Patent Management: Protecting Intellectual Property and Innovation
Saved in:
| Main Author: | |
|---|---|
| Format: | Electronic eBook |
| Language: | English |
| Published: |
Cham
Springer International Publishing AG
2020
|
| Series: | Management for Professionals Ser
|
| Subjects: | |
| Online Access: | HWR01 |
| Item Description: | Description based on publisher supplied metadata and other sources |
| Physical Description: | 1 Online-Ressource (275 Seiten) |
| ISBN: | 9783030590093 |
Staff View
MARC
| LEADER | 00000nmm a2200000zc 4500 | ||
|---|---|---|---|
| 001 | BV048224588 | ||
| 003 | DE-604 | ||
| 005 | 00000000000000.0 | ||
| 007 | cr|uuu---uuuuu | ||
| 008 | 220516s2020 |||| o||u| ||||||eng d | ||
| 020 | |a 9783030590093 |9 978-3-030-59009-3 | ||
| 035 | |a (ZDB-30-PQE)EBC6414299 | ||
| 035 | |a (ZDB-30-PAD)EBC6414299 | ||
| 035 | |a (ZDB-89-EBL)EBL6414299 | ||
| 035 | |a (OCoLC)1225068631 | ||
| 035 | |a (DE-599)BVBBV048224588 | ||
| 040 | |a DE-604 |b ger |e rda | ||
| 041 | 0 | |a eng | |
| 049 | |a DE-2070s | ||
| 082 | 0 | |a 608 | |
| 084 | |a QP 215 |0 (DE-625)141842: |2 rvk | ||
| 084 | |a ZG 9183 |0 (DE-625)156046: |2 rvk | ||
| 100 | 1 | |a Gassmann, Oliver |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Patent Management |b Protecting Intellectual Property and Innovation |
| 264 | 1 | |a Cham |b Springer International Publishing AG |c 2020 | |
| 264 | 4 | |c ©2021 | |
| 300 | |a 1 Online-Ressource (275 Seiten) | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b c |2 rdamedia | ||
| 338 | |b cr |2 rdacarrier | ||
| 490 | 0 | |a Management for Professionals Ser | |
| 500 | |a Description based on publisher supplied metadata and other sources | ||
| 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 | |
| 650 | 4 | |a Patents | |
| 650 | 4 | |a Intellectual property | |
| 650 | 4 | |a Technological innovations-Management | |
| 650 | 0 | 7 | |a Immaterielles Wirtschaftsgut |0 (DE-588)4072737-3 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Innovationswettbewerb |0 (DE-588)4192032-6 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Geistiges Eigentum |0 (DE-588)4136832-0 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Patentpolitik |0 (DE-588)4173534-1 |2 gnd |9 rswk-swf |
| 689 | 0 | 0 | |a Patentpolitik |0 (DE-588)4173534-1 |D s |
| 689 | 0 | 1 | |a Innovationswettbewerb |0 (DE-588)4192032-6 |D s |
| 689 | 0 | 2 | |a Geistiges Eigentum |0 (DE-588)4136832-0 |D s |
| 689 | 0 | 3 | |a Immaterielles Wirtschaftsgut |0 (DE-588)4072737-3 |D s |
| 689 | 0 | |5 DE-604 | |
| 700 | 1 | |a Bader, Martin A. |e Sonstige |4 oth | |
| 700 | 1 | |a Thompson, Mark James |e Sonstige |4 oth | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Gassmann, Oliver |t Patent Management |d Cham : Springer International Publishing AG,c2020 |z 9783030590086 |
| 912 | |a ZDB-30-PQE | ||
| 999 | |a oai:aleph.bib-bvb.de:BVB01-033605321 | ||
| 966 | e | |u https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=6414299 |l HWR01 |p ZDB-30-PQE |q HWR_PDA_PQE |x Aggregator |3 Volltext | |
Record in the Search Index
| _version_ | 1804184006783139840 |
|---|---|
| adam_txt | |
| any_adam_object | |
| any_adam_object_boolean | |
| author | Gassmann, Oliver |
| author_facet | Gassmann, Oliver |
| author_role | aut |
| author_sort | Gassmann, Oliver |
| author_variant | o g og |
| building | Verbundindex |
| bvnumber | BV048224588 |
| classification_rvk | QP 215 ZG 9183 |
| collection | ZDB-30-PQE |
| 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 |
| ctrlnum | (ZDB-30-PQE)EBC6414299 (ZDB-30-PAD)EBC6414299 (ZDB-89-EBL)EBL6414299 (OCoLC)1225068631 (DE-599)BVBBV048224588 |
| dewey-full | 608 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 608 - Patents |
| dewey-raw | 608 |
| dewey-search | 608 |
| dewey-sort | 3608 |
| dewey-tens | 600 - Technology (Applied sciences) |
| discipline | Technik Technik allgemein Wirtschaftswissenschaften |
| discipline_str_mv | Technik Technik allgemein Wirtschaftswissenschaften |
| format | Electronic eBook |
| fullrecord | <?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>11689nmm a2200637zc 4500</leader><controlfield tag="001">BV048224588</controlfield><controlfield tag="003">DE-604</controlfield><controlfield tag="005">00000000000000.0</controlfield><controlfield tag="007">cr|uuu---uuuuu</controlfield><controlfield tag="008">220516s2020 |||| o||u| ||||||eng d</controlfield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9783030590093</subfield><subfield code="9">978-3-030-59009-3</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-30-PQE)EBC6414299</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-30-PAD)EBC6414299</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-89-EBL)EBL6414299</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)1225068631</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)BVBBV048224588</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-604</subfield><subfield code="b">ger</subfield><subfield code="e">rda</subfield></datafield><datafield tag="041" ind1="0" ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-2070s</subfield></datafield><datafield tag="082" ind1="0" ind2=" "><subfield code="a">608</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">QP 215</subfield><subfield code="0">(DE-625)141842:</subfield><subfield code="2">rvk</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">ZG 9183</subfield><subfield code="0">(DE-625)156046:</subfield><subfield code="2">rvk</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Gassmann, Oliver</subfield><subfield code="e">Verfasser</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Patent Management</subfield><subfield code="b">Protecting Intellectual Property and Innovation</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Cham</subfield><subfield code="b">Springer International Publishing AG</subfield><subfield code="c">2020</subfield></datafield><datafield tag="264" ind1=" " ind2="4"><subfield code="c">©2021</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">1 Online-Ressource (275 Seiten)</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="490" ind1="0" ind2=" "><subfield code="a">Management for Professionals Ser</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">Description based on publisher supplied metadata and other sources</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="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</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 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</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="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</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">7.4 Software and Business Methods</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Patents</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Intellectual property</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Technological innovations-Management</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Immaterielles Wirtschaftsgut</subfield><subfield code="0">(DE-588)4072737-3</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Innovationswettbewerb</subfield><subfield code="0">(DE-588)4192032-6</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Geistiges Eigentum</subfield><subfield code="0">(DE-588)4136832-0</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Patentpolitik</subfield><subfield code="0">(DE-588)4173534-1</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="689" ind1="0" ind2="0"><subfield code="a">Patentpolitik</subfield><subfield code="0">(DE-588)4173534-1</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2="1"><subfield code="a">Innovationswettbewerb</subfield><subfield code="0">(DE-588)4192032-6</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2="2"><subfield code="a">Geistiges Eigentum</subfield><subfield code="0">(DE-588)4136832-0</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2="3"><subfield code="a">Immaterielles Wirtschaftsgut</subfield><subfield code="0">(DE-588)4072737-3</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2=" "><subfield code="5">DE-604</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Bader, Martin A.</subfield><subfield code="e">Sonstige</subfield><subfield code="4">oth</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Thompson, Mark James</subfield><subfield code="e">Sonstige</subfield><subfield code="4">oth</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Gassmann, Oliver</subfield><subfield code="t">Patent Management</subfield><subfield code="d">Cham : Springer International Publishing AG,c2020</subfield><subfield code="z">9783030590086</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-033605321</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=6414299</subfield><subfield code="l">HWR01</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">HWR_PDA_PQE</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| 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 |
| work_keys_str_mv | AT gassmannoliver patentmanagementprotectingintellectualpropertyandinnovation AT badermartina patentmanagementprotectingintellectualpropertyandinnovation AT thompsonmarkjames patentmanagementprotectingintellectualpropertyandinnovation |