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Unlocking your Portfolio Value with IP Audits and ManagementGlobal Patent Congress, September 2008
Stephen Trotter, Bob StembridgeIP Consultant CR Manager
AGENDA
• The Scientific business of Thomson Reuters
• IP portfolio management overview– Valuation– Costs– The 4 steps involved in portfolio management strategy
• Break
• The IP Management Roadmap - techniques– New Inventions - IP review panel, strategic scoring system– Own Portfolio - Measurements, technology mapping– Competitors - Users of your technology, IP landscaping– Market Analysis - Non IP data
INTRODUCING THOMSON REUTERS
THE LEADING GLOBAL PROVIDER OF INTELLIGENT INFORMATION TO BUSINESSES AND PROFESSIONALS
INTELLIGENT INFORMATION FOR BUSINESSES AND PROFESSIONALS
THE SCIENTIFIC BUSINESS OF THOMSON REUTERS
ACCELERATING RESEARCH, DISCOVERY AND INNOVATION
OUR MISSION
To create the research platforms and services of the future
to help our customers:
Advance scientific knowledgeDevelop new drugs and get them to market faster
Create and exploit new technologiesAchieve business and personal success
OUR COMMITMENT TO THE CUSTOMER
• Intelligent, accurate and timely information
• Leading edge technology platforms
• Powerful analytical tools and applications
• Intuitive solutions that enable success
Alexandria
SCIENTIFIC’S GLOBAL REACH
PhiladelphiaPortland
Cary
Ann Arbor
Carlsbad
Lisle
San Jose
Rio de Janeiro
Mexico City
London
Paris Munich Beijing
BangaloreHyderabadChennai
TokyoSeoul
Taipei
Singapore
Sydney
SouthfieldCharlottesville
MilanBarcelona
Limerick
SCIENTIFIC MARKETS
• CORPORATE MARKETS Accelerating innovation in high tech industries, including engineering, automotive and aerospace
• ACADEMIC & GOVERNMENT Accelerating research at more than 3,000 research institutions, including national and regional consortia
• PHARMACEUTICAL & CHEMICAL Accelerating discoveryin 98 of the top 100 pharmaceutical companies
• ASIA PACIFIC Accelerating research and innovation through customized solutions for specific geographic markets
IP MANAGEMENT OVERVIEW
• IP Portfolio landscape– Valuation
• Costs– comparison of costs – criteria for maintenance– procedures for portfolio review
• Generating revenues– portfolio management strategy – IP landscape mapping - identifying licensing/sales opportunities
through technology/competitor analysis; techniques, tools and tips– Examples of successful revenue generation
IP PORTFOLIO LANDSCAPE
VALUATION OF INTANGIBLES
Note: S&P 500 Values are the adjusted market capitalizations from the given yearsSource: Ocean Tomo, Ned Davis Research (Jan 2006); World Intellectual Property Organization “WIPO Patent Report 2007”; Standard & Poor’s
PhysicalAssets
IntangibleAssets
PhysicalAssets
IntangibleAssets
PhysicalAssets
IntangibleAssets
PhysicalAssets
IntangibleAssets
1975 1985 1995 2005
$0.5 T $1.5 T $4.6 T $11.3 T
0%
20%
40%
60%
80%
100%
Perc
ent o
f S&P
Mar
ket C
apIntangible Assets
as a Percent of S&P 500 Market Value
$2.3T
$9.0T
PATENTING COSTS
• Preliminary search costs
• Drafting costs
• Filing fees
• Patent office search/examination fees
• Grant fees
• Translation costs
• Maintenance fees
COMPARISON OF PATENTING COSTS
CUMULATIVE LIFETIME PATENT COSTS
0
5,000
10,000
15,000
20,000
25,000
30,000
Year 0
Year 2
Year 4
Year 6
Year 8
Year 1
0
Year 1
2
Year 1
4
Year 1
6
Year 1
8
Year 2
0
Euro
s GBUSEP
CRITERIA FOR MAINTENANCE
– Strategic value in portfolio/cross-licensing– Revenue estimates through production/licensing – Costs– Requires clear understanding of portfolio holdings and
how this fits with corporate strategic objectives
PORTFOLIO ASSESSMENT – WHO SHOULD BE INVOLVED?
• Patent attorney
• Commercial input– product management– business management– marketing/business strategic planning
• Inventor
• Formalities
• Information analyst
IP SERVICES
FAST CURRENT AWARENESS + ORIGINAL DOCUMENTS + FEE PAYMENT SERVICES
POWERFUL PATENT SEARCHING AND PATENT ANALYTICS
IP STRATEGY DEVELOPMENT
WHAT DO I HAVE?
• No. of patents?• Which technologies? • Strengths/weaknesses?• Additional uses?
IP audit
WHAT DO
I NEED?
• Who are competitors?• No. of their patents?• Which technologies? • Strengths/weaknesses?
Gap analysis
ACQUIRE WHAT I NEED
• Build on strengths/ core competencies• Licensing-in opps?• R&D opps?
Investment strategy
DEPLOY WHAT I
DON’T NEED
• Licensing-out opps?• Donation options?• Lapse maintenance?
Deployment strategy
PORTFOLIO MANAGEMENT STRATEGY
1. IP STRATEGY DEVELOPMENT – WHAT DO I HAVE?
WHAT DO I HAVE?
• What patents do I have in my portfolio?• What technologies are they in?• Can I identify my strengths (core competencies)? • Are there any obvious weaknesses?
Powerful patent research and patent analytics…
…The first step to developing an IP strategy
“You are looking at one of Europe’s major research organisations. It has a big portfolio of patents ( more than 15,000 – representing more than 1,700 inventions) that has been filed all over the world. But it has been largely unexploited and so represents a tremendous opportunity”
Joe Zier – President ipValue, regarding BT;
EXAMPLE
T01 Digital computersW04 Audio/visual recording and systemsW02 Broadcasting, radio and line transmission systemsW03 TV and broadcast radio receivers
T01-N Internet and information transfer T01-J Digital computers, data processingW03-A TV ReceiversW02-F Television systemsT01-S Digital computers, Software content
TiVo technology by Manual Codes
0
5
10
15
20
25
30
35
40
45
T01-N T01-J W03-A W02-F T01-S W01-A T01-H W04-B W04-F W04-E
T01-N01 Internet and information transfer, applicationsW02-F10 TV systems, interactive broadcast systems incl. video-on-demandT01-J05 Data processing systems, admin, commerce or info retrievalT01-S03 Software productsW03-A16 Ancillary equipment for cable, satellite or subscription TV
TiVo technology by Manual Codes (6 chr)
0
5
10
15
20
25
30
T01-N
01
W02
-F10
T01-J0
5
T01-S
03
W03
-A16
T01-N
02
W03
-A18
W01
-A06
W04
-F01
W04
-B14
2. IP STRATEGY DEVELOPMENT – WHAT DO I NEED?
The effects of patent litigation go beyond damage payments:• December 2001 - Xerox won a patent infringement case against Palm Inc. and it's former
parent, 3Com Corp.
• Palm's stock price immediately dropped 15 cents to $3.31, while shares of Xerox rose 56 cents to $9.03
WHAT DOI NEED?
Xerox vs. Palm Inc.
Know who your competitors are and what they’re doing
…The second step
• Who are my competitors?• How many patents do they have in their portfolio?• What technology areas are they in?• Where do my competitors’ strengths lie?• Do these pose a threat?
What’s the market like?
EXAMPLE
NormalizationAssignee/Applicant Video on
demand patents
Total patents
%ge of total patents
DIVA SYSTEMS CORP,,,, 32 84 38.095%
UNITED VIDEO PROPERTIES INC,,,, 21 212 9.906%
TIVO INC,,,, 4 56 7.143%
XING INC,,,, 23 1138 2.021%
GEN INSTR CORP,,,, 28 1800 1.556%
HUAWEI TECH CO LTD,,,, 21 2405 0.873%
SK TELECOM CO LTD,,,, 27 5818 0.464%
MICROSOFT CORP,,,, 76 18649 0.408%
LUCENT TECHNOLOGIES INC,,,, 21 13709 0.153%
MATSUSHITA ELECTRIC IND CO LTD,,,, 137 101634 0.135%
NIPPON TELEGRAPH & TELEPHONE,,,, 87 73597 0.118%
KONINKL PHILIPS ELECTRONICS NV,,,, 63 59702 0.106%
SONY CORP,,,, 147 140951 0.104%
IBM,,,, 51 77654 0.066%
TOSHIBA KK 80 246300 0.032%
SAMSUNG ELECTRONICS CO LTD,,,, 56 187218 0.030%
HITACHI LTD,,,, 56 241804 0.023%
NIPPON ELECTRIC CO,,,, 53 233130 0.023%
Geographical considerations
• Where is the market?
• How strongly protected is the technology in that market?
AU BR CA
CN
DE
EP IN
JP
KR MX
TW US
WO
%ge of total VoD patents%ge of total TiVo patents
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
Comparison of TiVo vs Video on Demand patent coverage
%ge of total VoD patents%ge of total TiVo patents
US MARKET FOR VoD
US LEGAL STATUS INFORMATION
3. IP STRATEGY DEVELOPMENT – ACQUIRE WHAT I NEED
“There are great opportunities to exploit BT’s technological know-how. Patents plus people often makes a more valuable proposition”
ACQUIRE WHAT I NEED
Mike Carr – Director of Enterprise Venturing, BT Exact
• Increase R&D investment to build on strengths?• Head hunt key inventors to gain competitive advantage?• License-in technology to compensate for areas of weakness?• Where do my competitors’ strengths lie?• Do these pose a threat?• Is there an opportunity to create an alliance?
Action that could lead to growth
Who are TiVo’s key inventors?
G06F Electric digital data processingG11B Information storage on hard diskH04H Broadcast communicationH04L Transmission of digital informationH04N Pictorial communication e.g. Television
G06F Electric digital data processingG07C Time or attendance registersH04J Multiplex communicationH04L Transmission of digital informationH04N Pictorial communication e.g. Television
TIVO & DIVA SYSTEMS COMPARISON
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
G06F
G06T
G11B
H04BH04J
H04L
H04N
TiVo
Diva
TiVo
G06F
G06T
G11B
H04B
H04J
H04L
H04N
Diva
G06FG06T
G11B
H04B
H04J
H04LH04N
H04N - Pictorial communication e.g. TelevisionG06F - Electric digital data processingG11B - Information storage on electromagnetic disk
4. IP STRATEGY DEVELOPMENT – DEPLOY WHAT I DON’T NEED
‘Texas Instruments now derives more than $500 million of licensing revenues from its unused patents’Deloitte & Touche*
‘IBM licensing royalties top $1.7billion accounting for 15% of the company’s profits’
MIT Technology Review - 2000
Source: Implementing a Smart Asset Management Program for your Company’s Intellectual Property - 2001
DEPLOYWHAT I
DON’T NEED
• Can I Identify licensing-out opportunities?• Is there an ideal candidate to donate my technology to? – good PR!• Can I choose to deliberately let my patent maintenance lapse?• Ongoing – will defensive publications be enough to stake my territory?
WHAT DO I HAVE?
ACQUIRE WHAT I NEED
WHAT DOI NEED?
DEPLOY WHAT I
DON’T NEED
IP SERVICES
FAST CURRENT AWARENESS + ORIGINAL DOCUMENTS + IP LAW DEVELOPMENTS
POWERFUL PATENT SEARCHING AND PATENT ANALYTICS
IP STRATEGY DEVELOPMENT
SUMMARY
BREAK