Microsoft PowerPoint - 10th_Presentation\243\25020090805\) [\310

Gyeonggi Science & Technology Center, Policy Research Part
Gyeonggi Research Institute, Suwon, Korea
"Value of Intellectual Property from Corporate Management
View"
Intellectual Property-related Activities Contributing to Management
August 5th, 2009
179 Pajang-dong, Jangan-gu, Suwon, Gyeonggi-do. Korea
Yoshitoshi Tanaka
Department of Management of Technology, Graduate School of Innovation Management
Tokyo Institute of Technology
All Copyrights Researved©2009 Yoshitoshi Tanaka
MOT, Graduate School of Technology Management
Introduction of myself
1980:
1980-1991:
1992-2002:
2002:
2002-present:
Graduate School of Tokyo Institute of Technology
JPO; Patent Examiner
Planning Division
International Affairs Division
Science & Technology Agency
Research Fellow at UCLA
Tetra Pak Japan; IP, HR, Legal, Environment,
Communication, Corporate Planning
International Patent Office ”i-Bis” , Registered IP attorney
Graduate School of Innovation Management
Tokyo Institute of Technology
http://www.me.titech.ac.jp/~ytanaka/
All Copyrights Researved©2009 Yoshitoshi Tanaka
MOT, Graduate School of Technology Management
Prime Minister Koizumi's the 154th policy statement
pilgrimage association
(February 4, 2002)
Our country has already had the intellectual properties
such as patents famous in the world. It is assumed to be a
target of the nation to protect, to use the result of research
activities and creative endeavors from a strategic
standpoint as intellectual properties, and to strengthen the
global competitiveness of our domestic industry.
Therefore, Strategic Council on Intellectual Properties is
started up, and the necessary policy is promoted strongly.
All Copyrights Researved©2009 Yoshitoshi Tanaka
MOT, Graduate School of Technology Management
Prime Minister Abe's the 165th pilgrimage association of
policy speech
(September 29, 2006)
It is needless to say to continue steady economic growth
indispensable so that our country keeps prospering as "Beautiful
country" in the 21st century. Economic growth is possible even by
the phase of the population decrease. New energies are taken to
Japanese economy by power of the innovation and attitude open.
Long-term strategy indicator "Innovation 25" that contemplates
2025 years of each fields of the medicine, engineering, and the
information technology, etc. for the creation of the innovation
contributing to growth, is arranged, and executed. The high-speed
Internet base of the world highest level is taken full advantage in
the strategy, and aim at doubling the teleworking population in
which work with home is enabled productivity is improved greatly.
All Copyrights Researved©2009 Yoshitoshi Tanaka
MOT, Graduate School of Technology Management
Prime Minister Fukuda's the 168th pilgrimage association
of policy speech
(October 1, 2007)
(continuous reform and steady growth)
Our country has been working on the structural reform over economy and the public at large.
Business recovers, and a result constant expand has gone up in employment. However, our
country has still faced difficult problems, such as a real coming of the depopulating society
with declining birthrate and an increase of cost of Social Security according to a growing
proportion of elderly people, a structural change of inside and outside economy and global
environmental concerns. It is necessary to advance the reform that stares at the future of
Japan as the system and the organization not suited in the age are improved to get this over,
and to make a matured society.
A reform and steady economic growth are both circles of the car, and it both advances it.
Interdependence with overseas economy will rise corresponding to the environmental
transformation of the domestic economy in the future. The plan of Asia gateway that aims at
the promotion of an inside and outside investment, and makes the best use of a certain
strength in Asia, and it works on the competitive edge strengthening of promotion and the
finance and the sightseeing nation. Concentrated investment in the strategic field for the
development of the science and technology is promoted, the personnel training is enhanced,
and the strategy for intellectual property that aims world-class is promoted.
All Copyrights Researved©2009 Yoshitoshi Tanaka
MOT, Graduate School of Technology Management
National approach for nation built on intellectual property
Intellectual property strategy outline 2002.7.3
1.Promotion of creation of intellectual property
- Intellectual property creation at university etc.
- Creation, acquisition, and management of strategic literary property in
enterprise
- Enhancement of education and research personnel who bring up creativity
2.Strengthening of protection of intellectual property
- Promptness, precise examination, and umpire
- Creation of substantial "Patent court" function
- Strengthening of counterfeit goods and pirate edition measures
- Promotion of international systemic harmonization and strength
- Protection strengthening of trade secret
- Protection of literary property in new field etc.
3.Promotion of exploitation of intellectual property
- Promotion of technology transfer such as universities
- Evaluation and use of literary property
4.Enhancement of human base
- The special talent's training
- Improvement of intellectual property consideration of the people
Bill related to intellectual property of another reflecting
Patent law revision 2003.5.16
･Review of patent fee system
･Objection and invalid
umpire unification
･Single requirement review
and PCT considering all
specification
Unfair competition
prevention law revision
2003.5.16
･Protection strengthening of
trade secret
All Copyrights Researved©2009 Yoshitoshi Tanaka
Customs Tariff Law revision 2003.3.28 (Ministry of
Finance)
･Strengthening of violation measures like patent etc.
Code of civil procedure revision 2003.7.9 (the
Ministry of Justice)
･Exclusive competency to Tokyo and Osaka district
court
Seedlings law revision 2003.6.10 (Ministry of
Agriculture and Forestry)
･Strengthening of penal regulations to violation of
promotion [kensha]
Copyright Law revision 2003.6.12 (Ministry of
Education, Culture, Sports, Science, and Technology)
･Protection strengthening of image contents
Fundamental law of intellectual property 2002.11.27
Cycle of intellectual creation (creation, protection, and use)
Establishment of activation nation policy (basic philosophy)
Intellectual property strategy headquarters 2002.3.1
(Prime Minister Ichiro Koizumi)
Promotion plan for Creation , protection, and use of intellectual
property2003.7.8
Promptness and the precise examination at the highest level in the
world shall be achieved.
- The patent examination speed-up law is enacted (secure by a
necessary examiners).
- Research agency for prior arts is promoted and utilized.
- Reform of structure of application and request for examination
Patent strategy plan 2003.7.8
- The patent examiner's staff increase (examiners with limited
working term)
- Expansion of outsourcing of prior-arts search
- Strategic acquisition and management of intellectual property in
enterprises
- Review of utility model system
Patent system subcommittee
WG related to patent
strategy plan
WG for Utility model
system
Employee invention
Patent strategy plan
Promotion plan
Utility model system
For further details, Prim Minister’s web-site
MOT, Graduate School of Technology Management
Trend of Application/Patent/Utility Model/Design/Trademark
450000
Online Patent
Application (1990)
400000
350000
Joined PCT (1978)
300000
Joined Paris Convention (1899)
250000
Request for Examination (1970)
200000
Patent Law (1885)
150000
Established
JIII (1904)
100000
Utility Model Law (1905)
50000
0
1884
1894
1904
Trademark
Law (1884)
All Copyrights Researved©2009 Yoshitoshi Tanaka
1914
1924
Patent
1934
UM
1944
1954
Design
1964
1974
1984
1994
Trademark
MOT, Graduate School of Technology Management
Situations of Patent Applications among 5 countries (2007)
Overseas applications have value
All Copyrights Researved©2009 Yoshitoshi Tanaka
MOT, Graduate School of Technology Management
Why so many patents filed by companies?
First-file system (but it’s not only for Japanese. In most of
countries.)
Competition is high in the Japanese market?
Customers are the first! “Customer first principle”
Very strong and detailed Needs from market/consumers
High score on Avoid uncertainty (Geert Hofstede)
Norm principle (ex. 3 patent applications every year)
Long history of IP awareness activities (JIII over 100 years
history)
Existence of Utility Model Registration System (200,000 in 1985)
History to have licensing in from foreign companies (especially
1950’s)
Small improvement ideas filed with different applications
Different Protection approach (patent net, etc)
Patents as a tool for business alliance (ex. Cross licensing)
All Copyrights Researved©2009 Yoshitoshi Tanaka
MOT, Graduate School of Technology Management
Background
IP based Nation stated by
Koizumi, Feb., 2002
IP Strategy Policy
July, 2002
No. of Filing, Request for Examination,
Granting
Institutional Aspects on Japan’s IP Management
Improvement Patents against Overseas Basic
Patents
500,000
450,000
400,000
Patent Shift from Utility Model
350,000
Nation Culture based on Uncertainty
Avoidance
250,000
300,000
Filing
Request for Exam
Granting
200,000
150,000
IP Strategic Counsel March,
2003
Promotion Plan for IP Creation,
Protection and Utilization July,
2003 -
All Copyrights Researved©2009 Yoshitoshi Tanaka
2006
2005
2004
2003
2002
2001
2000
0
Trend of IP people (person)
“IPR has contributed to strengthen Japan’s
competence by protecting our technology, but
still expected to make further contribution for
corporate management.”
No. of people
60,000
51745
50,000
40,000
（2003-2007）
IP Creation
IP Dept. at university, ＴＬＯ
Industry-Univ. Collaboration
Service Invention
IP Protection
IP High Court
Efficient Patent Examination
IP Infringement
Highway Plan for Patent Examination
Global Rule for IP Protection
Copy Goods, Counterfeit
IP Utilization
Copyright and Brand Protection
IP awareness and IP Education
50,000
1999
Competitive Business environment and
Customer First thinking
100,000
1998
Business Behavior responding market needs
1997
IP Basic Law
November, 2002
45505
39024
30,000
Strategic IP Utilization
20,000
Strengthen Enterprise MM
Strategic IP MM
CIPO for IP MM
IA MM Manual
IP Report and Guideline
Unutilized Patent
Improvement of Business
environment for IP utilization
IP evaluation
IP Trust System
Licensing Promotion
Licensing Advisor
Raising the Capital by IP
10,000
0
2003
2004
2005
Trend of IP Expense (mio \)
1,000,000
900,000
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
0
Other Expense
Staff
Compensation
Filing related
2003
2004
2005
MOT, Graduate School of Technology Management
Overviews of Research Subjects on IP Activities for Corporate Management
Social
Contribution
Products & Services
Investment
Effect
Purchasing, Production
Sales, Marketing, R&D
HR, Financing
Investors
Market
Sales
International
Contribution
Profit
Return
Investment
Objectives Sharing Corporate & IP
Corporate Objectives
Distance between Corporate and
IP activities
IP based Nation
Clarification of Contribution Mechanism
IP Creation
IP Protection
IP Utilization
IP Rights
IP related Activities
Fact Findings on
Integration Level
All Copyrights Researved©2009 Yoshitoshi Tanaka
Utilization of IPR
Use
Licensing
Trusting
Selling
Management Issues Budget, HR, MBO
IP Creation Support
Filing through IP Rights
Collaboration between R&D
IP Enforcement
and IP
IP Education
Corporate Core Value with IP thinking
Motivation, Compensation for Inventors
Collaboration between
Copy Goods and Counterfeit
Marketing and IP
Standardization Strategy
PR, Communication Strategy
M&A Support
Overseas Business Support
Decision Making on
Patent Specification
Existence of Unutilized
Patents “Sleeping Patents
Findings on reasons for
sleeping patents
Technology Revolution
Accelerated Market Change
Scope of protection to avoid
prior arts
Specialty of IP practices
Long-term practices
Lack of Integration with IP
MOT, Graduate School of Technology Management
Flooding Patent Applications by Japanese Enterprises is a Right Way?
No. of withdraw/Abandon after Request for
Examination
Ratio of Utilized/Unutilized Patents
＜Hypothesis＞
“Company’s Competence will not
shrink even if reducing sleeping
patents.”
1,200,000
1,000,000
16000
14000
12000
10000
All Refund
Half Refund
Non Refund
8000
800,000
6000
4000
Unutilized
Utilized
600,000
2000
2006
2005
2004
2003
2002
2001
2000
1998
1999
0
400,000
200,000
Overseas Patent Filing by Country base Applicants
0
Foreign Patent Filing by Japanese (2005)
2003
2004
2005
EPO
4%
＜Hypothesis＞
Patent applications by Japanese Companies
shall be immediately globalized.”
Korea
3%
Foreign Patent Filing by US (2005)
Germany
1%
Others
1%
Korea
3%
Australia
3%
China
6%
Others
9%
China
5%
Japan
71%
US
14%
Japan
7%
US
64%
EPO
10%
No. of Patent Filing in Major Countries (x10000)
50
45
40
35
30
25
20
15
10
5
0
Foreign Patent Filing by UK (2005)
US
Japan
China
Korea
EPO
2002
2003
2004
All Copyrights Researved©2009 Yoshitoshi Tanaka
2005
2006
Others
7%
Australia
3%
China
4%
Japan
5%
Foreign Patent Filing by German (2005)
Others
Korea
7%
2%
China
5%
Japan
7%
Germany
12%
UK
48%
EPO
12%
US
17%
US
21%
EPO
20%
MOT, Graduate School of Technology Management
Number of Patent Applications required for marketing unit
No. of Domestic/Foreign Patent
Filing by Country
Japan
US
UK
Germany
No. of Patent Filing to protect Technology
Domestic/Overseas
600,000
500,000
Domestic 367,960
207,867
17,833
48,367
400,000
Other Foreign
EPO
Domestic
300,000
EPO
21,470
32,741
4,649
23,789
Other
Foreign
129,181
93,342
15,253
46,681
200,000
100,000
0
Japan
Shift from Improvement Patents toward
Basic Patents
Combination with Basic Patents and
Improvement Patents
US
UK
German
＜Hypothesis＞
“European Companies dominates market
with selected patents.”
Selection and Focusing by business unit
＜Hypothesis＞
“Sleeping patents will be decreased by
functional integration.”
All Copyrights Researved©2009 Yoshitoshi Tanaka
＜Hypothesis＞
Japanese companies should change focusing
basic patents, depending on industry field,
competitive situation, market, etc.”
MOT, Graduate School of Technology Management
Interview to Industry on Sleeping Patents
Co
mp
any
Field
(Pro
duct
)
No.
Patents
Ratio for
use
1
Stati
onar
y
4000
50％
2
Stee
l
2500
50％
Inventions as a
result of R&D
Patent filing
Competition
Commercial
evaluation is
not strict
3
Expe
rime
ntal
devi
ces
200
40％
Technical
evaluation
4
che
mica
l
4000
50％
Technical
evaluation
5
Elect
ronic
s
4700
50%
(100％
including
licensing
)
Technical
evaluation and
commercial
evaluation,
50:50.
Filing expense
is a prior
investment
All Copyrights Researved©2009 Yoshitoshi Tanaka
Timing of
Application
Timing of
Commercialization
Business strategy
is shared when
R&D theme is
decided
Business unit
decides R&D
theme
Patent Stock
review
（March, 2007)
Action to
avoid
sleeping
patents
Others
Nothing
special
Unified
management
by trusting
system
NCIPI Patent
licensing DB
Stock Review in
every 3 years
Evaluate
d by
commerc
ial
potentiali
ty
Use licensing
advisors, but no
progress
Evaluated at the
timing of
compensation,
but direction to
increase No. of
patents
Nothing
special
Mass of
sleeping
patents
happened with
product model
change
Stock Review in
every 3years,
but difficult to
abandon
Nothing
special
Resister to Get
to Com, but no
progress
Evaluated at the
timing of
patenting
Business unit
decide stock
review
10% maintained
until expiration
date
Mass of
sleeping
patents
happened along
with the
direction of
standardization
MOT, Graduate School of Technology Management
Interview to Industry on Sleeping Patents
Co
m
pa
ny
Field
(Pro
duct
)
No.
Patent
s
Ratio for
use
Timing of
Application
6
Copy
Mac
hine
7000
30％
(100%
including
licensing)
Technical
evaluation
7
Auto
mobi
le
Part
s
400
100％
Technical &
Commercial
evaluation
Business unit
responsibility
8
Mec
hani
cal
2700
50％
9
Elect
ronic
s
4000
10
Opti
cal
7000
Patent Stock
review
Action to
avoid
sleeping
patents
Others
Stock Review
in every 3
years, more
strict after 10
years
Nothing
special
Long-term plan for
R&D, commercial
opportunity is very low。
Business unit
initiative
Stock review
every year
Utilization
ratio will be
increased by
compensation
system for
inventors
Commer
cial
evaluatio
n when
proposed。
Mass of sleeping
patents happened with
product model change
Use licensing advisors,
but no progress
Unified management
by trusting system
Evaluated at the
timing of
application,
request for
examination,
patent
registration,
payment of
maintenance fee
CIPO in every
business unit
resp
Stock review
every year
useless
patents are
useless for
other parties
IP
evaluatio
n mtg
Commer
cial
oriented
CIPO’s
crossfunctiona
l mtg
Assigned application
system creates
sleeping patents
IP evaluation mtg is
important
30％
IP in business
unit evaluates
Business unit
resp.
Stock review
every year
Licensing
opportunity
Nothing
special
Business unit having
many sleeping patents
shall be closed
No business , no
patents required
50％
Business unit
evaluates
Business unit
resp
Stock review
every year
Nothing
special
Technical commodity
creates sleeping
patents
All Copyrights Researved©2009 Yoshitoshi Tanaka
Timing of
Commercializa
tion
(March, 2007)
MOT, Graduate School of Technology Management
Intellectual Creation Cycle
Not too much emphasizes on the number
of patents. Quality is important!
Creation of intellectual property
Also, IP related activities shall be
integrated with corporate management.
Protection of intellectual
property
Intellectual property
right
Use of intellectual property right
Exploitation of intellectual
property
Intellectual property activities
Execution
Defense
License
Utilization of IP rights
The intellectual property activity should contributes to
Enterprise Management.
All Copyrights Researved©2009 Yoshitoshi Tanaka
MOT, Graduate School of Technology Management
Questionnaire regarding Collaboration between IP dept and other dept
（Jan. 2006）
Purpose of Questionnaire
Fact Findings on Integration Level between IP dept and other dept
Benchmarking Method on Integration Level
Subjects for collaboration and Viewpoint of IP strategy
Contribution to Management Objectives based on collaboration between IP
dept and other dept
Contribute to strengthening IP strategy and the growth of international
competency of our industry
Person for questionnaire：IP managers
Number of enterprises for questionnaire：59
Number of responding enterprises：26 （collection ratio：44％）
No. of enterprises
No. by Capital
No. by employees
9
～\1 bio
1
～100
1
6
\1-10 bio
6
100～1000
5
Mechanical
6
\10-100 bio
13
1000人～10000人
14
Others
5
\1000 bio ～
6
10000人～
6
Electronics
Chemical
All Copyrights Researved©2009 Yoshitoshi Tanaka
MOT, Graduate School of Technology Management
Method for Questionnaire Survey
＜ Definition ＞
“Collaboration” is “the required Communication, Consulting, Discussion, etc. with other
department in addition to the decision within IP department”
＜ Three step questionnaires＞
（1）Existence of Specific IP related task
（2）Collaboration Level with other dept. to proceed the said task
（3）Concrete subject for the said collaboration
＜Level for integration Level＞
4：Extremely necessary on collaboration
3：Necessary on collaboration to some extent
2：Not necessary so much
1：Not necessary at all
＜Functional Department＞
Management
4 3 2 1
Manufacturing
4 3 2 1
Management Planning
4 3 2 1
R&D
4 3
2
1
Purchasing
4 3 2 1
1
Communication
4 3 2 1
Technical Service
4 3 2 1
Marketing
4 3 2
Quality Assurance
4 3 2 1
Sales
4 3
1
Finance/Accounting
4 3 2 1
Human Resource
4 3 2 1
Information Technology
4 3 2 1
Legal
4 3
1
General Affairs
4 3 2 1
Overseas Business
4 3 2 1
All Copyrights Researved©2009 Yoshitoshi Tanaka
2
2
MOT, Graduate School of Technology Management
IP related Activities
MBO for IP Department
IP Enforcement
Re-organization of IP Department
Warning, Negotiation before Law Suit
Budgeting for IP Department
Law Suit for Patent Infringement
Digging up Technical Seeds
Actions for being sued for Patent Infringement
Patent Mapping
Decision for Amicable Settlement
Making & Analysis Patent Portfolio
Licensing In
IPR Inventory
Licensing Out
Watching Competitors' Patents
Cross Licensing
Watching Customers' Patents
Joint R&D
IP activities for Customer Satisfaction
IP activities for New Business Launching
Watching Suppliers' Patents
IP activities for M&A
Proposal to other department
IP activities for Overseas Business Operation
Strategy for Patent Applications
Licensing with overseas Enterprises
Utilization of Prior Arts
Actions against Counterfeit Products
Decision for Patent Application
IP activities for Technology Standardization
Draft/Check Patent Specification
IP Training/Education for Employees
Actions during Examination Process
Employee's Motivation
Appeal for Refusal
Invalidation Trial
IP activities for Organization/Employees
Development
Decision for Appeal to High Court on
Administrative Litigation cases
IP/IA Report
Security Management
IP activities for improving Business Process
All Copyrights Researved©2009 Yoshitoshi Tanaka
MOT, Graduate School of Technology Management
Evaluation Method to find integration Level with other department
Results of questionnaires
Situation on collaboration for each IP activity
41 IP related activities, 16 functional depts
Audit & Evaluation on collaboration level in each enterprise
Business environment and Management Resources
Benchmarking with 26
enterprises
Enterprise size, field, vision
Benchmarking with Best 10
enterprises
Benchmarking with
industry
Lack of integration between IP dept. and other functional depts
Department
collaborated with
Subject for
collaboration
Viewpoint of IP Strategy
Benchmarking and IP Auditing
Integration of Dept Objectives with other dept
Best practice of IP Dept
All Copyrights Researved©2009 Yoshitoshi Tanaka
MOT, Graduate School of Technology Management
Principal Component Analysis on best 10 enterprises
IP related Activities
1st Comp
2nd
Comp
IP related Activities
1st Comp
2nd
Comp
MBO for IP Department
6.13
0.04
Utilization of Prior Arts
0.33
2.84
IP Activities for M&A
4.36
-2.04
Patent Portfolio Analysis
0.07
1.25
Security for Technical Information
3.46
1.25
Decision for Patent Application
0.05
2.01
Re-organization of IP Department
3.38
-0.49
IP Proposal to other Dept
-0.00
0.42
Licensing with Overseas Enterprises
3.01
-1.64
Appeal against Refusal
-0.30
2.70
Employee’s Motivation
2.97
0.97
Watching Competitors Patents
-0.42
1.50
Licensing Out
2.74
-1.30
Digging Up Technical Seeds
-0.46
1.18
Joint R&D
2.69
-0.12
Actions during examination Process
-1.00
2.12
Budgeting for IP Department
2.33
-0.49
Legal Actions as a defendant
-1.21
-2.13
IP Training/Education for Employees
2.33
1.53
Drafting and Check on Patent Specification
-1.22
2.07
Licensing In
2.30
-1.39
Patent Mapping
-1.28
1.51
IP Activities for Overseas Operation
2.30
-1.88
IP Activities for Customer Satisfaction
-2.28
-0.02
Decision for Amicable Settlement
1.90
-2.20
Administrative Litigation Cases
-2.65
-0.04
IPR Inventory
1.62
1.68
Law Suit for Patent Infringement
-3.45
-1.81
IP Activities for New Business
1.37
-1.08
Watching Suppliers Patents
-3.79
1.34
Actions against Copy Products
1.17
-1.30
IP Activities for Standardization
-3.80
-0.88
Warning, Negotiation before Law suits
1.10
-1.62
Watching Customer’s Patents
-5.79
0.05
Invalidation Trial
0.85
1.08
IP Activities for Organization Development
-6.25
-0.35
IP Enforcement
0.80
-0.84
IP Activities for Business Process
-7.29
-0.43
Cross Licensing
0.80
-1.63
IP/IA Report
-7.45
-2.55
Strategy for Patent Applications
0.63
0.72
All Copyrights Researved©2009 Yoshitoshi Tanaka
MOT, Graduate School of Technology Management
Subjects for Collaboration, Viewpoint of IP Strategy based on Results of Questionnaires
連携ベストテン企業の連携度レベルと連携事項から見た知的財産戦略
知的財産部門の「目標設定」
研究開発部門
取締役会又は担当役員
マーケティング部門
法務部門
経営企画部門
海外事業部門
技術サービス部門
製造部門
広報部門
IT部門
調達部門
営業部門
品質保証部門
財務・経理部門
総務部門
人事部門
第1主成分
3.906489224
3.065740761
2.350924894
2.204611692
1.622436179
1.580596142
0.821379007
0.116642215
-0.404292565
-1.338616118
-1.902598313
-1.955334041
-2.178982742
-2.360794167
-2.6410356
-2.887166567
第2主成分
-0.04861365
0.562028801
0.384757765
0.875311256
-1.191951565
0.194433662
-0.598475497
-2.215009872
0.22022734
3.574713884
-0.421139626
-1.225168159
-0.464036747
-0.77834132
0.422326438
0.708937288
Specific IP related activity
研究開発戦略の方向性を共有・連携
企業買収・合併時に必要な知的財産活動
研究開発部門からの発明提案数の予測、出願依頼予測
研究開発部門の発明提案目標の合意
研究開発戦略と知的財産戦略の摺り合わせ
研究開発戦略を踏まえた戦略的特許取得
知的財産権の保護･活用を経営に活かす
知的財産戦略の重点分野の特定
マーケティング部門と連携した競合他社のウォッチング
製品の市場地位、ライフサイクルを踏まえた知的財産戦
略の見直し
知的財産戦略の視点
販売目標と達成のための模倣品対策
① 研究開発部門と一体になるよう日頃からの
連携が必要。
模倣対策キャンペーン展開のための広報部門との連携
② 知的財産部門の果たすべき役割を会社トッ
プの方針に連動させること。
発明キャンペーン等の開催の企画・調整
③ 同時に、市場に対して敏感であるようマー
ケティングとの連携を図ること。
連携ベストテン企業の連携度レベルと連携事項から見
た知的財産戦略
取締役会又は担当役員
経営企画部門
法務部門
研究開発部門
製造部門
広報部門
財務・経理部門
マーケティング部門
営業部門
海外事業部門
技術サービス部門
調達部門
総務部門
人事部門
品質保証部門
IT部門
第1主成分
3.5951839762
3.5951839762
2.7933691411
1.7095870339
1.0773328903
0.0850990120
0.0474466753
-0.0216267455
-0.3681775981
-0.6287472284
-0.8200006194
-1.9207333761
-2.0928851479
-2.1088262919
-2.4128521080
-2.5293535897
第2主成分
-0.5017988774
-0.5017988774
0.3305441102
2.0078223630
0.3776261303
1.4512724620
-1.8089024471
-1.8534509174
0.0858209271
2.3065348906
-2.1360426497
-0.2933185135
-0.7797884904
-1.1752203612
1.0648040236
1.4258962275
Collaboration level with
other department
知的財産管理システムの改善・導入の企画立案
ライセンス管理のための法務部門との調整
知的財産戦略の視点
技術流出防止対策
双方の知財ポジションの検討
相手の保有する知的財産権の調査・評価
相手先の特許の評価（事業的、技術的）
相手が第三者とすでに締結している契約書の
チェック
知財資産の整理
買収・合併企業の保有特許の価値評価および技
術的検討
保有する知的財産権の棚卸し、価値評価
M&Aの条件と特許との関係
研究開発部門
法務部門
製造部門
マーケティング部門
営業部門
IT部門
技術サービス部門
調達部門
取締役会又は担当役員
品質保証部門
経営企画部門
人事部門
海外事業部門
総務部門
広報部門
財務・経理部門
第１成分
2.0509069632
1.4012123825
1.0885952983
1.0794610030
0.8310718641
0.7698869370
0.6372950008
0.5077460828
0.2580104435
0.1752860062
0.1478231436
0.1212283476
0.0149860018
-0.4561572880
-0.9906216700
-1.4352201779
第２成分
-1.3639464332
0.0310389653
1.0514255465
2.1245499667
1.5809542823
-0.2296694032
1.8680402769
0.5911440060
-0.9968412165
0.6744581498
-0.0151255256
-1.9656645573
-1.4453424867
-1.5658001936
0.6008166892
-1.4566994506
① 研究開発部門の秘密情報を管理する仕組み
を整備する。
② 企業買収価格に無視できない知的財産評価
を戦略的に利用する。
関連情報の入手
ノウハウのブラック･ボックス化の仕組みや内容、
手続きについての検討
法務部門による社内規程の交付と連携
退職者と秘密保持契約を締結
社内規則の策定と運用
社内規則改定の協力依頼
情報管理体制への整備、ISMSの取得
e-learning等による社員教育
知的財産戦略の視点
① 経営判断の重要な要因である。
全社での情報の大切さの意識の向上
IT技術を活用した流失防止対策の検討
② 秘密保持制度の整備
③ 買収・合併後の知財ポジションを市場で発揮
させる。
東京工業大学大学院イノベーションマネジメント研究科技術経営専攻 Feb.27th , 2007
連携ベストテン企業の連携度レベルと連携事項から見た知的財産戦略
③ 生産技術の流出を如何に防止するか、出願
かノウハウかの徹底管理、生産ライン従事者
への教育
東京工業大学大学院イノベーションマネジメント研究科技術経営専攻 Feb.27th , 2007
東京工業大学大学院イノベーションマネジメント研究科技術経営専攻 Feb.27th , 2007
Subjects for
collaboration
連携ベストテン企業の連携度レベルと連携事項から見
た知的財産戦略
組織の変更・見直し
取締役会又は担当役員
人事部門
研究開発部門
経営企画部門
法務部門
海外事業部門
総務部門
技術サービス部門
財務・経理部門
IT部門
マーケティング部門
製造部門
広報部門
品質保証部門
営業部門
調達部門
第1主成分
4.011374255
3.860985009
3.16166147
1.621186916
1.573313458
0.115696848
-0.376540685
-0.418866058
-0.696270544
-0.808951726
-1.121694393
-1.208708886
-1.453748969
-2.550371441
-2.647656151
-3.061409102
第2主成分
-0.303407578
3.112536506
-1.477891347
-0.293509547
-2.624505217
-1.053765583
1.185388696
1.202412199
1.1825214
-0.750732633
-0.186590218
0.097382597
-0.455854733
0.118594936
0.171142167
0.076278353
知的財産戦略の視点
① 経営目標・経営戦略の実現に貢献できる具
体的な知的財産活動を模索する。
② 全社組織を串刺しにした知的財産活動の体
制整備
③ 研究開発部門に密着した知的財産活動の
体制整備
連携ベストテン企業の連携度レベルと連携事項から見
た知的財産戦略
Strategic Aspect for IP
Management
経営目標・経営戦略を共有し、その実現に向けた知
的財産部門の体制整備を提案
会社の方向性との整合性を図るため経営層との連
携、人材配置のための人事部門との連携
組織変更の必要性の合理的理由の把握や説明
知的財産戦略の立案とその実現に向けた体制整備
業務範囲の見直しを行なった上での人材確保
人員予算確保
人員増加についての承認とそれに伴う付帯設備費
用等の整備
研究開発戦略を支援する知的財産部門の人材確保、
配置
新規事業プロジェクト、主力製品チームへの知的財
産スタッフの配置により知的財産戦略と事業戦略を
融合
東京工業大学大学院イノベーションマネジメント研究科技術経営専攻 Feb.27th , 2007
All Copyrights Researved©2009 Yoshitoshi Tanaka
海外企業とのライセンス契約
研究開発部門
取締役会又は担当役員
海外事業部門
法務部門
経営企画部門
製造部門
営業部門
財務・経理部門
マーケティング部門
技術サービス部門
広報部門
調達部門
IT部門
総務部門
品質保証部門
人事部門
第1主成分
3.0506421956
2.9250490298
2.8977452987
2.6465176054
1.5988604665
1.1434554894
0.1986022311
0.0642537685
-0.0641736767
-0.6079946856
-0.7838599497
-1.9009437819
-2.4925827578
-2.7031481561
-2.7404415137
-3.2319815635
第2主成分
0.2901565522
-0.4983830649
1.0899815543
-0.6720908156
0.4736344531
2.8871079369
-1.5281661931
-0.8163079599
-1.0828570136
-2.2621960071
0.1598100503
-0.4249761039
0.7458643673
-0.0203538955
1.0741698563
0.5846062833
相手方の権利保有状況、権利の価値判断
ライセンスの必要性と技術内容の検討
事業戦略、特許戦略上の意味の確認
ライセンス条件と事業との関係の把握
知的財産の取扱いに関する諸条件の吟味
ライセンス条件の検討と同意
知財面での評価と契約書のチェック
契約条件の検討、交渉の役割分担
連携ベストテン企業の連携度レベルと連携事項から見
た知的財産戦略
社員のモチベーションを高める活動
研究開発部門
取締役会又は担当役員
人事部門
製造部門
技術サービス部門
経営企画部門
法務部門
海外事業部門
マーケティング部門
営業部門
財務・経理部門
総務部門
品質保証部門
IT部門
調達部門
広報部門
第1主成分
第2主成分
3.8299462 -0.77776119
2.965639772 0.524650648
2.644723792 -2.47603075
1.544932263 1.667644148
1.277561324 3.103519331
0.774222129 -0.19566894
-0.25071807 0.291354458
-0.36934706 -1.70363938
-0.5280137
-0.0458197
-0.53303048 -1.06726778
-0.79794343 1.303384476
-1.73832665
0.43279793
-2.09732407 -0.50677802
-2.09732407 -0.50677802
-2.30849719
-0.278946
-2.31650075
0.23533881
モチベーション向上策の内容についての検討、
活動指針の策定
表彰規程、補償規程などについての法務的検討
職務発明規定の制定･実施、人事と広報との連
携が必要
特許表彰の対象選定
表彰予算の確保
社風がモチベーションに大きく影響
事業戦略を如何に共有させるかの検討
知的財産戦略の視点
許諾対象商品の販売数量の確認等を事業企画
に依頼
知的財産戦略の視点
業務とのリンク
① 研究開発部門が国際競争力を向上するため
の知的財産活動
租税条約に基づく手続き等の支援
② ライセンス契約の事業戦略上の意義
海外事業部門との綿密な連携
① 知財の創造者のモチベーションを如何に高
めるか、研究開発部門の人材とのコンタク
トが重要
新人社員教育においては、総務部門と技術部門
の社員に対する教育においては、その担当者と
日程、内容を整理
③ 海外での社会文化的背景を踏まえた知的財
産管理が必要
② 開発創造型の社風を経営トップと共に作り
上げる。
③ 人事部門と協働する知的財産活動、成長し
ている実感
東京工業大学大学院イノベーションマネジメント研究科技術経営専攻 Feb.27th , 2007
研修修了者に記念品贈呈
e-learningを実施しているので、IT部門と相談す
る必要
東京工業大学大学院イノベーションマネジメント研究科技術経営専攻 Feb.27th , 2007
MOT, Graduate School of Technology Management
Quantitative Analysis of Patent Claims
In case the infringing
product has all technical
elements described in a
patent claim, the said
patent is efficient for
enforcement. Otherwise,
the patent is not efficient
for enforcement.
Efficiency for enforcement
depends on Patent Claims.
Own Product
The patent cannot
protect own product
or
Competitor’s Product
The patent cannot be
used for enforcement
Sleeping
Patent
Patent Claims
described in
granted patent
Prior Arts
Patent claims at filing
＜Hypothesis＞
“Usefulness of Patent for
enforcement can be
evaluated by quantitative
analysis of patent claims.”
Quantitative Analysis
using “case unit”
generating technical
meaning
All Copyrights Researved©2009 Yoshitoshi Tanaka
MOT, Graduate School of Technology Management
Evaluation by “case unit” on the efficiency for Patent Enforcement
Patent Claims:
A+B+C+D+E+F+G+H
Known case
unit
Characterized case
unit
No. of characterized case unit
If the total no. of case units is
small and the no. of
characterized case units is big,
the efficiency for enforcement
becomes high, which avoid to
generate sleeping patents.
No. of total case unit
All Copyrights Researved©2009 Yoshitoshi Tanaka
MOT, Graduate School of Technology Management
Sharing Corporate Objectives by IP Department
16 Corporate Objectives by BSC
Position
Mec
h
Che
m
Elec
Chairman
1
1
1
President/
Director
3
1
1
2
4
2
2
2
Customer
Contribute to Customer
Valuate Customer’s product
Share Up of Customer’s product
Social Contribution by Customer
MM
IP
Manager
Dept
M
Oth
er
Manager
Financing
Sales/Profit Up
Expense Cut
OCT Up
Taxation
Qualify Business Process
Minimize Lead Time
Reliable product
Non Deficit of Product
Sec
M
Business Process
Matured Core Value
Competence Up
HR Development
Motivation Up of employees
Organizational Improvement
（１）Interviewee
・Management
・IP Department Manager
（２）Issues for interview
Evaluation on IP activities from 16 corporate objectives
・Evaluation on current achievement, and future expectation
“Do IP activities contribute to each corporate objective?”
“Do IP activities is expected to contribute to each corporate objective?”
・No. of Questionnaires: 16x2=32
・Response:
5・・・strongly agree
4・・・Agree
3・・・No agree and no disagree
2・・・Disagree
All Copyrights Researved©2009 Yoshitoshi Tanaka
MOT, Graduate School of Technology Management
1・・・Strongly disagree
Consciousness Survey on IP activities to contribute to Corporate Objectives
Consciousness by IP Manager
Consciousness by Management
顧客貢献
税務管理
資産回転率
5
4
顧客貢献
顧客製品価値
税務管理
顧客製品シェアー
資産回転率
3
2
コスト・経費削減
企業風土醸成
人材育成
リードタイム
社員インセンティブ
ビジネスプロセス
“Management evaluates IP
activities contribute to
Corporate Objectives, further
expectation in the future.”
All Copyrights Researved©2009 Yoshitoshi Tanaka
顧客製品シェアー
顧客社会貢献
1
競争力向上
商品信頼性
4
2
コスト・経費削減
顧客社会貢献
0
欠陥商品ゼロ
顧客製品価値
3
1
増収増益
5
現状
本来的
0
増収増益
企業風土醸成
欠陥商品ゼロ
現状
本来的
競争力向上
商品信頼性
人材育成
リードタイム
社員インセンティブ
ビジネスプロセス
“IP manager feels lack of
contribution to Corporate Objectives,
being consciousness on the
importance of further contribution.”
MOT, Graduate School of Technology Management
Integration of objectives between Corporate and IP（Example）
Customers
Contribute to Customer
Valuate Customer’s product
Share Up of Customer’s product
Social Contribution by Customer
Corporate Objectives
Organizational Development
Matured Core Value
Competence Up
HR Development
Motivation Up of employees
Business Process
Qualify Business Process
Minimize Lead Time
Reliable product
Non Deficit of Product
Financing
Sales/Profit Up
Expense Cut
OCT Up
Taxation
All Copyrights Researved©2009 Yoshitoshi Tanaka
Protect Customers from Legal Dispute
Sales promotion of Customers product
Value with product/Services
Sales/ Purchasing Strategy
Sales Promotion to final consumers
Reliable Product/Services
Branding Strategy
Core Value toward creativity
Competency Up by creativity
Logical/Creative thinking Up
Consciousness Up on
Technology/Competitors
Bridging Sales, R&D, Production
IP education and information utilization
Employee’s Motivation by Compensation for
invention
Business Process Development
Job process development by Business
Model Patent
Business process improvement with
Invention related Supply Chain
Quality & Efficiency Up with Technical
solution on Production Line
Idea Generation and Communication Up
with IP activities
Organizational Change by IP activities
Contribution to Finance with IA report
Income by Licensing
Market Share Up by Exclusive Rights
Expense Cut by IP activities減
知的財産による資産回転率の向上
無形資産としての成果計上
Functional
Department
IP
Planning
Sales
Marketing
Purchasing
Production
Logistic
HR
Finance
R&D
MOT, Graduate School of Technology Management
MBO for IP Department integrated with Corporate Objectives
IP MBO contributing Company Objectives
Company Objectives
IP Objectives
Milestone Measurement
Realize!
Initiative
Focus
Down!
Brake Down!
Traditional IP MBO
(1) Obtaining IP rights
(2) Dispute Settlement
(3) Licensing
(4) IP Information
All Copyrights Researved©2009 Yoshitoshi Tanaka
(1) Improvement of Customer Satisfaction
Protect customer with product protected by IP rights
Support specific customer to expand their market share based on our IP rights
Give profit to customers with high value added products secured by our IP
activities
Increase reliability to final consumers on our products protected by IP rights
(2) Development of Corporate Culture & Core Value
Produce Company Culture & Core Value toward Research & Development, by
introducing more efficient IP activities
(3) Improvement of Business Competence
Improve business competency with IP, such as new technical revolution and
breakthrough
Make bridge over different functional organization by cross-functional IP
activities
Distribute IP information to educate employees
Motivate & activate employees with inventor’s rewards & compensation
(4) Improvement of Business Process on Quality and Lead Time
Modernize and improve business operation from order to payment with IP
Improve quality & efficiency with technical development of production line
Improve communication beyond functional organization with new business
process
(5) Sales & Profit Up
Promote business licensing or joint R&D to receive royalty income
Sales up by excluding competitors from the market, with IP
protection/enforcement
(6) Cost/Expense Reduction
Reduce cost/expense with new idea of business operation & technical
breakthrough
Improve operating capital turnover with new idea of asset management
including intangible assets
MOT, Graduate School of Technology Management
Today’s Summery
Patent Application shall be carefully examined from aspects
both technically and commercially.
Holding Patent is not well evaluated including
commercialization.
Patent activities shall be integrated involving other functional
department, such as R&D, Sales/Marketing
Integration Level shall be audited and improve collaboration
cross-functionally.
Patent Claims shall be checked from both prior arts and
product diversifications.
IP department has to share the company objectives and create
IP objectives.
“Value of Intellectual Property from Corporate Management
View” depends on how much IP activities are linked with
corporate management.
All Copyrights Researved©2009 Yoshitoshi Tanaka
MOT, Graduate School of Technology Management
Gyeonggi Science & Technology Center, Policy Research Part
Gyeonggi Research Institute, Suwon, Korea
Thank you very much for your attention!
Yoshitoshi Tanaka
Department of Management of Technology, Graduate School of Innovation Management
Tokyo Institute of Technology
E-mail: ytanaka@me.titech.ac.jp
All Copyrights Researved©2009 Yoshitoshi Tanaka
MOT, Graduate School of Technology Management

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