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Managing Intellectual Property Assets for Enhancing the
Managing Intellectual Property Assets for Enhancing the
From Invention to Innovation
From Invention to Innovation
Innovation  What is it
Innovation What is it
What is Innovative Thinking
What is Innovative Thinking
Obstacles to Successful Innovation
Obstacles to Successful Innovation
Innovation
Innovation
There are several types of new products
There are several types of new products
Product Development Strategies
Product Development Strategies
Marketing principles
Marketing principles
The Development of Technology: From Knowledge Generation to Diffusion
The Development of Technology: From Knowledge Generation to Diffusion
Innovation Process
Innovation Process
The Innovation Process
The Innovation Process
The Innovation Process
The Innovation Process
The Profitability of Innovation
The Profitability of Innovation
Appropriating Value from Innovation
Appropriating Value from Innovation
Product Life Cycle
Product Life Cycle
New Product Development
New Product Development
Technology Adoption  Diffusion of Innovation
Technology Adoption Diffusion of Innovation
New Business Models Emerge
New Business Models Emerge
New Regional Model Emerge
New Regional Model Emerge
Commercialization Model
Commercialization Model
What Investors Look for
What Investors Look for
Innovation, Intellectual Property and Poverty Reduction
Innovation, Intellectual Property and Poverty Reduction
Complementary Resources
Complementary Resources
Alternative Strategies for Exploiting Innovation
Alternative Strategies for Exploiting Innovation
Cooperating with lead users early identification of customer
Cooperating with lead users early identification of customer
Innovation risk
Innovation risk
Mortality of New Product Ideas
Mortality of New Product Ideas
The  Right Innovative Product
The Right Innovative Product
Competitive Advantage
Competitive Advantage
Strategic Entrepreneurship and Innovation
Strategic Entrepreneurship and Innovation
Entrepreneurship
Entrepreneurship
Entrepreneurship
Entrepreneurship
Entrepreneurship
Entrepreneurship
Entrepreneurship
Entrepreneurship
Entrepreneurship
Entrepreneurship
Entrepreneurship
Entrepreneurship
Entrepreneurship
Entrepreneurship
Entrepreneurship
Entrepreneurship
Entrepreneurship
Entrepreneurship
Entrepreneurial Success
Entrepreneurial Success
Major factors determining success of a new product in the market
Major factors determining success of a new product in the market
Competitive Advantage
Competitive Advantage
?
?
Protection of IP
Protection of IP
Intellectual Property Questions
Intellectual Property Questions
Intellectual Property Questions
Intellectual Property Questions
Background
Background
Strategy
Strategy
(1) Demystification
(1) Demystification
(1) Demystification (Studies)
(1) Demystification (Studies)
(1) Demystification (Guides)
(1) Demystification (Guides)
The Small and Medium-Sized Enterprises (SMEs) Division of WIPO
The Small and Medium-Sized Enterprises (SMEs) Division of WIPO
(1) Demystification (Guides)
(1) Demystification (Guides)
(1) Demystification (Guides)
(1) Demystification (Guides)
(1) Demystification (Events)
(1) Demystification (Events)
(1) Demystification (Events)
(1) Demystification (Events)
(1) Demystification (Website)
(1) Demystification (Website)
(1) Demystification (Website)
(1) Demystification (Website)
(1) Demystification (Newsletter)
(1) Demystification (Newsletter)
(1) Demystification (CD-ROM)
(1) Demystification (CD-ROM)
(1) Demystification (Articles)
(1) Demystification (Articles)
(2) New Audience
(2) New Audience
(3) New Areas
(3) New Areas
(4) Being Proactive
(4) Being Proactive
(5) E-Services
(5) E-Services
(6) Partnership
(6) Partnership
Thank You
Thank You

: Managing Intellectual Property Assets for Enhancing the Competitiveness of SMEs. : guicciar. : Managing Intellectual Property Assets for Enhancing the Competitiveness of SMEs.ppt. zip-: 1219 .

Managing Intellectual Property Assets for Enhancing the Competitiveness of SMEs

Managing Intellectual Property Assets for Enhancing the Competitiveness of SMEs.ppt
1 Managing Intellectual Property Assets for Enhancing the

Managing Intellectual Property Assets for Enhancing the

Competitiveness of SMEs

Guriqbal Singh Jaiya Director, SMEs Division

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

2 From Invention to Innovation

From Invention to Innovation

While invention depends upon creativity, successful technological innovation requires integrating new knowledge with multiple business functions.

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

3 Innovation  What is it

Innovation What is it

The creation of new ideas/processes which will lead to change in an enterprises economic or social potential [P. Drucker, The Discipline of Innovation, Harvard Business Review, Nov-Dec, 1998, 149]

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

4 What is Innovative Thinking

What is Innovative Thinking

A means of generating innovation to achieve two objectives that are implicit in any good business strategy: make best use of and/or improve what we have today determine what we will need tomorrow and how we can best achieve it, to avoid the "Dinasaur syndrome Innovative thinking has, as a prime goal, the object of improving competitiveness through a perceived positive differentiation from others in: Design/Performance Quality Price Uniqueness/Novelty

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

5 Obstacles to Successful Innovation

Obstacles to Successful Innovation

Competitive position Market judgement Technical performance Manufacturing expertise Financial resources

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

6 Innovation

Innovation

How to classify newness and degree of innovation and what to focus on: New to the firm? First in the market? First in the world? Incremental or radical innovation?

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

7 There are several types of new products

There are several types of new products

Some are new to the market, some are new to the firm, and some are new to both. Some are minor modifications of existing products while some are completely innovative

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

8 Product Development Strategies

Product Development Strategies

New Product

Old Product

Old Market

New Market

Product Development

Market Penetration

Market Development

Product Diversification

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

9 Marketing principles

Marketing principles

Identify opportunities and threats Identify customer needs React to a competitive environment Careful planning to make a New or improved product Use the 4 Ps. Product service Price Promotion Place (distribution) Retain flexibility to react to changes

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

10 The Development of Technology: From Knowledge Generation to Diffusion

The Development of Technology: From Knowledge Generation to Diffusion

Supply side

Demand side

IM ITATION

Basic Knowledge

Invention

Innovation

Diffusion

ADOPTION

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

11 Innovation Process

Innovation Process

The adoption of an innovation by similar firms Usually leads to product or process standardization Products based on imitation often are offered at lower prices but with fewer features

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

12 The Innovation Process

The Innovation Process

An innovation starts as an idea/concept that is refined and developed before application. Innovations may be inspired by reality (known problem). The innovation (new product development) process, which leads to useful technology, requires: Research Development (up-scaling, testing) Production Marketing Use Experience with a product results in feedback and leads to incrementally or radically improved innovations.

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

13 The Innovation Process

The Innovation Process

Translation of a Creative Idea into Useful Application

Organizing Resources

Commercial Application

Analytical Planning

Implementation

To Accomplish: Organization Product Design Manufacturing Services

To Provide: Value to Customers Rewards to Employee Revenue to Investors Satisfaction of Founders

To Obtain: Materials Technology Human Resources Capital

To Identify: Product Design Market Strategy Financial Need

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

14 The Profitability of Innovation

The Profitability of Innovation

Value of an innovation

Legal protection Complementary resources Ease of imitation of technology Lead time

Profits from Innovation

Innovators ability to appropriate value from an innovation

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

15 Appropriating Value from Innovation

Appropriating Value from Innovation

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

16 Product Life Cycle

Product Life Cycle

Sales

Time

Maturity

Decline

Growth

Introduction

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

17 New Product Development

New Product Development

Stages in a New Product Development process: Idea Generation Idea Screening Concept Development and Testing Business Analysis Beta Testing and Market Testing Technical Implementation Commercialization

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

18 Technology Adoption  Diffusion of Innovation

Technology Adoption Diffusion of Innovation

Innovators: venturesome; greatest need Early adopters: opinion leaders; needs driven Early majority: deliberate Late majority: skeptics Laggards: traditionalists; suspicious

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

19 New Business Models Emerge

New Business Models Emerge

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

20 New Regional Model Emerge

New Regional Model Emerge

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

21 Commercialization Model

Commercialization Model

Strategic Investment is the Foundation of a Successful Commercialization Model

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

22 What Investors Look for

What Investors Look for

Novelty; world-class; evidence of commercial interest; clear path to market Unencumbered, or encumbered by reasonable conditions (Equity, royalties) Protection (Non-disclosure agreements, Patents, Designs, Brands, Copyright) IP protected by one or more Patents is the IP required to implement the business plan Freedom to Operate

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

23 Innovation, Intellectual Property and Poverty Reduction

Innovation, Intellectual Property and Poverty Reduction

Critical Ingredients for Innovation: Intellectual Capital Human Capital Financial Capital Proximity Social Network Capital

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

24 Complementary Resources

Complementary Resources

Bargaining power of owners of complementary resources depends upon whether complementary resources are generic or specialized.

Distribution

Manufacturing

Finance

Service

Core technological know-how

Complementary technologies

Marketing

Other

Other

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

25 Alternative Strategies for Exploiting Innovation

Alternative Strategies for Exploiting Innovation

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

Outsourcing certain functions

Strategic Alliance

Joint Venture

Internal Commercialization

Licensing

Biggest risks & benefits. Allows complete control

Limits investment, but dependence on suppliers & partners

Benefits of flexibility; risks of informal structure

Shares investment & risk. Risk of partner conflict & culture clash

Small risk, but limited returns also (unless patent position very strong

Risk & Return

Allows outside resources & capabilities To be accessed

Few

Permits pooling of the resources/capabilities of more than one firm

Substantial resource requirements

CompetingResources

Konica licensing its digital camera to HP

Pixars movies (e.g. Toy Story) marketed & distributed by Disney.

Apple and Sharp build the Newton PDA

Microsoft and NBC formed MSNBC

TIs development of Digital Signal Processing Chips

Examples

26 Cooperating with lead users early identification of customer

Cooperating with lead users early identification of customer

requirements assistance in new product development

Uncertainty & Risk Management in Tech-based Industries

Technological uncertainty

Sources of uncertainty

Market uncertainty

Strategies for managing risk

Limiting risk exposure avoid major capital commitments (e.g. lease dont buy) outsource alliances to access other firms resources & capabilities keep debt low

Flexibilility keep options open use speed of response to adapt quickly to new information learn from mistakes

Selection process for standards and dominant designs emerge is complex and difficult to predict, e.g. future of 3G

Customer acceptance and adoption rates of innovations notoriously difficult to predict, e.g. PC, Xerox copier, Walkman

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

27 Innovation risk

Innovation risk

RISKS

COSTS

RESEARCH DEVELOPMENT COMMERCIALISATION

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

28 Mortality of New Product Ideas

Mortality of New Product Ideas

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

29 The  Right Innovative Product

The Right Innovative Product

The right product is one that becomes available at the right time (i.e., when the market needs it), and is better and/or less expensive that its competition. To have the right product, therefore, one must: Predict a market need Envisage a product whose performance and capability will meet that need Develop the product to the appropriate time scale and produce it. Sell the product at the right price

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

30 Competitive Advantage

Competitive Advantage

Innovation and Competitive Advantage

Difficult for competitors to imitate

Commercially exploitable with present capabilities

Provides significant value to customers

Timely

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

31 Strategic Entrepreneurship and Innovation

Strategic Entrepreneurship and Innovation

Entrepreneurship is concerned with: The discovery of profitable opportunities The exploitation of profitable opportunities Firms that encourage entrepreneurship are: Risk takers Committed to innovation Proactive in creating opportunities rather than waiting to respond to opportunities created by others

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

32 Entrepreneurship

Entrepreneurship

Creativity is at the heart of entrepreneurship, enabling entirely new ways of thinking and working. Entrepreneurs identify opportunities, large or small, that no one else has noticed. Good entrepreneurs also have the ability to apply that creativitythey can effectively marshal resources to a single end. They have drivea fervent belief in their ability to change the way things are done, and the force of will and the passion to achieve success. They have a focus on creating valuethey want to do things better, faster, cheaper. And they take risksbreaking rules, cutting across accepted boundaries, and going against the status quo.

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

33 Entrepreneurship

Entrepreneurship

Defining entrepreneurship is difficult because there is no universal, clear-cut definition of the term. In its most basic sense, entrepreneurship is manifest in a business venture when an individual is able to turn a novel idea into a profitable reality. In practice, however, entrepreneurship is more multifaceted, ranging from operating a small business in ones own home, to bringing a national franchise to a small town, to turning a new and unique idea into a high-growth company. Entrepreneurship can involve starting a business that brings a new store to main street, offering a product or service previously unavailable to a community, or acquiring an existing business that has had a long-standing presence in a community and helping it evolve to reflect ones own vision and personality.

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

34 Entrepreneurship

Entrepreneurship

The word entrepreneurship literally means, "to take or carry between" in the sense of an economic transaction; to be a market-maker. It does not literally convey the notion of innovation that we commonly associate with the term. Joseph Schumpeter (1883-1950), one of the more well known theorists on entrepreneurship, defined an entrepreneur as one who reorganizes economic activity in an innovative and valuable way. That is, an entrepreneur is one who engages in a new economic activity that was previously unknown. An entrepreneur is a risk taker because being innovative means there are few rules or history for guidance.

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

35 Entrepreneurship

Entrepreneurship

Entrepreneurship is the process of creating or seizing an opportunity, and pursuing it regardless of the resources currently controlled. The Websters Third New International Dictionary defines an entrepreneur to be one who organizes, owns, manages, and assumes the risks of a business

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

36 Entrepreneurship

Entrepreneurship

The entrepreneur shifts resources out of an area of lower and into an area of higher productivity and greater yield. [J. B. Say, French economist, circa 1800] Entrepreneurship is creative destruction. Dynamic disequilibrium brought on by the innovating entrepreneur, rather than equilibrium and optimization, is the norm of a healthy economy and the central reality of economic theory and practice. [Joseph Schumpeter, Austrian economist, 1911] The entrepreneur searches for change, responds to it, and exploits it as an opportunity. Innovation is the specific tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business or a different service [Peter Drucker, 1985]

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

37 Entrepreneurship

Entrepreneurship

Entrepreneurship drives innovation, competitiveness, job creation and economic growth. It allows new/innovative ideas to turn into successful ventures in high-tech sectors and/or can unlock the personal potential of disadvantaged people to create jobs for themselves and find a better place in society.

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

38 Entrepreneurship

Entrepreneurship

Entrepreneurship, in small business or large, focuses on "what may be" or "what can be". One is practicing entrepreneurship by looking for what is needed, what is missing, what is changing, and what consumers will buy during the coming years.

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

39 Entrepreneurship

Entrepreneurship

Entrepreneurs have: A passion for what they do The creativity and ability to innovate A sense of independence and self- reliance (Usually) a high level of self confidence A willingness and capability (though not necessarily capacity or preference) for taking risks

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

40 Entrepreneurship

Entrepreneurship

Entrepreneurs do not (usually) have: A tolerance for organizational bureaucracies A penchant for following rules A structured approach to developing and implementing ideas The foresight to plan a course of action once the idea is implemented and established

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

41 Entrepreneurial Success

Entrepreneurial Success

1. People (Entrepreneur /Entrepreneurial Team) 2. Opportunity (Marriage of Market and Product/Service) 3. Access to Resources (Land. Labor, Capital, Knowledge) And the fit amongst these three elements

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

42 Major factors determining success of a new product in the market

Major factors determining success of a new product in the market

The product provides functional advantages Lower price for comparable product More attractive design (look) Reputation of brand Easy access: Available in the main retail shops Consistent product quality Excellent after-sales services

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

43 Competitive Advantage

Competitive Advantage

Criteria

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

44 ?

?

?

New Business Development

Breakthrough Innovation

New Businesses

Need two processes: NPD and NB(usiness)D

New Product Development

Innovative New Products

An opportunity driven path to market- a different business design

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

45 Protection of IP

Protection of IP

Value adding

Confidentiality or Nondisclosure Agreements (Trade Secrets)

Collaborative Research Agreement

Utility models, Patents

Technology Licensing Agreement, Branding

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

46 Intellectual Property Questions

Intellectual Property Questions

Intellectual Property (IP) Issues/questions during New Product Development (NPD): Can the innovation be legally protected? For how long? How does one protect an innovation from imitators? How much will it cost? When to protect? Do you need to rely on an IP expert? The answers are complicated by the fact that one or more types of legal frameworks may be used to protect a particular innovation, product, process, or creative work. These include trade secrets, trademarks, designs, patents, and copyright. It is necessary to know which are applicable and when each is appropriate. This varies somewhat from jurisdiction to jurisdiction. The advice of a lawyer that specializes in these matters is essential

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

47 Intellectual Property Questions

Intellectual Property Questions

It is necessary to know which types of intellectual property rights (IPRs) are applicable and when is each type of IPR appropriate. This varies somewhat from one country to another. The advice of an IP lawyer is desirable if not essential.

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

48 Background

Background

In September 2000, the WIPO Assemblies approved the creation of a substantial new program of activities, focusing on the IP-related needs of SMEs worldwide SMEs Division established in October 2000 Nine professionals and three administrative staff in the SMEs Division of WIPO

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

49 Strategy

Strategy

1. Demystification 2. New audience 3. New Areas 4. Proactive 5. E-Services 6. Partnership

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

50 (1) Demystification

(1) Demystification

Studies Guides Events and expert missions Website and newsletter CD-ROM Magazine articles

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

51 (1) Demystification (Studies)

(1) Demystification (Studies)

National Studies (on IP and SMEs) completed or under way in Argentina, Bhutan, Mongolia, Nepal, Philippines, Sri Lanka, Tanzania, Sierra Leone, Romania, Chile, Colombia, Costa Rica, El Salvador, Honduras and Paraguay, Egypt, Morocco, Lebanon WIPO Survey of IP Services to Tenants of European Technology Incubators Norwegian SMEs and the IPR system

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

52 (1) Demystification (Guides)

(1) Demystification (Guides)

WIPO/ITC Guide on Marketing of Crafts and Visual Arts; Role of Intellectual Property; A practical guide WIPO/ITC Guide on Secrets of Intellectual Property: Guide for Small and Medium Sized Exporters WIPO/ITC Guide on Exchanging Value: Negotiating Technology Licensing Agreements - A Training Manual ITC Guide on Exporting Automotive Components ITC Guide on Pharmaceutical SMEs (Forthcoming)

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

53 The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

54 (1) Demystification (Guides)

(1) Demystification (Guides)

Published Making a Mark (Trademarks) Looking Good (Designs) Inventing the Future (Patents)

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

55 (1) Demystification (Guides)

(1) Demystification (Guides)

Translation and/or customization: Under way, with funding from several sources, in the following countries: Algeria, Argentina, Australia, Canada, Czech Republic, Egypt, Estonia, Hungary, Italy, India, Israel, Kenya, Lebanon, Malaysia, Malta, Mongolia, Morocco, New Zealand, Philippines, Poland, Slovakia, Spain, Tanzania, Tunisia, Vietnam 16 Countries members of the OAPI

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

56 (1) Demystification (Events)

(1) Demystification (Events)

Special programs, seminar and workshops organized by the SMEs Division in Geneva in partnership with selected associations and organizations (IASP, INSME, IPI, MOST, WASME) Annual WIPO Forum on IP and SMEs for IP Offices of OECD Countries

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

57 (1) Demystification (Events)

(1) Demystification (Events)

WIPO-Italy Forum on Textile and Clothing Industries of the Mediterranean Basin Countries (Prato, Italy - December 2003) Participants from Algeria, Cyprus, Egypt, Jordan, Israel, Lebanon, Malta, Morocco, Palestine, Syria, Tunisia, Turkey

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

58 (1) Demystification (Website)

(1) Demystification (Website)

The Website of the SMEs Division is in six UN languages (English, French, Spanish, Arabic, Russian and Chinese) More than 60,000 pages viewed every month in 2004 Contents include sections such as IP for Business, IP and E-Commerce, Activities, Best Practices, Case Studies and Documents

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

59 (1) Demystification (Website)

(1) Demystification (Website)

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

60 (1) Demystification (Newsletter)

(1) Demystification (Newsletter)

Monthly e-newsletter in the 6 UN languages (Free) Content includes articles, updates with information, links and documents Launched in August 2001 Total number of subscribers: >19,000

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

61 (1) Demystification (CD-ROM)

(1) Demystification (CD-ROM)

50,000 copies of the SMEs Division CD-ROM distributed to SME support institutions, IP Offices and others worldwide Marketing and customization E-learning CD ROM (in partnership with KIPO: IP Panorama) SAARC CD-ROM (in preparation)

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

62 (1) Demystification (Articles)

(1) Demystification (Articles)

Some articles recently published: What to do if you are accused of copyright infringement Tapping into Patent Information: a buried treasure International trade in technology licensing of know-how and trade secrets Intellectual Property and E-commerce: how to take care of your business website Offshore outsourcing and IP Savvy marketing: merchandising of IP rights

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

63 (2) New Audience

(2) New Audience

Bringing IP issues to SME events Bringing new business perspective to IP events New partnership: Open door policy IGOs, government focal points, SME support, training and financial institutions, chambers of commerce and industry, SME associations, SME research institutions, private sector institutions, universities, etc...

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

64 (3) New Areas

(3) New Areas

Creative Industries IP for financing (venture capital, securitization) Accounting and valuation of IP assets IP Asset Management, IP Due Diligence and IP Audit Fiscal policies and IP (tax incentives for R&D activities, patenting, licensing etc.) IP services to SMEs by incubators, technology parks, chambers of commerce and SME associations IP needs of SMEs in agriculture, biotechnology, handicrafts, software, textiles, etc

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

65 (4) Being Proactive

(4) Being Proactive

Original Content Links Best Practices Case Studies

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

66 (5) E-Services

(5) E-Services

Web site content SME mail E-mail newsletter Distance learning (proposed) Discussion forum (proposed)

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

67 (6) Partnership

(6) Partnership

National and Regional IP Offices National SME focal points in government, private sector Chambers of Commerce and Industry SME Associations; Cooperatives Incubators, Science Parks, Technology Parks Universities; R & D Institutes Private Sector Consultants SME Finance Institutions (including venture capitalists) Other UN Agencies (ITC, ILO, UNIDO, AfDB)

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

68 Thank You

Thank You

Guriqbal Singh Jaiya guriqbal.jaiya@wipo.int www.wipo.int/sme/en/index.html www.wipo.org

The Small and Medium-Sized Enterprises (SMEs) Division of WIPO

Managing Intellectual Property Assets for Enhancing the Competitiveness of SMEs
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