Presentation on theme: "IP portfolio management"— Presentation transcript:
1 IP portfolio management Maaike van VelzenPhilips Intellectual Property and StandardsApril 03, 2011
2 Agenda Introduction to Philips IP&S in the Philips organization Philips IP strategyValue creation from IP in PhilipsIP portfolio managementIP scouting & acquisitionConclusions
3 A well-respected, blue-chip company for 120 years Founded in 1891Headquartered in Amsterdam, the NetherlandsSales over EUR 25.4 billion in 2010 (USD 33.8 billion)33% of sales generated in emerging marketsGlobally recognized brand (world top 50) Our brand value doubled to $8.7bln since 2004119,000 employeesSales and service outlets in over 100 countries€1.6 billion investment in R&D, 6% of sales50,000 patent rights – 36,000 registered trademarks – 63,000 design rights
4 IP&S in the Philips organization IP&S is part of Corporate TechnologiesOrganized in business groups that match the Philips sectorsWorking closely with research and the sectorsBothellCleveland &BurlingtonRedhillEindhovenAachenBeijingSeoulTokyoShanghaiTaipeiHong KongJakartaSingaporeBangaloreMumbaiParisMadridSao PaoloSan JoseBuenos AiresShenzhenMexicoBriarcliffPittsburgh
5 Facts & Figures Philips IP portfolio Number of patents (=inventions) filed in 2010: 130050,000 patents36,000 trademarks63,000 designs3,900 domain namesPhilips Intellectual Property & Standards26 IP&S offices worldwide in 16 countries450 IP&S employees: 300 IP professionals , 150 supportFounded in 1924
6 Maaike van VelzenResponsible for Healthcare IP portfolio activities within IP&SIncludes all types of IPWorldwidePortfolio built from in-house inventions and acquired IPCV:2008 – Philips IP&S IP portfolio manager Innovation and emerging business2005 – 2008 Philips IP&S IP counsel1996 – 2005 Unilever IP counsel<1996: Masters degree in chemistry
7 Philips IP StrategyCreate IP solutions to support growth, competitiveness and profitability of Philips’ SectorsCreate own IP positions that can be leveraged in the market for Sector benefits (building IP control points)Establish standards together with third parties to create or support business opportunities for SectorsManage risks w.r.t. third party IP to avoid businesses being blocked and/or to secure access at favorable termsCounsel Sectors in IP matters in transactions with third parties to safeguard IP interests of SectorsIP focus is on creating value
8 “A Business strategy without IP strategy is no strategy” Philips IP StrategyIP strategy has to be integral part of business strategy :“A Business strategy without IP strategy is no strategy”Strategy alignment with Sectors and Research through:Participation in strategy meetings SectorsDiscussion of IP&S strategy and annual plans with Sector/BU/CTO managementQuarterly meetings IP&S BG management teams and Sector management teamsSectorsResearchIP&SStrategyOperational PlansExecution
9 Value creation from IP in Philips Royalty incomeRoyaltysavingsvia crosslicensesExclusivity Market share/marginsAssign/license patents to obtain share in JV's / spin-ins/outs
10 IP portfolio management Define IP needs of BusinessDefine IP value model and IP policy per BUFile IP on own ideas and/or acquire IP from 3rd partiesEnsure benchmarking of competitionMake SWOT of own portfolio and major competitorsBuild and prune portfolio
11 IP portfolio management Annual IP Portfolio Management Plan per Sector with detailed plans for each Sector BUIP creation follows technology / product lifecycleWe look at the different IP rights together i.s.o in isolation in order to create optimal protection and enforcement opportunities for BU’sPatentsTMDesignsDNIP PortfolioManagement PlanTrade SecretsCopyrights
12 IP scouting & acquisition Scout market on availability of IP based on IP needsUse extensive network of brokersIf matching IP is found, make business case to assess and determine value of IPAcquire or in-license the IP when price is within pre-determined range
13 Lean and mean IP portfolio Monitor costsbiomarker filings with multiple selected groups generally expensiveDo not go too fast at beginningReview portfolio at least every 3 yearsGo through the cycleAdd young IP for future of business
14 Conclusions Managing IP has to be done with IP value model in mind No business strategy without IP strategyIP value creation comes as revenues and cost savings/benefitsCentral management of IP is effective and allows to run it as a businessStrengthen IP portfolio through IP scouting and IP acquisitionThank you for your attention !
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