The systematic integrated management of intellectual property (IP) is a recent phenomenon. This is despite the fact that intellectual property has been around for several centuries. Today, matters are more complicated, and integrated IP management is required. By integrated IP management we mean not only that the various forms of intellectual property (patents, trade secrets, trademarks, copyright) are managed together, but that intellectual property management is in turn integrated with overall business model design and corporate strategy. Integrated management is more than simply establishing a licensing model, or manufacturing a product that incorporates new invention.
For modern technologies, access to intellectual property rights (IPR) is complex because it is fragmented among many owners. The required licensing agreements invoke considerable transaction costs and royalty stacking. Often, it is in the interest of the technology sponsor to ease access to the required IPR. Patent pools have proven useful to achieve this goal. This article examines the experiences with three generations of patent pools in the optical disc industry. Technology platforms are becoming increasingly complex, which leads to a fragmentation of IPR among many pools and causes new issues. A novel "pool-of-pools" can address these.
Companies increasingly organize innovation activities within innovation ecosystems. This study illustrates the central role of the IP-model that an orchestrator develops for the innovation ecosystem partners. The governance of IP is instrumental for the success of innovation ecosystems as it determines the value appropriation potential for the ecosystem partners and positively influences the success of innovation ecosystems. The insights are based on a case study of IMEC, a public research institute in nano-electronics. IMEC has an IP-based orchestration model for innovation ecosystems through multi-party research collaborations between public and private firms.
Firms seeking to take advantage of distributed innovation and outsourcing can bridge the tension between value creation and value capture by modifying the modular structure of their technical systems. Specifically, this article introduces the concept of "IP modularity," which seeks to protect and capture value from intellectual property. The article defines what it means for a system to be "IP-modular," illustrates the application of this concept in a number of practical situations, and presents a comprehensive framework that can be used to design and evaluate value capture strategies for modular systems.
This article introduces a framework that helps to assimilate intellectual propertymanagement activities with the practices of marketing and strategy. With the framework, the management of IP rights is explained within marketing constructs such as the unique selling proposition. The article presents case studies that explore the applicability of the framework in a diversity of industry contexts and firm sizes.
Given recent developments in information technology and intellectual property (IP) legislation, technology firms may benefit froman integrated IP strategy that combines patenting with strategic disclosure. This article presents a series of cases that introduce various aspects of strategic disclosure and provide a framework for how and when such practices may be merited as part of an integrated IP strategy. To help CEOs decide on the economics and efficiency of the practice, practical guidelines are provided for when it might be a useful complement to the firm's other IP management practices.
In many organizations, the R&D, strategy, and legal functions are poorly integrated. As a consequence, firms miss opportunities to create and exploit the value of intellectual property. Functional silos are one reason for the lack of integration. More important, however, is the lack of a common framework and even language thatwould allowengineers, lawyers, and business executives tomanage IP assets better. This article provides such a framework. There is no one best way to manage IP and many managers overestimate the attractiveness of using IP to exert market power. Rather, the value of the various means to protect and benefit from IP depends on firm strategy, the competitive landscape, and the rapidly changing contours of intellectual property law.
Each year, Orlando International Airport serviced more than 35 million passengers. Many were attracted to Orlando, Florida, for tourism, vacations and fun, as the area was home to some of the most popular theme parks in the United States. Others travelled to Orlando on business, as the area had attracted international companies, and domestic companies had a growing presence in other countries. The airport needed to continue to attract new airlines and to expand its services to new regions and countries. Local business people collected information on the growth of travel between Orlando and other regions, underserved markets, and time and cost savings. The challenge now was how to use the data to decide on which countries and industries to focus on to attract new business.
A multinational company's first senior female leader is assigned to the European headquarters. The assignment is a professional coup, and she is primed to meet the challenge. However, her new colleagues' predominant view is that she is a non-European woman who represents the corporate head office. She has the opportunity to fly high or fail.
Educomp Solutions Ltd. was established in 1994 with the aim of providing for a customer's entire education lifecycle, from pre-school to higher education/vocational training, and appropriating value from the same customer multiple times. This strategy, over a period of 17 years, enabled Educomp to become the largest player in the education technology sector in India. Educomp took the organic route to growth, which it achieved largely through acquisitions and alliances. Its flagship brand, SmartClass, brought technology into the classroom with a vast repository of digital modules on every subject. However, in 2012 the government of India proposed changes in its education policy that - along with the country's economic uncertainty - threatened to erode the competitive advantage that ESL had gained over the years. The CEO of Educomp wondered how he could maintain his organization's leadership position. He was contemplating a three-pronged strategy that involved 1) expanding into the untapped Indian rural market segment with school learning solutions; 2) creating a virtual learning solution that included open-source content for students; and 3) investing further in research and development in order to develop innovative products to penetrate the Indian education market.
A multinational company’s first senior female leader is assigned to the European headquarters. The assignment is a professional coup, and she is primed to meet the challenge. However, her new colleagues’ predominant view is that she is a non-European woman who represents the corporate head office. She has the opportunity to fly high or fail.
The chief executive officer of Tesu, a small manufacturing company in Croatia, and a consultant hired to solve Tesu's production problems both realize that the company has several problems, the most pressing of which is a shortage of cash. Together, they need to come up with a plan to restore cash flow and improve production efficiencies.
Each year, Orlando International Airport serviced more than 35 million passengers. Many were attracted to Orlando, Florida, for tourism, vacations and fun, as the area was home to some of the most popular theme parks in the United States. Others travelled to Orlando on business, as the area had attracted international companies, and domestic companies had a growing presence in other countries. The airport needed to continue to attract new airlines and to expand its services to new regions and countries. Local business people collected information on the growth of travel between Orlando and other regions, underserved markets, and time and cost savings. The challenge includes how to use the data to decide on which countries and industries to focus on to attract new business.
Educomp Solutions Ltd. was established in 1994 with the aim of providing for a customer’s entire education lifecycle, from pre-school to higher education/vocational training, and appropriating value from the same customer multiple times. This strategy, over a period of 17 years, enabled Educomp to become the largest player in the education technology sector in India. Educomp took the organic route to growth, which it achieved largely through acquisitions and alliances. Its flagship brand, SmartClass, brought technology into the classroom with a vast repository of digital modules on every subject. However, in 2012 the government of India proposed changes in its education policy that — along with the country’s economic uncertainty — threatened to erode the competitive advantage that ESL had gained over the years. The CEO of Educomp wondered how he could maintain his organization’s leadership position. He was contemplating a three-pronged strategy that involved 1) expanding into the untapped Indian rural market segment with school learning solutions; 2) creating a virtual learning solution that included open-source content for students; and 3) investing further in research and development in order to develop innovative products to penetrate the Indian education market.
PepsiCo faces criticism after releasing a series of online advertisements for Mountain Dew that featured an angry Mountain Dew–drinking goat, a battered white woman on crutches and the goat in a police lineup of all black men. Critics are offended by the advertisement’s portrayal of violence toward women and racial stereotypes. As the public outcry spreads, Mountain Dew’s senior brand manager needs to devise a course of action or risk damage to one of its billion-dollar brands.<p>You might also like: Abercrombie & #Fitchthehomeless, Abercrombie and Fitch, Domino’s Pizza
PepsiCo faces criticism after releasing a series of online advertisements for Mountain Dew that featured an angry Mountain Dew-drinking goat, a battered white woman on crutches and the goat in a police lineup of all black men. Critics are offended by the advertisement's portrayal of violence toward women and racial stereotypes. As the public outcry spreads, Mountain Dew's senior brand manager needs to devise a course of action or risk damage to one of its billion-dollar brands.
Contains the framework for the second-year Innovating in Health Care course. Delineates the role of six exogenous forces on new ventures: structure, financing, regulations, consumers, accountability, technology, and public policy. Also, presents the essential elements of business models for new health care ventures.