Hanly Anderson Presentasi manajemen inovasi


Published on

hanly anderson

  • Be the first to comment

  • Be the first to like this

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Hanly Anderson Presentasi manajemen inovasi

  1. 1. 80<br />MAGISTER TEKNIK INDUSTRI<br />FAKULTAS TEKNOLOGI INDUSTRI<br />JAKARTA<br />How Managers Protect Intellectual Property Rights In China UsingDe Facto Strategies<br />Dosen : Prof. SyamsirAbduh<br />MeriPrasetyawati (163.090.007)<br /> Budi Utomo (163.090.014)<br />FajarNuswantoro (163.090.011)<br />HanlyAnderson (163.090.001)<br />
  2. 2. Intellectual Property<br />Intellectual Property is a legal concept that refers to components of the intellectual capital that may be protected under the law.<br />Intellectual Capital is the key to competitive advantage and profitability, in a free market economy, competitors will try to appropriate it for their own ends.<br />
  3. 3. Introduction<br />Foreign firms trying to protect their intellectual property rights (IPRs) in emerging economies are suffering real pressures because these economies usually offer little or no enforcement of IPR. Foreign firms therefore have to resort to approaches unlike those they use in developed countries<br />
  4. 4. Appropriation mechanisms for IPR<br />
  5. 5. Figure 1 overviews the measures commonly used to protect IPR, which we can group into ‘formal’ measures (e.g., patents, the most widely used category2) and ‘complementary’ measures. <br /> Neither patents nor complementary measures will probably work in China. China has created various IPR laws, joined all major international IPR-related conventions and become a member of the World Trade Organization, obliging it to abide by The Agreement on Trade-Related Aspects of Intellectual Property Rights regulations.<br />
  6. 6. Methods<br /> Collected data about 13 wholly owned subsidiaries of foreign firms and interviewed senior managers of the subsidiaries specifically:<br />Inquired into how their original approaches to IPR protection had worked.<br />What kinds of IPR infringements the firms had suffered<br />How Managers came up with the facto protection strategies for IPR protection (if any)<br />And how these strategies worked.<br />
  7. 7. Table. Descriptive data<br />
  8. 8. Findings<br /> In the interviews, we found that managers have indeed developed de facto protection strategies for their’ IPR.<br />No ’one’ or ‘best’ de facto protection strategy exists. Rather, the firms use a multifaceted spectrum of strategies that are not mutually exclusive and rely on more than one strategy.<br />The extremely aggressive and competitive business environment of china has produced these strategies.<br />
  9. 9. IPR Infringements suffered and de facto strategies employed<br />
  10. 10. Continued<br />
  11. 11. Technological specialization(Cases A, D, H, J and L )<br /> With this strategy, managers try to make imitation impossible by increasing the complexity of the product or the process technology.<br />
  12. 12. De facto secrecy(Cases A, E, F, H, I and J)<br /> The managers who crafted this strategy wanted to stop sensitive IPR from being stolen by local employees and, to do so, they rely on a simple idea : never document any important information in writing. Event when they transfer technology, they do not disclose it in any way that would allow any imitator to benefit. The de facto secrecy strategy attempts to keep all knowledge secret or reserves a ‘ key’ of tacit specialized knowledge, without which the final product will not work.<br />
  13. 13. Internal guanxi<br />In China, social interaction takes place within networks of relationships. Cause of relationships depend on social connections, chinesse employees are not particularly loyal to their foreign employers.<br />@ Case C, the managers claims that employees need not only logal contracts but also long-term, repeated education & training that comtinually emphasises key issues. Hence, ‘We train and educate employees to really understand why the protection of IP is so important and to respect that if IP is given to third parties, it will hurt the company in the first way, but also has a retroaction to every single employee’.<br />
  14. 14. Other cases, the key to the protection of IPR: <br /> - human resources management <br /> - monetary and nonmonetary incentives<br /> (cause chinese employees to feel like important part of the firm’s network)<br /> - feel integrated into the company<br /> ( leave then with the lesser to reveal the firms’s technology to competitors)<br />First fact of internal guanxi reflects the theory that if employees perceive the firm as appreciative of their relationship, they will display more loyal behaviour (Weldom & Vanhonacker,1999; Child & Mollering, 2003)<br /> Internal guanxi strategy shows the importance of social relationships in China & use to protect their’s IPR<br />
  15. 15. External guanxi<br />Establishing good relationships with external official bodies and institutions – which seemingly may have little to do with IPR – these strategies exploit the de facto power of official bodies. IF they can win the status of an ‘old friend’ of the official bodies, the firms may be treated as proteges, deserving of (IPR) protection.<br /> The firms offers workshops & seminars, such as legal commerce community or IP academies community. Through these local meetings, open to legislators, goverment officials and custom officers, the firms gain better recognition & ‘networking’ in the local government.<br />
  16. 16. Indigenous firms that pretend to be its subcontractors & abuse its corporate logo, brand names & trademarks. Because the works of art in which this firm deals arrive either at airfreight centres of harbours, & because the firm has developed relationships with high-ranking Chinese customs officers, customs intercepts indigenous firms directly – and little cost to the firm. => Highly efficient strategy avoids the uncertain outcome of a lawsuit and prevents the loss of an entire shipment to a fraudulent competitor.<br />
  17. 17. Educate the Customer<br />Seemingly irrational behavior, ‘the quality of similar or copied products is often minor, and customers normally do not buy the cheaper product more than once. There is no real threat to our business as long as local companies offering similar products are small. However, concentration processes of local companies are very carefully monitored’.<br />The poor quality counterfeits quickly teach Chinese customers that the more expensive, high-quality original product better meets their demands. <br /> - Customer do not buy imitations.<br /> - Makes & sells cleaning products for individual hoseholds, relying on a competitive advantage bsed on design & quality<br />
  18. 18. Implication<br /> De facto strategies can protect their IPR by preventive measures, although not every de facto protection strategy is necessarily pre-emptive. For example, the educate the customer strategy <br />
  19. 19. How de facto strategies implemented<br /> Managers might use them as input for their own strategy-crafting efforts or as tools to benchmark their own efforts.<br />
  20. 20.
  21. 21. How de facto strategies achieved<br />
  22. 22. MANAGERIAL<br />Technological has brought complex challenges for firm managing their intellectual property.<br />Favorable combinations of de facto strategies provide superior IPR protection.<br />Managers should look for ways to insure against the loss of intellectual property in product market and legal mechanisms<br />Intellectual property protection should be worked out in conjunction with business managers as well as corporate attorneys<br />
  23. 23. Thank you for kind attention<br />