Patent Management: Protecting Intellectual Property and Innovation
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cham
Springer International Publishing AG
2020
|
| Schriftenreihe: | Management for Professionals Ser
|
| Schlagworte: | |
| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (275 Seiten) |
| ISBN: | 9783030590093 |
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| 505 | 8 | |a Intro -- Preface -- Endorsements -- Contents -- About the Authors -- 1: Fundamentals of Intellectual Property Rights -- 1.1 Creating Value by Generating Innovation -- Globalization of Competition -- Explosion of Technical Knowledge -- Technological Fusion -- Decentralization of Knowledge -- Increase in the Cost of Innovation -- Innovations in Business Models -- Shorter Innovation Cycles and Faster Diffusion -- 1.2 Capturing Value by Protecting Innovation -- Patents and the Economy -- Patents Leverage Competitive Advantage -- Strategic Management of Patents -- Generation -- Valuation -- Exploitation -- Creation of Competitive Advantages -- Strategy -- Processes -- Methods -- Structure -- Culture -- Competitive Advantages -- Capture of Competitive Advantages -- Industry Specifics -- Resources -- Product Specifics -- Technological Maturity -- Country Specifics -- Aligning with Products, Technologies, Services, and Business Models -- 1.3 Types of Intellectual Property Rights -- Patents -- What Is a Patent? -- Prior Art -- Patents Are Exclusionary Rights -- Supplementary Protection Certificates for Pharmaceuticals (SPCs) -- Utility Models -- Design Patents -- Legal Dispute About Design: Apple versus Samsung -- Topography -- Plant Breeders' Rights (PBRs)/Plant Variety Rights (PVRs) -- Trademarks and Similar Rights -- Trademarks: Some Special Cases -- Domain Names -- Trade Dress -- Copyrights -- Copyright Law -- Trade Secrets -- References -- 2: Protection Strategies -- 2.1 Patent Strategies in General -- Strategy -- Preconditions for a Patent Strategy -- Patent Strategy -- 2.2 Offensive and Defensive Patent Strategies -- Offensive Patent Strategies -- Defensive Patent Strategies -- Offensive/Defensive Patent Strategies -- The 10 Patent Management Principles of Geberit -- 2.3 Core Dimensions of Patent Strategies -- Goal 1: Ensuring Freedom-to-Operate | |
| 505 | 8 | |a Develop Products Outside Reach of Third Parties -- Defending Against Infringement Action -- Design Access -- Licensing-In -- Licensing at Google -- Cross-Licensing -- Patent License Exchange Between SAP and Microsoft -- Opposition and Invalidation Actions -- Goal 2: Differentiation by Applying Own Intellectual Property -- Goal 3: Multiplier Effect Through Licensing Revenues -- Case Study: Julius Blum GmbH -- 2.4 Cost of Patents -- Cost-Benefit-Ratio -- 2.5 Complementary Strategies to Patenting -- Defensive Publication -- Loss of Novelty -- ''Guerilla Strategy'' for Freedom-to-Operate -- Secrecy -- Speed -- Designed Complexity -- Complexity -- Alternative Techniques of Value Appropriation -- References -- 3: Evaluating and Valuing Patents -- Key Components of Patent Strategies -- 3.1 Evaluating Patents -- Monovariate Patent Evaluation -- Patent Evaluation at Eastman Kodak -- Patent Evaluation at Schindler -- Bibliometric Patent Quality -- Bivariate Patent Evaluation -- Market Value of the Patent -- Legal Value of the Patent -- Trivariate Patent Evaluation -- Relative Patent Position -- Technological Attractiveness -- Technological Significance -- Evaluation of Patents -- 3.2 Valuing Patents -- Cost-Oriented Procedures -- (1) Historical Costs -- (2) Reproduction Costs -- Advantages and Disadvantages of Cost-Oriented Procedures -- Application of Cost-Oriented Procedures -- Market-Oriented Procedures -- (3) Market Price on Active Market -- (4) Analogy Methods -- (5) Equity Value/Econometric -- Pros and Cons of Market-Oriented Procedures -- Income-Oriented Procedures -- (6) Direct Cash Flow Forecast -- (7) Licensing Price Analogy -- (8) Additional Profit Method -- (9) Residual Value Method -- Identification of the Value-Determining Parameter -- Pros and Cons of Income-Oriented Procedures -- Further Methods of Patent Valuation -- (10) 25%-Rule | |
| 505 | 8 | |a (11) Profit Share -- (12) Technology Factor -- (13) Real Options Method -- (14) Decision-Tree Analysis -- (15) Monte Carlo Method -- Valuation of Patents -- 3.3 Managing the Patent Portfolio -- Step 1: Vision and Mission -- Step 2: Challenges for the Company -- Customer/Market -- Competitors -- Substitution Technologies -- Step 3: Technology Portfolio -- Observe -- Prototype -- Invest -- Optimize -- Divest -- Step 4: Patent Portfolio -- Explore -- Explore Checklist -- Build -- Build Checklist -- Secure -- Secure Checklist -- Optimize -- Optimize Checklist -- Consolidate -- Consolidate Checklist -- Step 5: Measures -- Case Study: Patent Portfolio Management at Daimler -- Managing the Patent Portfolio -- Checklist for Managing the Patent Portfolio -- References -- 4: Successful Practices in Commercializing Patents -- 4.1 Licensing -- Licensing Master: Qualcomm -- 4.2 Cross-Licensing -- Cross-Licensing: Siemens and Microsoft -- 4.3 Sale -- A Market for IP: IPXI -- 4.4 Strategic Alliance -- Strategic Alliance: IBM and Philips -- 4.5 Spin-Off and Call-Back -- Spin-Off: F. Hoffmann-La Roche and Actelion -- Call-Back: Novartis and Speedel -- 4.6 Joint Venture -- Joint Venture: Bayer Innovation -- 4.7 Patenting for Access to Finance -- Patenting for Access to Finance: Uber! -- 4.8 Litigation for Value -- Patent Assertion Entity: Acacia Research -- 4.9 Complex Strategies -- BT Exact (British Telecom) -- Make or Buy: Bayer -- 4.10 Commercialization Concepts and Conclusions -- Phase 1: Identification -- Phase 2: Evaluation -- Phase 3: Search -- Phase 4: Transaction -- 10 Factors of Success for Commercializing Patents -- References -- 5: Organizing Patent Management -- 5.1 Governance vs. Service Patent Department -- Factors for Successfully Managing a Patent Department -- 5.2 Costs and Benefits of a Patent Department -- Performance Evaluation | |
| 505 | 8 | |a Complex Patent Department Reshuffle: Infineon Technologies -- Managing Outsourcing -- Managing Quality -- Managing Processes -- 5.3 Core Processes of Patent Management -- Invention Generation Process -- Procedures before Patent Offices -- 5.4 Inventor Culture as a Catalyst -- ''Innovate or Perish'' -- ''Culture Eats Strategy for Breakfast'' -- Seven Dimensions of Innovation Culture -- Three Steps Toward An Innovation Culture Plan -- The St. Gallen Innovation Culture Navigator -- 5.5 Preventing Product Piracy -- Siemens in China -- Legal -- Technology -- Business -- Market -- Human -- References -- 6: Patent Management by Industry -- 6.1 Pharma -- Case: Bristol-Myers Squibb vs. Gilead Sciences -- Take-Aways Pharma -- 6.2 Chemistry -- Case: Covestro -- Take-Aways Covestro -- 6.3 Crop Science -- Research Despite Patents Possible -- After the So-Called Broccoli/Tomato Rulings on Breeding Methods for Plants -- Case: Monsanto Canada -- Technology Protection -- Why Does Bayer Enforce Its Patents? -- Take-Aways Crop Science -- 6.4 Life Sciences -- Case: Prionics -- Defending One's Intellectual Property as a Small Life Science Company -- Take-Aways Life Sciences -- 6.5 Consumer Goods -- Case: Nespresso, the Game Changer -- Case: Henkel -- Take-Aways Henkel -- 6.6 Machinery -- Case: Patent Management Processes at Schindler and Inventio -- Invention Process -- Portfolio Management -- Invention and Patent Database -- Organization -- Cooperation and Licensing -- Take-Aways Schindler/Inventio -- 6.7 Electronics and Electrical Equipment -- Case: Patent Management at ABB -- Patent Generation Strategy -- Patent Generation Processes -- Organizing Patent Generation -- Evaluating Patents -- Low Voltage Products -- High Voltage Products -- Patent Commercialization -- Take-Aways ABB -- Case: Philips vs. Google -- Take-Aways Electronics -- 6.8 Automotive | |
| 505 | 8 | |a RandD Cooperation with Suppliers -- Case: Tesla, the Pacemaker -- Leapfrogging by Declaring Commons -- ''All Our Patent Are Belong to You'' -- The Why -- Case: Avanci-Traditional Automotive Players Under Attack -- Take-Aways Automotive -- 6.9 Information and Communications Technology -- From GSM to UMTS Standard to 5G -- The Smartphone Patent Wars -- Case: Apple vs. Samsung -- Dealing with the Anti-commons -- Take-Aways Information and Communications Technology -- 6.10 Computer Science -- Case: Microsoft -- Eolas vs. Microsoft -- Take-Aways Computer Science -- 6.11 Financial Services and Fintech -- Case: MasterCard -- Take-Aways Financial Services -- 6.12 Transport and Logistics -- Case: FedEx and United Parcel Service (UPS) -- Enlarging Logistics to Cloud Computing: Amazon -- Take-Aways Transport and Logistics -- 6.13 Start-Ups and SMEs -- Practical Tips for Patent Management in Start-Ups and SMEs -- References -- 7: Patent Management in New Technology Environments -- 7.1 Biotechnology -- Examples of Patentable Biotechnological Inventions -- Examples of Non-patentable Biotechnological Inventions -- Biotechnological Inventions and Patents -- Biotechnology Patents at the EPO -- Respecting Traditional Knowledge -- Ethics -- Animals and Human Genes -- Patenting of the First Mammal in the USA -- Different Views in the USA, Europe, and Japan -- CRISPR-Cas9 Patent Dispute -- Interference Proceeding -- Take-Aways CRISPR-Cas9 -- 7.2 Nanotechnology -- Practice of the European Patent Office (EPO) -- Basic Requirements for European Patent Applications -- Example Novelty -- Example Inventive Step -- Example Disclosure -- Take Aways Nanotechnology Patent Applications -- 7.3 Industry 4.0 and Internet of Things -- Industrial IoT Innovation Is Taking Off -- Top 4IR Applicants Active in Different Industries -- The Fourth Industrial Revolution | |
| 505 | 8 | |a 7.4 Software and Business Methods | |
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Datensatz im Suchindex
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| author | Gassmann, Oliver |
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| author_variant | o g og |
| building | Verbundindex |
| bvnumber | BV048224588 |
| classification_rvk | QP 215 ZG 9183 |
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| contents | Intro -- Preface -- Endorsements -- Contents -- About the Authors -- 1: Fundamentals of Intellectual Property Rights -- 1.1 Creating Value by Generating Innovation -- Globalization of Competition -- Explosion of Technical Knowledge -- Technological Fusion -- Decentralization of Knowledge -- Increase in the Cost of Innovation -- Innovations in Business Models -- Shorter Innovation Cycles and Faster Diffusion -- 1.2 Capturing Value by Protecting Innovation -- Patents and the Economy -- Patents Leverage Competitive Advantage -- Strategic Management of Patents -- Generation -- Valuation -- Exploitation -- Creation of Competitive Advantages -- Strategy -- Processes -- Methods -- Structure -- Culture -- Competitive Advantages -- Capture of Competitive Advantages -- Industry Specifics -- Resources -- Product Specifics -- Technological Maturity -- Country Specifics -- Aligning with Products, Technologies, Services, and Business Models -- 1.3 Types of Intellectual Property Rights -- Patents -- What Is a Patent? -- Prior Art -- Patents Are Exclusionary Rights -- Supplementary Protection Certificates for Pharmaceuticals (SPCs) -- Utility Models -- Design Patents -- Legal Dispute About Design: Apple versus Samsung -- Topography -- Plant Breeders' Rights (PBRs)/Plant Variety Rights (PVRs) -- Trademarks and Similar Rights -- Trademarks: Some Special Cases -- Domain Names -- Trade Dress -- Copyrights -- Copyright Law -- Trade Secrets -- References -- 2: Protection Strategies -- 2.1 Patent Strategies in General -- Strategy -- Preconditions for a Patent Strategy -- Patent Strategy -- 2.2 Offensive and Defensive Patent Strategies -- Offensive Patent Strategies -- Defensive Patent Strategies -- Offensive/Defensive Patent Strategies -- The 10 Patent Management Principles of Geberit -- 2.3 Core Dimensions of Patent Strategies -- Goal 1: Ensuring Freedom-to-Operate Develop Products Outside Reach of Third Parties -- Defending Against Infringement Action -- Design Access -- Licensing-In -- Licensing at Google -- Cross-Licensing -- Patent License Exchange Between SAP and Microsoft -- Opposition and Invalidation Actions -- Goal 2: Differentiation by Applying Own Intellectual Property -- Goal 3: Multiplier Effect Through Licensing Revenues -- Case Study: Julius Blum GmbH -- 2.4 Cost of Patents -- Cost-Benefit-Ratio -- 2.5 Complementary Strategies to Patenting -- Defensive Publication -- Loss of Novelty -- ''Guerilla Strategy'' for Freedom-to-Operate -- Secrecy -- Speed -- Designed Complexity -- Complexity -- Alternative Techniques of Value Appropriation -- References -- 3: Evaluating and Valuing Patents -- Key Components of Patent Strategies -- 3.1 Evaluating Patents -- Monovariate Patent Evaluation -- Patent Evaluation at Eastman Kodak -- Patent Evaluation at Schindler -- Bibliometric Patent Quality -- Bivariate Patent Evaluation -- Market Value of the Patent -- Legal Value of the Patent -- Trivariate Patent Evaluation -- Relative Patent Position -- Technological Attractiveness -- Technological Significance -- Evaluation of Patents -- 3.2 Valuing Patents -- Cost-Oriented Procedures -- (1) Historical Costs -- (2) Reproduction Costs -- Advantages and Disadvantages of Cost-Oriented Procedures -- Application of Cost-Oriented Procedures -- Market-Oriented Procedures -- (3) Market Price on Active Market -- (4) Analogy Methods -- (5) Equity Value/Econometric -- Pros and Cons of Market-Oriented Procedures -- Income-Oriented Procedures -- (6) Direct Cash Flow Forecast -- (7) Licensing Price Analogy -- (8) Additional Profit Method -- (9) Residual Value Method -- Identification of the Value-Determining Parameter -- Pros and Cons of Income-Oriented Procedures -- Further Methods of Patent Valuation -- (10) 25%-Rule (11) Profit Share -- (12) Technology Factor -- (13) Real Options Method -- (14) Decision-Tree Analysis -- (15) Monte Carlo Method -- Valuation of Patents -- 3.3 Managing the Patent Portfolio -- Step 1: Vision and Mission -- Step 2: Challenges for the Company -- Customer/Market -- Competitors -- Substitution Technologies -- Step 3: Technology Portfolio -- Observe -- Prototype -- Invest -- Optimize -- Divest -- Step 4: Patent Portfolio -- Explore -- Explore Checklist -- Build -- Build Checklist -- Secure -- Secure Checklist -- Optimize -- Optimize Checklist -- Consolidate -- Consolidate Checklist -- Step 5: Measures -- Case Study: Patent Portfolio Management at Daimler -- Managing the Patent Portfolio -- Checklist for Managing the Patent Portfolio -- References -- 4: Successful Practices in Commercializing Patents -- 4.1 Licensing -- Licensing Master: Qualcomm -- 4.2 Cross-Licensing -- Cross-Licensing: Siemens and Microsoft -- 4.3 Sale -- A Market for IP: IPXI -- 4.4 Strategic Alliance -- Strategic Alliance: IBM and Philips -- 4.5 Spin-Off and Call-Back -- Spin-Off: F. Hoffmann-La Roche and Actelion -- Call-Back: Novartis and Speedel -- 4.6 Joint Venture -- Joint Venture: Bayer Innovation -- 4.7 Patenting for Access to Finance -- Patenting for Access to Finance: Uber! -- 4.8 Litigation for Value -- Patent Assertion Entity: Acacia Research -- 4.9 Complex Strategies -- BT Exact (British Telecom) -- Make or Buy: Bayer -- 4.10 Commercialization Concepts and Conclusions -- Phase 1: Identification -- Phase 2: Evaluation -- Phase 3: Search -- Phase 4: Transaction -- 10 Factors of Success for Commercializing Patents -- References -- 5: Organizing Patent Management -- 5.1 Governance vs. Service Patent Department -- Factors for Successfully Managing a Patent Department -- 5.2 Costs and Benefits of a Patent Department -- Performance Evaluation Complex Patent Department Reshuffle: Infineon Technologies -- Managing Outsourcing -- Managing Quality -- Managing Processes -- 5.3 Core Processes of Patent Management -- Invention Generation Process -- Procedures before Patent Offices -- 5.4 Inventor Culture as a Catalyst -- ''Innovate or Perish'' -- ''Culture Eats Strategy for Breakfast'' -- Seven Dimensions of Innovation Culture -- Three Steps Toward An Innovation Culture Plan -- The St. Gallen Innovation Culture Navigator -- 5.5 Preventing Product Piracy -- Siemens in China -- Legal -- Technology -- Business -- Market -- Human -- References -- 6: Patent Management by Industry -- 6.1 Pharma -- Case: Bristol-Myers Squibb vs. Gilead Sciences -- Take-Aways Pharma -- 6.2 Chemistry -- Case: Covestro -- Take-Aways Covestro -- 6.3 Crop Science -- Research Despite Patents Possible -- After the So-Called Broccoli/Tomato Rulings on Breeding Methods for Plants -- Case: Monsanto Canada -- Technology Protection -- Why Does Bayer Enforce Its Patents? -- Take-Aways Crop Science -- 6.4 Life Sciences -- Case: Prionics -- Defending One's Intellectual Property as a Small Life Science Company -- Take-Aways Life Sciences -- 6.5 Consumer Goods -- Case: Nespresso, the Game Changer -- Case: Henkel -- Take-Aways Henkel -- 6.6 Machinery -- Case: Patent Management Processes at Schindler and Inventio -- Invention Process -- Portfolio Management -- Invention and Patent Database -- Organization -- Cooperation and Licensing -- Take-Aways Schindler/Inventio -- 6.7 Electronics and Electrical Equipment -- Case: Patent Management at ABB -- Patent Generation Strategy -- Patent Generation Processes -- Organizing Patent Generation -- Evaluating Patents -- Low Voltage Products -- High Voltage Products -- Patent Commercialization -- Take-Aways ABB -- Case: Philips vs. Google -- Take-Aways Electronics -- 6.8 Automotive RandD Cooperation with Suppliers -- Case: Tesla, the Pacemaker -- Leapfrogging by Declaring Commons -- ''All Our Patent Are Belong to You'' -- The Why -- Case: Avanci-Traditional Automotive Players Under Attack -- Take-Aways Automotive -- 6.9 Information and Communications Technology -- From GSM to UMTS Standard to 5G -- The Smartphone Patent Wars -- Case: Apple vs. Samsung -- Dealing with the Anti-commons -- Take-Aways Information and Communications Technology -- 6.10 Computer Science -- Case: Microsoft -- Eolas vs. Microsoft -- Take-Aways Computer Science -- 6.11 Financial Services and Fintech -- Case: MasterCard -- Take-Aways Financial Services -- 6.12 Transport and Logistics -- Case: FedEx and United Parcel Service (UPS) -- Enlarging Logistics to Cloud Computing: Amazon -- Take-Aways Transport and Logistics -- 6.13 Start-Ups and SMEs -- Practical Tips for Patent Management in Start-Ups and SMEs -- References -- 7: Patent Management in New Technology Environments -- 7.1 Biotechnology -- Examples of Patentable Biotechnological Inventions -- Examples of Non-patentable Biotechnological Inventions -- Biotechnological Inventions and Patents -- Biotechnology Patents at the EPO -- Respecting Traditional Knowledge -- Ethics -- Animals and Human Genes -- Patenting of the First Mammal in the USA -- Different Views in the USA, Europe, and Japan -- CRISPR-Cas9 Patent Dispute -- Interference Proceeding -- Take-Aways CRISPR-Cas9 -- 7.2 Nanotechnology -- Practice of the European Patent Office (EPO) -- Basic Requirements for European Patent Applications -- Example Novelty -- Example Inventive Step -- Example Disclosure -- Take Aways Nanotechnology Patent Applications -- 7.3 Industry 4.0 and Internet of Things -- Industrial IoT Innovation Is Taking Off -- Top 4IR Applicants Active in Different Industries -- The Fourth Industrial Revolution 7.4 Software and Business Methods |
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| dewey-sort | 3608 |
| dewey-tens | 600 - Technology (Applied sciences) |
| discipline | Technik Technik allgemein Wirtschaftswissenschaften |
| discipline_str_mv | Technik Technik allgemein Wirtschaftswissenschaften |
| format | Electronic eBook |
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-- Prior Art -- Patents Are Exclusionary Rights -- Supplementary Protection Certificates for Pharmaceuticals (SPCs) -- Utility Models -- Design Patents -- Legal Dispute About Design: Apple versus Samsung -- Topography -- Plant Breeders' Rights (PBRs)/Plant Variety Rights (PVRs) -- Trademarks and Similar Rights -- Trademarks: Some Special Cases -- Domain Names -- Trade Dress -- Copyrights -- Copyright Law -- Trade Secrets -- References -- 2: Protection Strategies -- 2.1 Patent Strategies in General -- Strategy -- Preconditions for a Patent Strategy -- Patent Strategy -- 2.2 Offensive and Defensive Patent Strategies -- Offensive Patent Strategies -- Defensive Patent Strategies -- Offensive/Defensive Patent Strategies -- The 10 Patent Management Principles of Geberit -- 2.3 Core Dimensions of Patent Strategies -- Goal 1: Ensuring Freedom-to-Operate</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Develop Products Outside Reach of Third Parties -- Defending Against Infringement Action -- Design Access -- Licensing-In -- Licensing at Google -- Cross-Licensing -- Patent License Exchange Between SAP and Microsoft -- Opposition and Invalidation Actions -- Goal 2: Differentiation by Applying Own Intellectual Property -- Goal 3: Multiplier Effect Through Licensing Revenues -- Case Study: Julius Blum GmbH -- 2.4 Cost of Patents -- Cost-Benefit-Ratio -- 2.5 Complementary Strategies to Patenting -- Defensive Publication -- Loss of Novelty -- ''Guerilla Strategy'' for Freedom-to-Operate -- Secrecy -- Speed -- Designed Complexity -- Complexity -- Alternative Techniques of Value Appropriation -- References -- 3: Evaluating and Valuing Patents -- Key Components of Patent Strategies -- 3.1 Evaluating Patents -- Monovariate Patent Evaluation -- Patent Evaluation at Eastman Kodak -- Patent Evaluation at Schindler -- Bibliometric Patent Quality -- Bivariate Patent Evaluation -- Market Value of the Patent -- Legal Value of the Patent -- Trivariate Patent Evaluation -- Relative Patent Position -- Technological Attractiveness -- Technological Significance -- Evaluation of Patents -- 3.2 Valuing Patents -- Cost-Oriented Procedures -- (1) Historical Costs -- (2) Reproduction Costs -- Advantages and Disadvantages of Cost-Oriented Procedures -- Application of Cost-Oriented Procedures -- Market-Oriented Procedures -- (3) Market Price on Active Market -- (4) Analogy Methods -- (5) Equity Value/Econometric -- Pros and Cons of Market-Oriented Procedures -- Income-Oriented Procedures -- (6) Direct Cash Flow Forecast -- (7) Licensing Price Analogy -- (8) Additional Profit Method -- (9) Residual Value Method -- Identification of the Value-Determining Parameter -- Pros and Cons of Income-Oriented Procedures -- Further Methods of Patent Valuation -- (10) 25%-Rule</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">(11) Profit Share -- (12) Technology Factor -- (13) Real Options Method -- (14) Decision-Tree Analysis -- (15) Monte Carlo Method -- Valuation of Patents -- 3.3 Managing the Patent Portfolio -- Step 1: Vision and Mission -- Step 2: Challenges for the Company -- Customer/Market -- Competitors -- Substitution Technologies -- Step 3: Technology Portfolio -- Observe -- Prototype -- Invest -- Optimize -- Divest -- Step 4: Patent Portfolio -- Explore -- Explore Checklist -- Build -- Build Checklist -- Secure -- Secure Checklist -- Optimize -- Optimize Checklist -- Consolidate -- Consolidate Checklist -- Step 5: Measures -- Case Study: Patent Portfolio Management at Daimler -- Managing the Patent Portfolio -- Checklist for Managing the Patent Portfolio -- References -- 4: Successful Practices in Commercializing Patents -- 4.1 Licensing -- Licensing Master: Qualcomm -- 4.2 Cross-Licensing -- Cross-Licensing: Siemens and Microsoft -- 4.3 Sale -- A Market for IP: IPXI -- 4.4 Strategic Alliance -- Strategic Alliance: IBM and Philips -- 4.5 Spin-Off and Call-Back -- Spin-Off: F. Hoffmann-La Roche and Actelion -- Call-Back: Novartis and Speedel -- 4.6 Joint Venture -- Joint Venture: Bayer Innovation -- 4.7 Patenting for Access to Finance -- Patenting for Access to Finance: Uber! -- 4.8 Litigation for Value -- Patent Assertion Entity: Acacia Research -- 4.9 Complex Strategies -- BT Exact (British Telecom) -- Make or Buy: Bayer -- 4.10 Commercialization Concepts and Conclusions -- Phase 1: Identification -- Phase 2: Evaluation -- Phase 3: Search -- Phase 4: Transaction -- 10 Factors of Success for Commercializing Patents -- References -- 5: Organizing Patent Management -- 5.1 Governance vs. Service Patent Department -- Factors for Successfully Managing a Patent Department -- 5.2 Costs and Benefits of a Patent Department -- Performance Evaluation</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Complex Patent Department Reshuffle: Infineon Technologies -- Managing Outsourcing -- Managing Quality -- Managing Processes -- 5.3 Core 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| id | DE-604.BV048224588 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T19:50:39Z |
| indexdate | 2024-07-10T09:32:29Z |
| institution | BVB |
| isbn | 9783030590093 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033605321 |
| oclc_num | 1225068631 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (275 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2020 |
| publishDateSearch | 2020 |
| publishDateSort | 2020 |
| publisher | Springer International Publishing AG |
| record_format | marc |
| series2 | Management for Professionals Ser |
| spelling | Gassmann, Oliver Verfasser aut Patent Management Protecting Intellectual Property and Innovation Cham Springer International Publishing AG 2020 ©2021 1 Online-Ressource (275 Seiten) txt rdacontent c rdamedia cr rdacarrier Management for Professionals Ser Description based on publisher supplied metadata and other sources Intro -- Preface -- Endorsements -- Contents -- About the Authors -- 1: Fundamentals of Intellectual Property Rights -- 1.1 Creating Value by Generating Innovation -- Globalization of Competition -- Explosion of Technical Knowledge -- Technological Fusion -- Decentralization of Knowledge -- Increase in the Cost of Innovation -- Innovations in Business Models -- Shorter Innovation Cycles and Faster Diffusion -- 1.2 Capturing Value by Protecting Innovation -- Patents and the Economy -- Patents Leverage Competitive Advantage -- Strategic Management of Patents -- Generation -- Valuation -- Exploitation -- Creation of Competitive Advantages -- Strategy -- Processes -- Methods -- Structure -- Culture -- Competitive Advantages -- Capture of Competitive Advantages -- Industry Specifics -- Resources -- Product Specifics -- Technological Maturity -- Country Specifics -- Aligning with Products, Technologies, Services, and Business Models -- 1.3 Types of Intellectual Property Rights -- Patents -- What Is a Patent? -- Prior Art -- Patents Are Exclusionary Rights -- Supplementary Protection Certificates for Pharmaceuticals (SPCs) -- Utility Models -- Design Patents -- Legal Dispute About Design: Apple versus Samsung -- Topography -- Plant Breeders' Rights (PBRs)/Plant Variety Rights (PVRs) -- Trademarks and Similar Rights -- Trademarks: Some Special Cases -- Domain Names -- Trade Dress -- Copyrights -- Copyright Law -- Trade Secrets -- References -- 2: Protection Strategies -- 2.1 Patent Strategies in General -- Strategy -- Preconditions for a Patent Strategy -- Patent Strategy -- 2.2 Offensive and Defensive Patent Strategies -- Offensive Patent Strategies -- Defensive Patent Strategies -- Offensive/Defensive Patent Strategies -- The 10 Patent Management Principles of Geberit -- 2.3 Core Dimensions of Patent Strategies -- Goal 1: Ensuring Freedom-to-Operate Develop Products Outside Reach of Third Parties -- Defending Against Infringement Action -- Design Access -- Licensing-In -- Licensing at Google -- Cross-Licensing -- Patent License Exchange Between SAP and Microsoft -- Opposition and Invalidation Actions -- Goal 2: Differentiation by Applying Own Intellectual Property -- Goal 3: Multiplier Effect Through Licensing Revenues -- Case Study: Julius Blum GmbH -- 2.4 Cost of Patents -- Cost-Benefit-Ratio -- 2.5 Complementary Strategies to Patenting -- Defensive Publication -- Loss of Novelty -- ''Guerilla Strategy'' for Freedom-to-Operate -- Secrecy -- Speed -- Designed Complexity -- Complexity -- Alternative Techniques of Value Appropriation -- References -- 3: Evaluating and Valuing Patents -- Key Components of Patent Strategies -- 3.1 Evaluating Patents -- Monovariate Patent Evaluation -- Patent Evaluation at Eastman Kodak -- Patent Evaluation at Schindler -- Bibliometric Patent Quality -- Bivariate Patent Evaluation -- Market Value of the Patent -- Legal Value of the Patent -- Trivariate Patent Evaluation -- Relative Patent Position -- Technological Attractiveness -- Technological Significance -- Evaluation of Patents -- 3.2 Valuing Patents -- Cost-Oriented Procedures -- (1) Historical Costs -- (2) Reproduction Costs -- Advantages and Disadvantages of Cost-Oriented Procedures -- Application of Cost-Oriented Procedures -- Market-Oriented Procedures -- (3) Market Price on Active Market -- (4) Analogy Methods -- (5) Equity Value/Econometric -- Pros and Cons of Market-Oriented Procedures -- Income-Oriented Procedures -- (6) Direct Cash Flow Forecast -- (7) Licensing Price Analogy -- (8) Additional Profit Method -- (9) Residual Value Method -- Identification of the Value-Determining Parameter -- Pros and Cons of Income-Oriented Procedures -- Further Methods of Patent Valuation -- (10) 25%-Rule (11) Profit Share -- (12) Technology Factor -- (13) Real Options Method -- (14) Decision-Tree Analysis -- (15) Monte Carlo Method -- Valuation of Patents -- 3.3 Managing the Patent Portfolio -- Step 1: Vision and Mission -- Step 2: Challenges for the Company -- Customer/Market -- Competitors -- Substitution Technologies -- Step 3: Technology Portfolio -- Observe -- Prototype -- Invest -- Optimize -- Divest -- Step 4: Patent Portfolio -- Explore -- Explore Checklist -- Build -- Build Checklist -- Secure -- Secure Checklist -- Optimize -- Optimize Checklist -- Consolidate -- Consolidate Checklist -- Step 5: Measures -- Case Study: Patent Portfolio Management at Daimler -- Managing the Patent Portfolio -- Checklist for Managing the Patent Portfolio -- References -- 4: Successful Practices in Commercializing Patents -- 4.1 Licensing -- Licensing Master: Qualcomm -- 4.2 Cross-Licensing -- Cross-Licensing: Siemens and Microsoft -- 4.3 Sale -- A Market for IP: IPXI -- 4.4 Strategic Alliance -- Strategic Alliance: IBM and Philips -- 4.5 Spin-Off and Call-Back -- Spin-Off: F. Hoffmann-La Roche and Actelion -- Call-Back: Novartis and Speedel -- 4.6 Joint Venture -- Joint Venture: Bayer Innovation -- 4.7 Patenting for Access to Finance -- Patenting for Access to Finance: Uber! -- 4.8 Litigation for Value -- Patent Assertion Entity: Acacia Research -- 4.9 Complex Strategies -- BT Exact (British Telecom) -- Make or Buy: Bayer -- 4.10 Commercialization Concepts and Conclusions -- Phase 1: Identification -- Phase 2: Evaluation -- Phase 3: Search -- Phase 4: Transaction -- 10 Factors of Success for Commercializing Patents -- References -- 5: Organizing Patent Management -- 5.1 Governance vs. Service Patent Department -- Factors for Successfully Managing a Patent Department -- 5.2 Costs and Benefits of a Patent Department -- Performance Evaluation Complex Patent Department Reshuffle: Infineon Technologies -- Managing Outsourcing -- Managing Quality -- Managing Processes -- 5.3 Core Processes of Patent Management -- Invention Generation Process -- Procedures before Patent Offices -- 5.4 Inventor Culture as a Catalyst -- ''Innovate or Perish'' -- ''Culture Eats Strategy for Breakfast'' -- Seven Dimensions of Innovation Culture -- Three Steps Toward An Innovation Culture Plan -- The St. Gallen Innovation Culture Navigator -- 5.5 Preventing Product Piracy -- Siemens in China -- Legal -- Technology -- Business -- Market -- Human -- References -- 6: Patent Management by Industry -- 6.1 Pharma -- Case: Bristol-Myers Squibb vs. Gilead Sciences -- Take-Aways Pharma -- 6.2 Chemistry -- Case: Covestro -- Take-Aways Covestro -- 6.3 Crop Science -- Research Despite Patents Possible -- After the So-Called Broccoli/Tomato Rulings on Breeding Methods for Plants -- Case: Monsanto Canada -- Technology Protection -- Why Does Bayer Enforce Its Patents? -- Take-Aways Crop Science -- 6.4 Life Sciences -- Case: Prionics -- Defending One's Intellectual Property as a Small Life Science Company -- Take-Aways Life Sciences -- 6.5 Consumer Goods -- Case: Nespresso, the Game Changer -- Case: Henkel -- Take-Aways Henkel -- 6.6 Machinery -- Case: Patent Management Processes at Schindler and Inventio -- Invention Process -- Portfolio Management -- Invention and Patent Database -- Organization -- Cooperation and Licensing -- Take-Aways Schindler/Inventio -- 6.7 Electronics and Electrical Equipment -- Case: Patent Management at ABB -- Patent Generation Strategy -- Patent Generation Processes -- Organizing Patent Generation -- Evaluating Patents -- Low Voltage Products -- High Voltage Products -- Patent Commercialization -- Take-Aways ABB -- Case: Philips vs. Google -- Take-Aways Electronics -- 6.8 Automotive RandD Cooperation with Suppliers -- Case: Tesla, the Pacemaker -- Leapfrogging by Declaring Commons -- ''All Our Patent Are Belong to You'' -- The Why -- Case: Avanci-Traditional Automotive Players Under Attack -- Take-Aways Automotive -- 6.9 Information and Communications Technology -- From GSM to UMTS Standard to 5G -- The Smartphone Patent Wars -- Case: Apple vs. Samsung -- Dealing with the Anti-commons -- Take-Aways Information and Communications Technology -- 6.10 Computer Science -- Case: Microsoft -- Eolas vs. Microsoft -- Take-Aways Computer Science -- 6.11 Financial Services and Fintech -- Case: MasterCard -- Take-Aways Financial Services -- 6.12 Transport and Logistics -- Case: FedEx and United Parcel Service (UPS) -- Enlarging Logistics to Cloud Computing: Amazon -- Take-Aways Transport and Logistics -- 6.13 Start-Ups and SMEs -- Practical Tips for Patent Management in Start-Ups and SMEs -- References -- 7: Patent Management in New Technology Environments -- 7.1 Biotechnology -- Examples of Patentable Biotechnological Inventions -- Examples of Non-patentable Biotechnological Inventions -- Biotechnological Inventions and Patents -- Biotechnology Patents at the EPO -- Respecting Traditional Knowledge -- Ethics -- Animals and Human Genes -- Patenting of the First Mammal in the USA -- Different Views in the USA, Europe, and Japan -- CRISPR-Cas9 Patent Dispute -- Interference Proceeding -- Take-Aways CRISPR-Cas9 -- 7.2 Nanotechnology -- Practice of the European Patent Office (EPO) -- Basic Requirements for European Patent Applications -- Example Novelty -- Example Inventive Step -- Example Disclosure -- Take Aways Nanotechnology Patent Applications -- 7.3 Industry 4.0 and Internet of Things -- Industrial IoT Innovation Is Taking Off -- Top 4IR Applicants Active in Different Industries -- The Fourth Industrial Revolution 7.4 Software and Business Methods Patents Intellectual property Technological innovations-Management Immaterielles Wirtschaftsgut (DE-588)4072737-3 gnd rswk-swf Innovationswettbewerb (DE-588)4192032-6 gnd rswk-swf Geistiges Eigentum (DE-588)4136832-0 gnd rswk-swf Patentpolitik (DE-588)4173534-1 gnd rswk-swf Patentpolitik (DE-588)4173534-1 s Innovationswettbewerb (DE-588)4192032-6 s Geistiges Eigentum (DE-588)4136832-0 s Immaterielles Wirtschaftsgut (DE-588)4072737-3 s DE-604 Bader, Martin A. Sonstige oth Thompson, Mark James Sonstige oth Erscheint auch als Druck-Ausgabe Gassmann, Oliver Patent Management Cham : Springer International Publishing AG,c2020 9783030590086 |
| spellingShingle | Gassmann, Oliver Patent Management Protecting Intellectual Property and Innovation Intro -- Preface -- Endorsements -- Contents -- About the Authors -- 1: Fundamentals of Intellectual Property Rights -- 1.1 Creating Value by Generating Innovation -- Globalization of Competition -- Explosion of Technical Knowledge -- Technological Fusion -- Decentralization of Knowledge -- Increase in the Cost of Innovation -- Innovations in Business Models -- Shorter Innovation Cycles and Faster Diffusion -- 1.2 Capturing Value by Protecting Innovation -- Patents and the Economy -- Patents Leverage Competitive Advantage -- Strategic Management of Patents -- Generation -- Valuation -- Exploitation -- Creation of Competitive Advantages -- Strategy -- Processes -- Methods -- Structure -- Culture -- Competitive Advantages -- Capture of Competitive Advantages -- Industry Specifics -- Resources -- Product Specifics -- Technological Maturity -- Country Specifics -- Aligning with Products, Technologies, Services, and Business Models -- 1.3 Types of Intellectual Property Rights -- Patents -- What Is a Patent? -- Prior Art -- Patents Are Exclusionary Rights -- Supplementary Protection Certificates for Pharmaceuticals (SPCs) -- Utility Models -- Design Patents -- Legal Dispute About Design: Apple versus Samsung -- Topography -- Plant Breeders' Rights (PBRs)/Plant Variety Rights (PVRs) -- Trademarks and Similar Rights -- Trademarks: Some Special Cases -- Domain Names -- Trade Dress -- Copyrights -- Copyright Law -- Trade Secrets -- References -- 2: Protection Strategies -- 2.1 Patent Strategies in General -- Strategy -- Preconditions for a Patent Strategy -- Patent Strategy -- 2.2 Offensive and Defensive Patent Strategies -- Offensive Patent Strategies -- Defensive Patent Strategies -- Offensive/Defensive Patent Strategies -- The 10 Patent Management Principles of Geberit -- 2.3 Core Dimensions of Patent Strategies -- Goal 1: Ensuring Freedom-to-Operate Develop Products Outside Reach of Third Parties -- Defending Against Infringement Action -- Design Access -- Licensing-In -- Licensing at Google -- Cross-Licensing -- Patent License Exchange Between SAP and Microsoft -- Opposition and Invalidation Actions -- Goal 2: Differentiation by Applying Own Intellectual Property -- Goal 3: Multiplier Effect Through Licensing Revenues -- Case Study: Julius Blum GmbH -- 2.4 Cost of Patents -- Cost-Benefit-Ratio -- 2.5 Complementary Strategies to Patenting -- Defensive Publication -- Loss of Novelty -- ''Guerilla Strategy'' for Freedom-to-Operate -- Secrecy -- Speed -- Designed Complexity -- Complexity -- Alternative Techniques of Value Appropriation -- References -- 3: Evaluating and Valuing Patents -- Key Components of Patent Strategies -- 3.1 Evaluating Patents -- Monovariate Patent Evaluation -- Patent Evaluation at Eastman Kodak -- Patent Evaluation at Schindler -- Bibliometric Patent Quality -- Bivariate Patent Evaluation -- Market Value of the Patent -- Legal Value of the Patent -- Trivariate Patent Evaluation -- Relative Patent Position -- Technological Attractiveness -- Technological Significance -- Evaluation of Patents -- 3.2 Valuing Patents -- Cost-Oriented Procedures -- (1) Historical Costs -- (2) Reproduction Costs -- Advantages and Disadvantages of Cost-Oriented Procedures -- Application of Cost-Oriented Procedures -- Market-Oriented Procedures -- (3) Market Price on Active Market -- (4) Analogy Methods -- (5) Equity Value/Econometric -- Pros and Cons of Market-Oriented Procedures -- Income-Oriented Procedures -- (6) Direct Cash Flow Forecast -- (7) Licensing Price Analogy -- (8) Additional Profit Method -- (9) Residual Value Method -- Identification of the Value-Determining Parameter -- Pros and Cons of Income-Oriented Procedures -- Further Methods of Patent Valuation -- (10) 25%-Rule (11) Profit Share -- (12) Technology Factor -- (13) Real Options Method -- (14) Decision-Tree Analysis -- (15) Monte Carlo Method -- Valuation of Patents -- 3.3 Managing the Patent Portfolio -- Step 1: Vision and Mission -- Step 2: Challenges for the Company -- Customer/Market -- Competitors -- Substitution Technologies -- Step 3: Technology Portfolio -- Observe -- Prototype -- Invest -- Optimize -- Divest -- Step 4: Patent Portfolio -- Explore -- Explore Checklist -- Build -- Build Checklist -- Secure -- Secure Checklist -- Optimize -- Optimize Checklist -- Consolidate -- Consolidate Checklist -- Step 5: Measures -- Case Study: Patent Portfolio Management at Daimler -- Managing the Patent Portfolio -- Checklist for Managing the Patent Portfolio -- References -- 4: Successful Practices in Commercializing Patents -- 4.1 Licensing -- Licensing Master: Qualcomm -- 4.2 Cross-Licensing -- Cross-Licensing: Siemens and Microsoft -- 4.3 Sale -- A Market for IP: IPXI -- 4.4 Strategic Alliance -- Strategic Alliance: IBM and Philips -- 4.5 Spin-Off and Call-Back -- Spin-Off: F. Hoffmann-La Roche and Actelion -- Call-Back: Novartis and Speedel -- 4.6 Joint Venture -- Joint Venture: Bayer Innovation -- 4.7 Patenting for Access to Finance -- Patenting for Access to Finance: Uber! -- 4.8 Litigation for Value -- Patent Assertion Entity: Acacia Research -- 4.9 Complex Strategies -- BT Exact (British Telecom) -- Make or Buy: Bayer -- 4.10 Commercialization Concepts and Conclusions -- Phase 1: Identification -- Phase 2: Evaluation -- Phase 3: Search -- Phase 4: Transaction -- 10 Factors of Success for Commercializing Patents -- References -- 5: Organizing Patent Management -- 5.1 Governance vs. Service Patent Department -- Factors for Successfully Managing a Patent Department -- 5.2 Costs and Benefits of a Patent Department -- Performance Evaluation Complex Patent Department Reshuffle: Infineon Technologies -- Managing Outsourcing -- Managing Quality -- Managing Processes -- 5.3 Core Processes of Patent Management -- Invention Generation Process -- Procedures before Patent Offices -- 5.4 Inventor Culture as a Catalyst -- ''Innovate or Perish'' -- ''Culture Eats Strategy for Breakfast'' -- Seven Dimensions of Innovation Culture -- Three Steps Toward An Innovation Culture Plan -- The St. Gallen Innovation Culture Navigator -- 5.5 Preventing Product Piracy -- Siemens in China -- Legal -- Technology -- Business -- Market -- Human -- References -- 6: Patent Management by Industry -- 6.1 Pharma -- Case: Bristol-Myers Squibb vs. Gilead Sciences -- Take-Aways Pharma -- 6.2 Chemistry -- Case: Covestro -- Take-Aways Covestro -- 6.3 Crop Science -- Research Despite Patents Possible -- After the So-Called Broccoli/Tomato Rulings on Breeding Methods for Plants -- Case: Monsanto Canada -- Technology Protection -- Why Does Bayer Enforce Its Patents? -- Take-Aways Crop Science -- 6.4 Life Sciences -- Case: Prionics -- Defending One's Intellectual Property as a Small Life Science Company -- Take-Aways Life Sciences -- 6.5 Consumer Goods -- Case: Nespresso, the Game Changer -- Case: Henkel -- Take-Aways Henkel -- 6.6 Machinery -- Case: Patent Management Processes at Schindler and Inventio -- Invention Process -- Portfolio Management -- Invention and Patent Database -- Organization -- Cooperation and Licensing -- Take-Aways Schindler/Inventio -- 6.7 Electronics and Electrical Equipment -- Case: Patent Management at ABB -- Patent Generation Strategy -- Patent Generation Processes -- Organizing Patent Generation -- Evaluating Patents -- Low Voltage Products -- High Voltage Products -- Patent Commercialization -- Take-Aways ABB -- Case: Philips vs. Google -- Take-Aways Electronics -- 6.8 Automotive RandD Cooperation with Suppliers -- Case: Tesla, the Pacemaker -- Leapfrogging by Declaring Commons -- ''All Our Patent Are Belong to You'' -- The Why -- Case: Avanci-Traditional Automotive Players Under Attack -- Take-Aways Automotive -- 6.9 Information and Communications Technology -- From GSM to UMTS Standard to 5G -- The Smartphone Patent Wars -- Case: Apple vs. Samsung -- Dealing with the Anti-commons -- Take-Aways Information and Communications Technology -- 6.10 Computer Science -- Case: Microsoft -- Eolas vs. Microsoft -- Take-Aways Computer Science -- 6.11 Financial Services and Fintech -- Case: MasterCard -- Take-Aways Financial Services -- 6.12 Transport and Logistics -- Case: FedEx and United Parcel Service (UPS) -- Enlarging Logistics to Cloud Computing: Amazon -- Take-Aways Transport and Logistics -- 6.13 Start-Ups and SMEs -- Practical Tips for Patent Management in Start-Ups and SMEs -- References -- 7: Patent Management in New Technology Environments -- 7.1 Biotechnology -- Examples of Patentable Biotechnological Inventions -- Examples of Non-patentable Biotechnological Inventions -- Biotechnological Inventions and Patents -- Biotechnology Patents at the EPO -- Respecting Traditional Knowledge -- Ethics -- Animals and Human Genes -- Patenting of the First Mammal in the USA -- Different Views in the USA, Europe, and Japan -- CRISPR-Cas9 Patent Dispute -- Interference Proceeding -- Take-Aways CRISPR-Cas9 -- 7.2 Nanotechnology -- Practice of the European Patent Office (EPO) -- Basic Requirements for European Patent Applications -- Example Novelty -- Example Inventive Step -- Example Disclosure -- Take Aways Nanotechnology Patent Applications -- 7.3 Industry 4.0 and Internet of Things -- Industrial IoT Innovation Is Taking Off -- Top 4IR Applicants Active in Different Industries -- The Fourth Industrial Revolution 7.4 Software and Business Methods Patents Intellectual property Technological innovations-Management Immaterielles Wirtschaftsgut (DE-588)4072737-3 gnd Innovationswettbewerb (DE-588)4192032-6 gnd Geistiges Eigentum (DE-588)4136832-0 gnd Patentpolitik (DE-588)4173534-1 gnd |
| subject_GND | (DE-588)4072737-3 (DE-588)4192032-6 (DE-588)4136832-0 (DE-588)4173534-1 |
| title | Patent Management Protecting Intellectual Property and Innovation |
| title_auth | Patent Management Protecting Intellectual Property and Innovation |
| title_exact_search | Patent Management Protecting Intellectual Property and Innovation |
| title_exact_search_txtP | Patent Management Protecting Intellectual Property and Innovation |
| title_full | Patent Management Protecting Intellectual Property and Innovation |
| title_fullStr | Patent Management Protecting Intellectual Property and Innovation |
| title_full_unstemmed | Patent Management Protecting Intellectual Property and Innovation |
| title_short | Patent Management |
| title_sort | patent management protecting intellectual property and innovation |
| title_sub | Protecting Intellectual Property and Innovation |
| topic | Patents Intellectual property Technological innovations-Management Immaterielles Wirtschaftsgut (DE-588)4072737-3 gnd Innovationswettbewerb (DE-588)4192032-6 gnd Geistiges Eigentum (DE-588)4136832-0 gnd Patentpolitik (DE-588)4173534-1 gnd |
| topic_facet | Patents Intellectual property Technological innovations-Management Immaterielles Wirtschaftsgut Innovationswettbewerb Geistiges Eigentum Patentpolitik |
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