作者:Andrew T. Pham??
概述
A patent portfolio can be a significant part of a corporation’s overall value, as evidenced by the recent sale of Nortel’s 6,000 patents for $4.5 billion and Google’s acquisition of Motorola and their 17,000 patents for $12.5 billion. Knowing this, companies must place the same measure of attention on their patent portfolio as with other investment portfolios. Therefore, the old rules of investing – asset allocation, scale, diversification, buy and hold – must be applied to patents and patent portfolio management. For a patent portfolio to be a truly successful, effective, and winning portfolio, a company must also strategically manage it to return profits and direct market trends.
專利組合可以成為公司整體價(jià)值的重要組成部分，最近北電以45億美元出售6000項(xiàng)專利以及谷歌以125億美元收購(gòu)摩托羅拉及其17,000項(xiàng)專利的收購(gòu)案例就證明了這一點(diǎn)。因此企業(yè)必須像其他投資組合一樣對(duì)其專利組合給與同樣的關(guān)注。舊的投資規(guī)則-資產(chǎn)配置，規(guī)模，多樣化，購(gòu)買和持有 - 必須適用于專利和專利組合管理。要使專利組合真正起作用，成為有效且成功的投資組合，公司還必須對(duì)其進(jìn)行戰(zhàn)略性管理，以贏得利潤(rùn)和引領(lǐng)市場(chǎng)趨勢(shì)。
This QuickCounsel provides a concise outline of the components of successful patent portfolio management. Managing a patent portfolio parallels managing an investment portfolio in many respects. Therefore, viewing patents as a portfolio and creating and maintaining the volume, scale, diversity, and balance of the portfolio are the keys to success.
本QuickCounsel簡(jiǎn)要概述了成功的專利組合管理的組成部分。管理專利組合與許多方面的投資組合管理相似。因此，將專利視為投資組合，創(chuàng)建和維護(hù)投資組合的數(shù)量，規(guī)模，多樣性和平衡是成功的關(guān)鍵。
投資組合
The true value of patents derives from their aggregation in the patent portfolio—that is, the collective value of the entire portfolio as a whole and not the individual patents themselves. A?significant patent portfolio?spreads the risks among many patents and decreases the dependency on individual patents (in other words, decreasing reliance on individual claim scope and validity). Additionally, holding many patents in one technology allows a company to have a controlling interest in that market as well as direct and influence the markets that rely on that technology. This can be a very powerful tool to enable market power, technology development, and innovation while minimizing risk.
專利的真正價(jià)值來(lái)自于它們匯總在專利組合中形成的整體價(jià)值，而不是個(gè)別專利本身。一項(xiàng)重要的專利組合將風(fēng)險(xiǎn)分散到許多專利中，并減少對(duì)個(gè)別專利的依賴（換句話說(shuō)，減少對(duì)個(gè)人索賠范圍和有效性的依賴）。此外，在一項(xiàng)技術(shù)中持有多項(xiàng)專利，使公司能夠?qū)υ撌袌?chǎng)擁有控制權(quán)，并直接影響依賴該技術(shù)的市場(chǎng)。這可以是一個(gè)非常強(qiáng)大的工具，可以在最小化風(fēng)險(xiǎn)的同時(shí)實(shí)現(xiàn)市場(chǎng)力量，技術(shù)開(kāi)發(fā)和創(chuàng)新。
Many considerations go into determining the optimal size of a company’s patent portfolio and the optimal patent portfolio size will be different for each company. While a large patent portfolio is always preferred, there is a limit. A company should not patent every idea that comes along. Each company requires an organized strategy that not only considers the basic premise of risk allocation and reduction, but also looks closely at what innovations to file patents on. As the size of the patent portfolio increases, each individual patenting decision will become less important and will have less of an impact on the portfolio as a whole. Nonetheless, a continuous, organized strategy that looks at the innovation, gauging the scope, quality and the company’s own guidelines will continue to foster a?quality patent portfolio.
在確定公司專利組合的最佳規(guī)模時(shí)需要考慮很多因素，并且每家公司的最佳專利組合規(guī)模都不同。雖然總是首選大型專利組合，但總歸是有限度的。公司不應(yīng)該為每一個(gè)出現(xiàn)的新想法申請(qǐng)專利。每家公司都需要一個(gè)有組織的戰(zhàn)略，不僅要考慮減少風(fēng)險(xiǎn)的基本目標(biāo)，還要密切關(guān)注申請(qǐng)專利的創(chuàng)新程度。隨著專利組合規(guī)模的增加，每項(xiàng)個(gè)人專利決策將變得不那么重要，對(duì)整個(gè)投資組合的影響也會(huì)減小。盡管如此，一個(gè)持續(xù)的，有組織的戰(zhàn)略，審視創(chuàng)新，衡量范圍，質(zhì)量和公司自己的指導(dǎo)方針，將繼續(xù)培養(yǎng)高質(zhì)量的專利組合。
R&D spending over patenting filings can serve as a basic metric for companies to determine patent portfolio size. First, consider the?patenting intensity per R&D?expenditure. Generally, for every $1.3 million in R&D expenditure, U.S. companies file one patent application. Next, consider?R&D spending. Generally, the smaller a company is, the more it spends in R&D as a proportion of revenue. Therefore, if smaller companies are spending more on R&D, they should also patent more proportionally.
專利申請(qǐng)的研發(fā)支出可以作為公司確定專利組合規(guī)模的基本指標(biāo)。首先，考慮每個(gè)研發(fā)支出的專利強(qiáng)度。通常，每研發(fā)支出130萬(wàn)美元，美國(guó)公司就會(huì)提交一份專利申請(qǐng)。通常，公司規(guī)模越小，其在研發(fā)中的支出就越多。因此，如果規(guī)模較小的公司在研發(fā)上花費(fèi)更多，他們也應(yīng)該按比例申請(qǐng)更多專利。
Based on the patenting intensity of U.S. resident per R&D expenditure, the suggested patent filing rate for U.S. companies with less than $100 million in revenue is 12 patent applications per year. For U.S. companies with revenue between $500 million and $1 billion, the patenting intensity should be approximately 65 patent applications per year.
根據(jù)美國(guó)居民基于研發(fā)支出輸出的專利申請(qǐng)強(qiáng)度，美國(guó)公司收入少于1億美元的專利申請(qǐng)率為每年12項(xiàng)專利申請(qǐng)。對(duì)于收入在5億美元至10億美元之間的美國(guó)公司，專利申請(qǐng)強(qiáng)度應(yīng)為每年約65項(xiàng)專利申請(qǐng)。
At a certain point, IP risks will be minimized. Each individual patent and patenting decision will become less important as the size of a patent portfolio grows because of the power of aggregation and the spreading of risks throughout the portfolio. Primarily, the remaining risks are broader industry risks influenced by external factors including: the economy, demand, consumer confidence and unforeseeable shifts in technologies.
在一個(gè)特定的節(jié)點(diǎn)上，知識(shí)產(chǎn)權(quán)風(fēng)險(xiǎn)將處于最小值。由于專利整合為專利包的機(jī)體力量和整個(gè)專利組合中風(fēng)險(xiǎn)的分散，隨著專利組合規(guī)模的擴(kuò)大，每項(xiàng)專利申請(qǐng)都將變得不那么重要。在這種情況下的風(fēng)險(xiǎn)是受外部因素影響的更廣泛的行業(yè)風(fēng)險(xiǎn)，包括：經(jīng)濟(jì)，需求，消費(fèi)者信心和不可預(yù)見(jiàn)的技術(shù)變化。
In addition to R&D, scale and diversity are important in determining a company’s optimal patent portfolio size and composition.
除了研發(fā)，規(guī)模和多樣性對(duì)于確定公司的最佳專利組合規(guī)模和組成也很重要。
規(guī)模
In a patent portfolio, scale is the effective total filing in a given subject matter, which includes applications and issued patents in all countries. It is important to have scale in a patent portfolio because it is what enables?market and category leadership. Category leadership drives profitability. Therefore, scale can be a measure of category leadership. Having the right to exclude others on several related patents provides broad protection of the subject matter. This type of category leadership provides benefits beyond straightforward profitability.
在專利組合中，規(guī)模是給定主題的有效總申請(qǐng)，其中包括所有國(guó)家的申請(qǐng)和已頒發(fā)的專利。在專利組合中擁有一定的規(guī)模非常重要，因?yàn)樗梢詫?shí)現(xiàn)市場(chǎng)和類別領(lǐng)導(dǎo)，這將推動(dòng)企業(yè)在這一類別的盈利。因此，規(guī)模可以衡量類別領(lǐng)導(dǎo)力。有權(quán)將其他幾項(xiàng)相關(guān)專利排除在外，可為該主題提供廣泛的保護(hù)。這種類別的領(lǐng)導(dǎo)力提供的好處超出了直接的盈利能力。
首先，一個(gè)強(qiáng)大且適當(dāng)規(guī)模的專利組合作為反對(duì)訴訟的防御性武器。擁有反索賠目的的專利組合的公司不是一個(gè)好的或容易的目標(biāo)。其次，適當(dāng)規(guī)模的專利組合也可以作為攻擊性武器。它阻止其他人進(jìn)入該領(lǐng)域-實(shí)質(zhì)上是創(chuàng)造進(jìn)入的障礙。第三，具有這種類別領(lǐng)導(dǎo)力的公司來(lái)自規(guī)模化的投資組合可以塑造行業(yè)決策并影響行業(yè)信息和標(biāo)準(zhǔn)化。對(duì)主題的廣泛保護(hù)，規(guī)模的衍生，增加了專利組合的許可和貨幣化的議價(jià)能力，并將使公司能夠發(fā)揮重要的市場(chǎng)影響力。簡(jiǎn)而言之，一個(gè)規(guī)模龐大的專利組合可以創(chuàng)造領(lǐng)導(dǎo)力并推動(dòng)盈利。
First, a strong and properly scaled patent portfolio operates as?a defensive weapon against litigation. A company with a portfolio of patents to choose from for the purpose of counterclaims is not a good or easy target. Second, a properly scaled patent portfolio can also operate as an?offensive weapon. It discourages others from entering the field – essentially creating a barrier to entry. Third, a company with this type of category leadership from a scaled portfolio can shape industry decisions and influence industry message and standardization. Broad protection of a subject matter, a derivative of scale, increases bargaining power in licensing and monetization of the patent portfolio and will enable a company to wield significant market influence. In short, a well-scaled patent portfolio creates category leadership and drives profitability.
多樣性
多元化是一種風(fēng)險(xiǎn)對(duì)沖形式。在專利組合中，它涉及在不同領(lǐng)域獲得專利。與金融資產(chǎn)類似，這些多元化專利（子組合或類別）應(yīng)對(duì)同一事件做出不同反應(yīng)（強(qiáng)調(diào)增加）。換句話說(shuō)，如果專利類別或子組合的價(jià)值沒(méi)有完全同步地上下移動(dòng)，那么整個(gè)投資組合可能比基于單一事件損失或獲得價(jià)值的投資組合更具風(fēng)險(xiǎn)規(guī)避性。（例如消費(fèi)者需求或品味的轉(zhuǎn)變）。它不能保證不會(huì)丟失（例如，通過(guò)選擇錯(cuò)誤的專利或字段做出錯(cuò)誤的決定），但這是一種將長(zhǎng)期風(fēng)險(xiǎn)降至最低的方法。
Diversification?is a form of risk hedging. In a patent portfolio, it involves obtaining patents in different areas. Similar to financial assets, these diversified patents (sub-portfolios or categories) should react differently to the same event (emphasis added). In other words, if the value of the patent categories or sub-portfolios do not move up and down in perfect synchrony, then the portfolio as a whole is likely more risk-averse than a portfolio that loses or gain value based on a single event (such as a shift in consumer demand or taste). It will not guarantee against loss (e.g., making the wrong decision by choosing the wrong patent or field), but it is a way to minimize long-term risk.
多樣性是規(guī)模的補(bǔ)充，但不應(yīng)取代規(guī)模。雖然規(guī)模創(chuàng)造了類別領(lǐng)導(dǎo)力，但多樣性提供了風(fēng)險(xiǎn)，資產(chǎn)和業(yè)務(wù)多樣化的好處。太多的多樣化會(huì)降低規(guī)模效益，因此必須謹(jǐn)慎。公司必須具備成功的規(guī)模;多樣化本身不會(huì)創(chuàng)造一個(gè)成功的專利組合。然而，適當(dāng)多元化和規(guī)模化的投資組合可以成為推動(dòng)企業(yè)成功的非常有力的工具。
Diversity is complementary to scale, but should not replace scale. While scale creates category leadership, diversity provides benefits of risk, asset, and business diversification. Too much diversification can reduce the benefits of scale, so it is imperative to be cautious. A company must have scale to succeed; diversity alone will not create a winning patent portfolio. However, a properly diversified and scaled portfolio can be a very powerful tool to drive corporate success.
創(chuàng)建理想的多元化專利組合類別是每家公司獨(dú)有的。所選類別應(yīng)與公司的長(zhǎng)期公司業(yè)務(wù)戰(zhàn)略密切配合。行政和高級(jí)管理層必須為制定多元化戰(zhàn)略提供投入。例如，應(yīng)考慮可能是（未來(lái)）收入和利潤(rùn)的重要貢獻(xiàn)者的產(chǎn)品和技術(shù)-即成為專利類別的主體。對(duì)沖未來(lái)風(fēng)險(xiǎn)。公司應(yīng)擁有的理想專利和專利類別數(shù)量因公司規(guī)模，產(chǎn)品線和行業(yè)而異。現(xiàn)代股票投資組合理論的一個(gè)經(jīng)驗(yàn)法則是，持有20只股票將實(shí)現(xiàn)最佳多樣性。這可以作為優(yōu)化專利多樣性的指導(dǎo)，不應(yīng)超過(guò)20個(gè)專利類別。
Creating the ideal diversified patent portfolio categories is unique to each company. The chosen categories should align closely with the long-term corporate business strategy of the company. It is imperative that executive and senior management provide input to shape the diversification strategy.For example, products and technologies that may be important contributors to (future) revenue and profit should be considered – that is, be the subject of a category for patenting to hedge against future risks.The ideal number of patents and patent categories that a company should hold will vary by company depending on its size, product line and industry. One rule of thumb for?modern stock portfolio theory?claims that a holding of 20 stocks will achieve optimal diversity. This can be guidance that to optimize patent diversity no more than?20 patent categories should be considered.
平衡
為了正確維護(hù)獲勝的專利組合，應(yīng)對(duì)其進(jìn)行定期和系統(tǒng)的審查和重新平衡。專利組合應(yīng)根據(jù)公司當(dāng)前的需求和特定技術(shù)或?qū)＠膲勖M(jìn)行修改。公司在追求他人的同時(shí)不會(huì)續(xù)簽一些專利。
To properly maintain the winning patent portfolio, it should be periodically and systematically reviewed and rebalanced.The patent portfolio should be modified based on the company’s current needs and the life span of a given technology or patent.?Companies will not renew some patents while they pursue others.
為了審查和重新平衡，公司應(yīng)分析其在各個(gè)行業(yè)，細(xì)分市場(chǎng)或類別中的競(jìng)爭(zhēng)地位，以確定實(shí)力和市場(chǎng)領(lǐng)導(dǎo)地區(qū)以及競(jìng)爭(zhēng)力較弱的領(lǐng)域。確定真正的行業(yè)領(lǐng)導(dǎo)潛力和職能范圍存在的位置尤為重要。首先，評(píng)估投資組合，以確定哪些專利，技術(shù)和類別，以及所有這些的組合，將在額外價(jià)值或投資回報(bào)方面提供最大規(guī)模。其次，通過(guò)在索賠范圍和競(jìng)爭(zhēng)使用方面確定具有良好基本面的子組合，子細(xì)分或子類別來(lái)對(duì)投資組合進(jìn)行細(xì)分。第三，通過(guò)確定公司可以實(shí)際實(shí)現(xiàn)類別領(lǐng)導(dǎo)的投資組合內(nèi)的區(qū)域來(lái)規(guī)劃有針對(duì)性的增長(zhǎng)。然后定義開(kāi)發(fā)和支持子組合增長(zhǎng)并合理化或修剪其他領(lǐng)域的舉措。第四，通過(guò)評(píng)估規(guī)模和多樣性如何受益并優(yōu)化投資組合來(lái)平衡投資組合。
To review and re-balance, a company should analyze its competitive position across its industries, segments or categories to identify areas of strength and market leadership and areas where it is less competitive. It is particularly important to identify where true industry leadership potential and functional scale exists. First, assess the portfolio to identify which patents, technologies and categories, and which combinations of all of these, will provide the most scale in terms of additional value or return on investment. Second, segment the portfolio by identifying sub-portfolios, sub-segments or sub-categories with sound fundamentals—in terms of claims scope and competitive use. Third, plan for targeted growth by identifying areas within the portfolio where the company can realistically achieve category leadership. Then define initiatives to develop and support growth to the sub-portfolios and rationalize or prune other areas. Fourth, balance the portfolio by assessing how scale and diversity benefit and optimize the portfolio.
從根本上說(shuō)，重新平衡專利組合正在決定要丟棄哪些專利，要維護(hù)或更新哪些專利以及要追求哪些專利。例如，如果公司浪費(fèi)資源進(jìn)行更新，尤其是在產(chǎn)品生命周期即將結(jié)束時(shí)（換句話說(shuō)，新專利的好處超過(guò)舊專利的好處），公司應(yīng)該放棄專利。如果專利仍然符合投資組合的最佳利益，則通過(guò)支付任何續(xù)訂費(fèi)來(lái)維持專利，特別是如果專利涵蓋產(chǎn)品生命周期的早期或中期階段。通常，產(chǎn)品生命周期早期的專利需要新的和類似的專利來(lái)涵蓋不斷變化的技術(shù)。公司可能還需要考慮和更新持續(xù)申請(qǐng)和部分繼續(xù)申請(qǐng)（增加新事項(xiàng)和披露）以跟蹤市場(chǎng)變化。時(shí)間是專利組合管理和平衡的關(guān)鍵。由于現(xiàn)有技術(shù)和權(quán)利要求的縮小，經(jīng)常進(jìn)入現(xiàn)場(chǎng)后經(jīng)常導(dǎo)致專利的顯著貶值。另一方面，提前進(jìn)入可能是一個(gè)潛在的金礦。再次，知道什么時(shí)候出去。公司面臨資源部署效率低下的風(fēng)險(xiǎn)，在擁擠的領(lǐng)域擁有專利，價(jià)值有限。考慮是否更好地應(yīng)用（通常是有限的）資源來(lái)捕獲新的創(chuàng)新。
Fundamentally, re-balancing a patent portfolio is determining which patents to discard, which patents to maintain or renew, and which patents to pursue. A company should discard a patent if, for example, it is a waste of resources to renew, particularly if it is near the end of the product lifecycle (in other words, the benefits of new patents exceed the benefits of the older patents). Maintain a patent by paying any renewal fees if it is still in the best interest of the portfolio, particularly if the patent covers a product in the early or middle stage of its lifecycle. Often, patents in the early stage of a product lifecycle require new and similar patents to cover changing technology. A company may also need to consider and update?continuing applications?and continuation-in-part applications (adding new matters and disclosures) to track market changes.Timing is the key to patent portfolio management and balancing. Oftentimes entering a field late results in a significant devaluation of the patent due to prior art and narrowing of the claims. On the other hand, early entry may be a potential gold mine. Again, know when to get out. Companies are at risk of inefficient deployments of resources with patents in crowded fields that are of limited value. Consider whether it is better to apply,often limited,resources to capturing new innovations.
結(jié)論
每個(gè)擁有完善業(yè)務(wù)戰(zhàn)略的公司都應(yīng)該將專利組合和戰(zhàn)略作為其計(jì)劃的一部分。制定適當(dāng)規(guī)模和多樣化的基于投資組合的專利戰(zhàn)略將有助于確保公司獲得類別領(lǐng)導(dǎo)力。公司在其投資組合中應(yīng)擁有的專利數(shù)量取決于公司的規(guī)模，收入和研發(fā)支出。公司應(yīng)擴(kuò)大專利規(guī)模，以優(yōu)化品類領(lǐng)導(dǎo)力，避免過(guò)度多樣化而犧牲規(guī)模，控制專利類別數(shù)量以確保最佳結(jié)果。一旦投資組合到位，通過(guò)定期審查和重新平衡來(lái)維護(hù)成功的投資組合。
Every company with a sound business strategy should have a patent portfolio and strategy as part of its plan. Developing a portfolio-based patent strategy that is properly scaled and diverse will help ensure the company attains category leadership. The number of patents a company should hold in its portfolio depends on the company’s size, revenue and R&D expenditures. Companies should scale their patents to optimize category leadership and avoid over-diversification at the expense of scale, keeping the number of patent categories in check to ensure optimal results. Once the portfolio is in place, maintain the successful portfolio by periodically reviewing and re-balancing it.
