A Study of the Impacts of Patent Analysis on Technical Acquisition in a Business

• Main Authors: Che-Wei Lee, 李哲偉
• Other Authors: Yun Ken
• Format: Others
• Language: zh-TW
• Published: 2003
• Online Access: http://ndltd.ncl.edu.tw/handle/07801309305644242982

碩士 === 中原大學 === 企業管理研究所 === 91 === Abstract Patent Analysis can track how the patent strategy of your competitors has varied over time and analysis the patent portfolio of potential acquisition targets. The patent Map trends in who is patenting in particular technical fields and identify the most prolific inventors in a field for recruitment/poaching purposes. The patent analysis also can provide visually stunning reports that make your point most persuasively and accelerate innovation by providing research staff with a powerful patent analysis tool and identify potential collaborators, licensees and infringers. Patent Analysis is crafted for a particular company and the criteria are deter- mined in coordination with senior management. Such tailored competitive intelligence is an asset of the kind that can work to grow other assets. Unlike information concerning your competitors' current activities, the Patent Analysis can give insight into the future activities of competitors, or an industry, and how your company stands relative to the others. For example, has used the Patent Analysis to consider the activities of a few of its competitors in several technological areas, as well as the industry trends indicated by the combined data. This company coupled the Patent Analysis with an Intellectual Property Audit to create its Worldwide Patent Strategy. Firms typically are engaged in the acquisition of knowledge on the technology market and cooperate actively in R&D with other firms and research organizations. Using patent data from the Community technology Survey on manufacturing firms, firms that are only engaged in a single innovation strategy, either internal R&D activities or sourcing technology externally, introduced fewer new or substantially improved products compared to firms which combine internal and external sourcing. This result is consistent with complementarities between own R&D and external technology sourcing activities. Furthermore, the different patent innovation activities are strongly positively correlated and identify common drivers, resulting in the perceived complementarities between these patent innovation activities. An important finding is that a capacity to strategically protect intellectual property and a more basic R&D base which may serve as an absorptive capacity, they are important common drivers for the different patent getting activities. Keywords: Patent Analysis, own R&D, external technology sourcing activities