know-how. The purpose is to allow all parties to maximize the return on their investments. Whether the users are working with a team of their licensing experts or they are using the virtual technology marketplace, Yet2.com offers companies and individuals the tools and expertise to acquire, sell, license and liverage valuable intellectual assets. In 2002 Yet2.com was bought by Schiper Plc, a British company leading in patent-and product-licensing across Europe. With over 800,000 users, in December 2004 Yet2.com represented more than 30 categories, from chemicals to new materials, from electronics to consumer goods. As a technology marketplace, the company is a traditional many-to-many operator, where seekers of specific technologies may find sellers of patents. Sellers can remain anonymous until they have qualified a buyer and they can set restrictions, exercise listings at any time and accept only the introductions they consider adequate. Potential buyers can be supported in their search for a specific technology by services such as the 'Free patent search', which allow users to save, manage and organize their patent search, and 'Consult with an expert', which provides professional consulting and expert witness services from over 10,000 industry experts covering 30,000 areas of science, engineering, regulation and business. Seekers of specific technologies can remain anonymous, but they have to provide some information such as company type, annual revenue, years in business and geographic area of their activity. The TechNeed Challenge periodically highlights TechNeeds that individuals and their organization may be able to meet. A description of the required technology is provided, together with a desired timeframe, the field of use and intended application and the desired outcome. Among the customers that sponsor and use the website are large companies like 3M, AlliedSignal, The Boeing Company, The Dow Chemical Company, DuPont, P&G and other international companies such as Toyota Motors and Bayer.

1. Dodgson, Mark; Gann, David; Salter, Ammon (2005). Think, Play, Do: Technology, Innovation, and Organization. Oxford: Oxford University Press. ISBN  0-19-926808-8. Retrieved 2017-07-08.
   The book notes:

Yet2.com

To further its C&D strategy for patents and licensing, P&G has partnered with Yet2.com, another Internet marketplace for technology. Yet2.com was founded in 1999 by senior managers from Polaroid and Du Pont. Its founding sponsors included P&G, Bayer, Siemens, Dow Chemicals, Caterpillar, and Honeywell. Around 500 companies, including 3M, Microsoft, and Philips, use Yet2.com.
Yet2.com helps 'seller' companies realize the value from their intellectual property and technology and 'buyer' companies find intellectual property and technology to enhance their resources or to fill gaps. It brokers existing technology and intellectual property. Typically, deals are made between large and small companies, whereby large companies sell technology they think has too small a potential market to interest them or buy technologies from smaller firms that do not have the resources to commercialize them. Yet2.com posts functional abstracts about the technology, which are written as plainly as possible and often speculate on applications of the technology that may not currently be on the market. Yet2.com postings include reference to groups of associated patents. Yet2.com charges a $5,000 commission for its introductions. It is already a significant marketplace, with over 800,000 users.
P&G is an extensive user of Yet2.com. In one instance, Yet2.com marketed a technology from its beauty care division to one of its (unnamed) competitors, and the royalties from this were estimated to have paid for P&G's entire investment in Yet2.com

1. Weber, Larry (2011). Everywhere: Comprehensive Digital Business Strategy for the Social Media Era. Hoboken, New Jersey: John Wiley & Sons. p. 172. ISBN  1-118-01629-7. Retrieved 2017-07-08.
   The book notes:

That's where entities like yet2.com come in. Yet2.com helps companies leverage and extract value from their intellectual property through both consulting and an online licensing marketplace, maximizing the return on companies' initial development expenses. (Obviously, their marketplace also assists companies with the inverse: sourcing IP.) Over the past 10 years, yet2.com has completed more than 100 licensing deals on four continents in fields as diverse as biotech and materials. Sony, Panasonic, DuPont, P&G, and a host of other well-known companies have succesfully worked with yet2.com.

1. Harrison, Suzanne S.; Sullivan, Patrick H. (2006). Einstein in the Boardroom: Moving Beyond Intellectual Capital to I-Stuff. Hoboken, New Jersey: John Wiley & Sons. ISBN  0-470-00742-7. Retrieved 2017-07-08.
   The book notes:

In 1999 P&G joined a select group of other Fortune 100 companies as an initial investor in yet2.com. Based in Cambridge, Massachusetts, yet2.com provides intellectual property consultancy and licensing services to world-class international clients. yet2.com and its online marketplace promote technology licensing and transfer. Its clientele consists of over one-fourth of the Fortune 1000. yet2.com draws on its global network of technology leaders in thousands of companies across all industries, to establish productive dialogs quickly. In addition to being an investor, P&G has utilized yet2.com services for both bringing in and taking out technologies. This has resulted in profitable connections that otherwise might not have been made.

1. Malik, Om (2000-02-07). "Technology's clearinghouse: Yet2.com". Forbes. Archived from the original on 2016-03-03. Retrieved 2017-07-08.
   The article notes:

   Why would a scion of one of America’s richest and best-known families even bother with starting a business-to-business electronic commerce company?
   “Pure frustration with the existing processes led me to start this company,” quips Ben DuPont, president and cofounder of Cambridge, Mass.-based Yet2.com, a startup that aims to become the clearing house for technology developed by individual inventors and corporations.
   Yet2.com opened for business today, after operating in stealth mode for more than 12 months. The company has raised almost $24 million in three rounds of financing from the likes of Venrock Capital, Proctor & Gamble pg , DuPont dd and Honeywell hon
   About 12 months ago, Ben DuPont, a 14-year veteran and business development executive with DuPont, was trying to get other corporations to license a hot new polymer technology developed by DuPont. “There was no easy way to do it,” he said.

• Mockery of every AfD. Again the same way of misleading AfD and discussion, unnecessary making it long copy paste job without reading its a routine coverage and nothing else. this way this whole AfD gone wrong as such lengthy way makes it highly confusing, what is the point of all this? On every AfD its been done by Cunard. just go to link and copy and paste it here. Light2021 ( talk) 09:35, 8 July 2017 (UTC) reply
• Delete as clear WP:What Wikipedia is not, WP:Indiscriminate, WP:Deletion policy and WP:Promo given the first one has a clear search for a specific technology by services such as the 'Free patent search', which allow users to save, manage and organize their patent search, and 'Consult with an expert', which provides professional consulting and expert witness services from over 10,000 industry experts covering 30,000 areas of science, engineering, regulation and business. Seekers of specific technologies can remain anonymous, but they have to provide some information such as company type, annual revenue, years in business and geographic area of their activity. or the following Yet2.com helps 'seller' companies realize the value from their intellectual property and technology and 'buyer' companies find intellectual property and technology to enhance their resources or to fill gaps. It brokers existing technology and intellectual property. Typically, deals are made between large and small companies, whereby large companies sell technology they think has too small a potential market to interest them or buy technologies from smaller firms that do not have the resources to commercialize them. (This is a clearly business guidebook), or extract value from their intellectual property through both consulting and an online licensing marketplace, maximizing the return on companies' initial development expenses. or yet2.com draws on its global network of technology leaders in thousands of companies across all industries, to establish productive dialogs quickly. In addition to being an investor, P&G has utilized yet2.com services for both bringing in and taking out technologies. This has resulted in profitable connections that otherwise might not have been made. (Also guidebook) and, the last becomes no better: The company has raised almost $24 million in three rounds of financing from the likes of Venrock Capital, Proctor & Gamble pg , DuPont dd and Honeywell (immediately violates WP:ORGIND and WP:CORP). To actually see the similarities between them all, there would be no doubting the company would involve and clearly supply its own finances (no one else knows it better) thus unable to qualify GNG. To summarize, this was accepted in 2010 before WP:Paid was established and considering the one heavily-involved account highly showed employee-behavior. SwisterTwister talk 17:04, 8 July 2017 (UTC) reply
• Keep Reading what the sources say, this company is clearly notable. WP:GNG is clearly met. Dream Focus 21:16, 8 July 2017 (UTC) reply

• Delete no claim of notability. Power~enwiki ( talk) 01:37, 9 July 2017 (UTC) reply

• The Palgrave MacMillan-published book says, "Yet2.com was founded in 1999 in Cambridge, Massachusetts and in a short period of time it became the biggest worldwide market for patents." This clearly establishes notability.
  Cunard ( talk) 01:12, 10 July 2017 (UTC) reply

• Keep – Meets WP:GNG per coverage in book sources, which includes, but is not limited to: [1], [2], [3], [4], [5], [6], [7]. Concerns with promotional tone can be addressed by copy editing the article. North America ¹⁰⁰⁰ 01:18, 10 July 2017 (UTC) reply
• Comment – All the sources above are guide book and therefore are unacceptable by WP: Wikipedia is not a guidebook and WP:Not webhost, information from the books: "Think, Play, Do: Technology, Innovation, and Organization" is an instant guidebook for the specific field therefore unacceptable for WP:ORGIND since it says "Anything where the material is direct or indirectly involved or by the subject", as is the case with the next: "Everywhere: Comprehensive Digital Business Strategy for the Social Media Era – Put digital business strategy at the center of your business" (instant sign it's an unobjective guide), then also "The Future of Knowledge Management – field of Knowledge Management", then also "Wikinomics: How Mass Collaboration Changes Everything – updated edition of the national bestseller?now with a new introduction and a new chapter" (in fact the first paragraph says A brilliant guide, also "E-Business Management: Integration of Web Technologies with Business Models (this says " a collection of articles" therefore guide), "Einstein in the Boardroom: Moving Beyond Intellectual Capital to I-Stuff" (" Capitalize on Your Company's Intangible Asset" is guide-like), "Intelligent Cities and Globalisation of Innovation Networks" ("combines concepts and theories from the fields of urban development and planning, innovation management, and virtual / intelligent environments" is a guide). Because GNG is clear coverage must not be founded or otherwise based in primary information, it's unacceptable. In terms of depth, if would also be questionable by our policy WP:V. SwisterTwister ( talk • contribs) 02:27, 10 July 2017 (UTC) reply
• As an example, the first source I posted above is a not a guide book at all. Note that the book is actually about: "The book reports in-depth studies from a number of companies and sectors. Major case studies of Proctor and Gamble and Arup Partners are presented. It reports on the use of innovation technology in a range of other companies and organizations, from pharmaceuticals in GSK, to engineering design in Ricardo engineering, and welding in TWI." (See: link). North America ¹⁰⁰⁰ 03:34, 10 July 2017 (UTC) reply
• Actually that same source also contains "Yet2.com helps 'seller' companies realize the value from their intellectual property and thechnology, and 'buyer' companies find intellectual property and technology to enhance their resources or fill gaps" which instantly violates policies WP:Wikipedia is not a how-to and WP:Promo, given it's not only a sales strategy but how they use on clients; there's no instance of that being acceptable here, regardless of whatever information the book itself says, since it wouldn't actually be independent. Sales strategies only belong on company websites, and especially not a guide book that literally "helps" clients. Along with this, I'll actually post 2 other examples from that book: Yet2.com posts functional abstracts about the technology, which are written as plainly as possible and often speculate on application of the technology that may not currently be on market. Yet2.com postings include reference to groups of associated patents. Yet2.com charges $5,000". (violates every single policy including suggestive guidelines such as GNG with that pricing quote}} and then also In one instance, Yet2.com marketed a technology form from its beauty care division to one of its "unnamed" competitors" and the royalties from this were estimated to have paid....for investment in Yet2.com". With these highlighted alone, policies violated are WP:What Wikipedia is not, WP:Indiscriminate, WP:Webhost and WP:Promo. What this suggests is that it's actually in-depth because the company naturally supplied its own information about its own specific finances and trade deals, not because the book itself either guessed it or knew it. When I actually examined this, it's a clear guide because of the fact they're all columnized for each different company and the relevant information about it, that instantly violates policy WP:Wikipedia is not a newspaper, since we're not here to influence the company's publicity. Therefore a label case study never matters if the content weighs are in fact puffery. SwisterTwister talk 03:53, 10 July 2017 (UTC) reply
• Delete & Redirect to Ben duPont, the company founder & CEO. The target article has extensive content on yet2, and in a more NPOV fashion. I agree with the nom and the "Delete" voters that the current article is too spammy and of marginal notability, if any. The page acts as a replacement for the company web site, with content such as:

• yet2.com has six product areas: Tactical Targeted Search, Strategic Dealflow Service, Out-licensing Technology Marketing & Business Development, Patent Transactions, Submissions Portals and Venture Capital!

Etc. No content would be lost via a deletion as the sources currently present in the article are inadequate. There's no need for two Wiki article that discuss essentially the same subject. K.e.coffman ( talk) 02:53, 14 July 2017 (UTC) reply

• A 2005 Palgrave Macmillan–published book says, "Yet2.com was founded in 1999 in Cambridge, Massachusetts and in a short period of time it became the biggest worldwide market for patents."
  The book further says, "Among the customers that sponsor and use the website are large companies like 3M, AlliedSignal, The Boeing Company, The Dow Chemical Company, DuPont, P&G and other international companies such as Toyota Motors and Bayer."
  A 2006 John Wiley & Sons–published book says, "Its clientele consists of over one-fourth of the Fortune 1000."
  A 2011 John Wiley & Sons–published book says, "Over the past 10 years, yet2.com has completed more than 100 licensing deals on four continents in fields as diverse as biotech and materials. Sony, Panasonic, DuPont, P&G, and a host of other well-known companies have succesfully worked with yet2.com."
  This is clearly a very major company that passes Wikipedia:Notability#General notability guideline. Per Wikipedia:Editing policy#Wikipedia is a work in progress: perfection is not required, any NPOV issues in the article can be addressed through normal editing instead of deletion.
  Cunard ( talk) 04:39, 14 July 2017 (UTC) reply

Note: This debate has been included in the list of Websites-related deletion discussions. WCQuidditch ☎ ✎ 19:04, 15 July 2017 (UTC) reply

• Keep, unfortunately; but the sourcing clearly demonstrates a degree of depth and persistence of coverage probably sufficient to suggest notability. Incidentally, I've removed the most blatant advertising from the article; although some of the remaining prose could be tweaked for linguistical tone, it is no longer blatantly promotional. — fortuna velut luna 08:50, 16 July 2017 (UTC) reply
• Delete because all the posted sources are simply firsthand or secondhand promotional announcements, see 1-8 including minor changes as not to sound completely the same, and the ones above aren't different because the highlighted detailed quotes (which I agree with) only make it clear they're from the company, so it's not independent, no matter what the headline, front page or bookcover says. No amount of copyediting or changes helps us remove clearcut promotionalism and the only lasting solution is deletion. Even if an article is still not blatantly promotional, it can still be and it would only be sugarcoating by not acknowledging it. Ⓩⓟⓟⓘⓧ _Talk 17:52, 17 July 2017 (UTC) reply
• Delete. half the article is self-serving quotes from the company. There isn othing here that can't be found equally well on their web site, or searched quickly in a suitable directory, such as google. Google is a directory,but Wikipedia is an encyclopedia. All promotional material should be removed from here; if blatant , via speedy, if essentially promotionalism but not blatant or outrageous, by Prod or AfD. If they are really notable , some highly skilled volunteer like Cunard might be able to write a proper article, but the first step is to remove this one. We need more skilled volunteers in this area, but they should be writing good articles from the sources, not rewriting promotion or -- even worse--defending it here. DGG ( talk ) 05:54, 19 July 2017 (UTC) reply

• I've removed the quotes from the company's founders. The rest of the article is neutral, but feel free to point out anything you consider non-neutral. Wikipedia:Editing policy#Wikipedia is a work in progress: perfection is not required. Cunard ( talk) 06:03, 19 July 2017 (UTC) reply

• Keep In this instance, there are multiple sources listed by Cunard that actually meet the criteria for establishing notability. The article has also been toned down so it isn't unduly promotional. Meets WP:CORPDEPTH and GNG. -- HighKing ⁺⁺ 15:40, 19 July 2017 (UTC) reply
• Keep per Cunard's sources, which indicate that it would meet WP:CORPDEPTH. Issues with content can be fixed by editing/discussion on the talk page. ---- Patar knight - ^chat/ _{contributions} 19:18, 23 July 2017 (UTC) reply

The above discussion is preserved as an archive of the debate. Please do not modify it. Subsequent comments should be made on the appropriate discussion page (such as the article's talk page or in a deletion review). No further edits should be made to this page.