This document discusses a case study of a successful semiconductor startup that built a valuable patent portfolio. The startup focused on developing patents related to network search engines, an area with growing market demand. By the time it was 5 years old, the startup had been granted 25 patents and had more pending, which helped it attract over $50 million in investor funding despite the declining stock market. The document argues that building a strong patent portfolio focused on valuable innovations can help high-tech startups attract investment and achieve high valuations.
Nerac Inc., based in Tolland, CT, is a research and advisory firm for companies developing innovative products and technologies. Our analysts deliver custom assessments of product and technology development opportunities, competitive intelligence, intellectual property strategies, and compliance requirements. What we do directly impacts a company’s ability to succeed in a continually shifting landscape.
People that want to have an immediate impact work with Nerac.
The document discusses emerging IP trends and opportunities in Asia, with a focus on China. It provides background on the speaker and their experience in IP licensing. Global trends show a shift towards knowledge-based economies where IP and intangible assets are increasingly valuable. Drivers for commercializing IP include shortened product lifecycles, global competition, and the growing IP services ecosystem. The market for patent trading and licensing has expanded significantly. China represents both challenges and opportunities for IP businesses due to its large market and developing IP system.
Bio singapore talk pauline tay ipi_(distribution)BioSingapore2011
The document proposes an open innovation concept for Singapore enterprises to acquire technologies and know-how for business growth. It outlines a model involving ideation, R&D, and product launch phases. The approach involves scoping needs, scanning available solutions, and sourcing matches through IPI's network and marketplace. Services include assessing technology options, identifying emerging opportunities, and facilitating partnerships between technology providers and seekers. The goal is to complement IPI's intermediation services and create an IP marketplace connecting global partners.
A presentation on Hong Kong's potential as an "IP Trading Centre" alone vs a more complete picture of turning Hong Kong into an "IP and Technology Commercialization and Technology Tranfer Centre".
This document discusses using directed innovation to generate creative solutions to difficult problems. It outlines a workflow for directed innovation that includes obtaining senior management sponsorship, selecting an experienced facilitator, identifying a high-value problem of the future, generating thought-provoking questions, selecting a diverse team of participants, using the questions to generate ideas in pairs, combining and evaluating the ideas, and tracking ideas to completion. The goal is to treat the innovation session like a project and manage it systematically to produce novel, high-quality solutions.
A presentation made by Dr Gordon McConnachie, CTO of APICC on the development prospect of Innovation & Technology, Technology Transfer and Technology Commercialization in Hong Kong.
Nerac Inc., based in Tolland, CT, is a research and advisory firm for companies developing innovative products and technologies. Our analysts deliver custom assessments of product and technology development opportunities, competitive intelligence, intellectual property strategies, and compliance requirements. What we do directly impacts a company’s ability to succeed in a continually shifting landscape.
People that want to have an immediate impact work with Nerac.
The document discusses emerging IP trends and opportunities in Asia, with a focus on China. It provides background on the speaker and their experience in IP licensing. Global trends show a shift towards knowledge-based economies where IP and intangible assets are increasingly valuable. Drivers for commercializing IP include shortened product lifecycles, global competition, and the growing IP services ecosystem. The market for patent trading and licensing has expanded significantly. China represents both challenges and opportunities for IP businesses due to its large market and developing IP system.
Bio singapore talk pauline tay ipi_(distribution)BioSingapore2011
The document proposes an open innovation concept for Singapore enterprises to acquire technologies and know-how for business growth. It outlines a model involving ideation, R&D, and product launch phases. The approach involves scoping needs, scanning available solutions, and sourcing matches through IPI's network and marketplace. Services include assessing technology options, identifying emerging opportunities, and facilitating partnerships between technology providers and seekers. The goal is to complement IPI's intermediation services and create an IP marketplace connecting global partners.
A presentation on Hong Kong's potential as an "IP Trading Centre" alone vs a more complete picture of turning Hong Kong into an "IP and Technology Commercialization and Technology Tranfer Centre".
This document discusses using directed innovation to generate creative solutions to difficult problems. It outlines a workflow for directed innovation that includes obtaining senior management sponsorship, selecting an experienced facilitator, identifying a high-value problem of the future, generating thought-provoking questions, selecting a diverse team of participants, using the questions to generate ideas in pairs, combining and evaluating the ideas, and tracking ideas to completion. The goal is to treat the innovation session like a project and manage it systematically to produce novel, high-quality solutions.
A presentation made by Dr Gordon McConnachie, CTO of APICC on the development prospect of Innovation & Technology, Technology Transfer and Technology Commercialization in Hong Kong.
1. The document discusses different levels of business models from levels 1-10 based on their focus on intellectual property (IP) assets versus normal business operations. Higher levels indicate a greater focus on IP assets and less focus on traditional operations like product development and sales.
2. It provides examples of the operations at different levels, with level 6 starting to generate revenue from existing IP rather than products, and levels 7-10 eliminating more traditional operations like research and development to focus more on generating new IP assets.
3. A new level 11 is introduced where the sole focus is leveraging existing patent portfolios through litigation and licensing, with no internal development or acquisition of new IP assets.
Arasan Chip Systems provides a "Total IP Solution" by offering intellectual property cores, verification IP, hardware development kits, professional services, and software in addition to customization and integration support. Founded in 1995, Arasan has over 135 employees worldwide and a portfolio of IP solutions for mobile, storage, and connectivity standards. The document outlines Arasan's vision, products, customers, partnerships, and advantages in delivering complete solutions from concept to silicon.
Don’t hire a service provider, hire a partner..!!
IPexcel is an intellectual property research and analytics services provider that aims to build standards in the IP outsourcing market through technical legal skills and commitment to progress. They provide one-stop IP services globally from patent drafting to prosecution. Their focus is on quality, trust, confidentiality, and quick turnaround times.
Drivers of patent licensing antti kosunenAnttiKosunen
This document discusses drivers of patent licensing. It outlines several factors that drive companies to license patents, including using patents as a currency for negotiations, helping smaller companies succeed, and increasing shareholder value. The document also covers different types of licensing models and players in the patent licensing market, including licensing companies that help monetize patent assets.
RTC provides retail planning, design, manufacturing, and logistics services globally. They offer store ready solutions like shelf management systems that are pre-made for quick deployment. RTC helps clients with strategy, program management, and global logistics to improve retail operations and reduce costs.
The document discusses common errors made in early stage medical device startups. It notes that the key relationships between different startup elements are interconnected like a web, not a waterfall. For example, selecting a new market feature could impact regulatory approvals or reimbursement codes. Early decisions also have a huge impact but limited knowledge, so founders must decide to raise funding despite uncertainty. The presentation provides advice on addressing optimism, facing reality, and setting predefined decision points to avoid high-risk deadlocks.
The document discusses intellectual property (IP) strategies for Chinese tech companies from an IP acquisitions perspective. It recommends pooling domestic patents to negotiate favorable licensing terms. It also suggests pursuing tech transfers from overseas for technological advancement, and considering international mergers and acquisitions to access new costs and markets while establishing collaborative relationships. Overall, the strategies aim to help Chinese small- and medium-sized enterprises overcome IP deficits and better position themselves in the global IP landscape.
PMG Oct 2011 Patents and intellectual property 101 for product managers finalDerek Pettingale
The document discusses intellectual property strategy, protection, and valuation. Recent high-profile sales of patent portfolios for billions of dollars are prompting executives to reevaluate the potential value of dormant intellectual property assets. As a result, product managers are now being challenged to understand basic patent protection strategies and how to value intellectual property. The event will feature presentations on growth in intangible asset value, intellectual property strategy frameworks, patent portfolio roles and examples, protection requirements and alternatives to patenting, and approaches to intellectual property valuation.
The document discusses a new paradigm for deepening cooperation between Guangdong and Hong Kong through the China-Hong Kong Closer Economic Partnership Arrangement (CEPA). It proposes focusing on value engineering equations and analyzing product/service lifecycles and supply chains. A key part of this involves developing a special policy zone in Nansha, Guangzhou to promote intellectual property development and technology commercialization between the two regions.
This document provides an introduction to technology commercialization. It discusses how the Innovations Group at the University of Toronto helps researchers commercialize ideas by assessing commercial potential, obtaining intellectual property protection, providing funding and business development support, and licensing or starting new companies. It then summarizes key factors to consider in evaluating a technology's commercial potential, including intellectual property, the technology itself, market opportunities, and the capabilities of the research team. Finally, it discusses options for commercializing a technology through licensing or starting a new company, and considerations for obtaining early-stage funding.
The document discusses establishing an IP trading platform and ecosystem in Hong Kong. It outlines several key points:
1) It describes the evolution of knowledge-based economies and increasing value of intangible assets like patents, which has driven growth in IP commercialization.
2) It addresses China's challenges in IP commercialization, such as lack of experience and proper evaluation tools. It proposes establishing an international standard IP trading platform to help Chinese companies.
3) The platform should follow principles of trust, transparency, and adding value at each step. It should bring together IP sellers and buyers as well as enabling third parties to facilitate deals and reduce risk for all participants.
SPICEsim is unique within the Engineering Services Outsourcing (ESO) industry with more than 25 years experience in turning customer\'s concepts into world-class products through our unique set of value-added CAD or CAE solutions. These solutions include electronic and mechanical design, printed circuit board development, electronic circuit simulation and modeling, signal integrity analysis and finally, mechanical simulation.
IP management is important for businesses to effectively manage their intellectual property portfolios. The average costs of obtaining a patent are $6,000 in the US and $26,000 in Europe. An IP management strategy involves evaluating new inventions, aligning the existing portfolio with business goals, and using market and competitive intelligence. Inventions are assessed and classified as "crown jewels," "maintain," "license or sell," or "divest or abandon" based on their strategic importance and business relevance. Effective IP management, as shown by companies like Dow and IBM, allows companies to have an offensive strategy that helps them succeed in their industries.
The document outlines a 5-step process for identifying customer needs during the product concept development process:
1) Gather raw data from customers through interviews, focus groups, and observing product use.
2) Interpret the raw data to express customer needs in terms of what the product must do, without specifying how.
3) Organize the identified needs into a hierarchy from primary to secondary needs.
4) Establish the relative importance of the different customer needs.
5) Reflect on the results and needs identification process.
Value Of Cloud Computing For Fed Governmen Oct 8 Tim MayGovCloud Network
This document provides an overview of cloud computing including definitions, potential implementations, obstacles, and value. It defines cloud computing as providing scalable IT capabilities over the internet. Potential implementations discussed are commercial/external clouds, hybrid clouds, vertical clouds, and private ("P") clouds. Key obstacles mentioned are issues of trust, reliability, existing investments, and cultural acceptance. The document argues cloud computing could provide value to governments by focusing on missions, enabling testing and prototyping, reducing capital expenditures, and improving efficiency. It recommends further research and selecting appropriate initial situations to embrace cloud.
Patent landscape efforts can get hampered either by voluminous patent search results or the perceived need to manually tag every single feature. It can increase uncertainty, costs, and complexity. Like chemical structure, biosequence, or freedom-to-operate patent searches, patent landscape searches have unique challenges. Delivering custom patent landscape analysis for effective decisions is beyond the skills of most end users. The final patent landscape report can vary depending on the allocated time and the optimal usage of advanced patent analytics tools by professional patent analysts (or by end-users). Many “state of the art” reports only provide patent search results with minimal analysis. Similarly, many automated “instant reports” only provide canned analysis and visuals that are too broad for POV analysis or corporate decision-making. This presentation describes the use of an efficient accelerated, intentional, and multifaceted (AIM™) patent landscape to alleviate these issues. The goal of an AIM™ patent landscape is to intentionally align scope with pending decisions. The results are delivered with appropriate level of analysis, including supporting charts, within an accelerated timeline of 2-3 weeks. AIM™ patent landscape analysis uses experienced patent analysts, a well-defined workflow process, and multiple best-in class patent data search, processing, and visualization tools. AIM™ patent landscapes are ideal in patent portfolio benchmarking efforts and delineating white space opportunities for well-defined projects.
The document discusses managing intellectual assets and intellectual property. It provides an agenda covering intellectual capital, intellectual property, why IP is important, and how to build IP. It then defines different types of intellectual capital and various forms of intellectual property like trademarks, patents, copyrights, and know-how. The document outlines the costs and strategy considerations for intellectual property and the patent filing process.
The document discusses how retailers can achieve retail sourcing excellence through the Iasta solution. It provides an overview of Iasta's offerings including spend analysis, project management templates, and savings results across common retail categories for their clients. Case studies are presented on how Iasta has helped retailers like Arcadia transform their indirect procurement and generate savings of up to 7% through managed sourcing projects.
This document contains legal disclaimers for any presentations made by Intel. It states that any forward-looking statements are subject to risks and uncertainties, and actual results may differ from expectations. It also notes where to find reconciliations for any non-GAAP financial measures used and disclaims any warranties or intellectual property claims. Finally, it says performance tests were conducted on specific systems and components, and results may vary depending on hardware and software configuration.
1. The document discusses different levels of business models from levels 1-10 based on their focus on intellectual property (IP) assets versus normal business operations. Higher levels indicate a greater focus on IP assets and less focus on traditional operations like product development and sales.
2. It provides examples of the operations at different levels, with level 6 starting to generate revenue from existing IP rather than products, and levels 7-10 eliminating more traditional operations like research and development to focus more on generating new IP assets.
3. A new level 11 is introduced where the sole focus is leveraging existing patent portfolios through litigation and licensing, with no internal development or acquisition of new IP assets.
Arasan Chip Systems provides a "Total IP Solution" by offering intellectual property cores, verification IP, hardware development kits, professional services, and software in addition to customization and integration support. Founded in 1995, Arasan has over 135 employees worldwide and a portfolio of IP solutions for mobile, storage, and connectivity standards. The document outlines Arasan's vision, products, customers, partnerships, and advantages in delivering complete solutions from concept to silicon.
Don’t hire a service provider, hire a partner..!!
IPexcel is an intellectual property research and analytics services provider that aims to build standards in the IP outsourcing market through technical legal skills and commitment to progress. They provide one-stop IP services globally from patent drafting to prosecution. Their focus is on quality, trust, confidentiality, and quick turnaround times.
Drivers of patent licensing antti kosunenAnttiKosunen
This document discusses drivers of patent licensing. It outlines several factors that drive companies to license patents, including using patents as a currency for negotiations, helping smaller companies succeed, and increasing shareholder value. The document also covers different types of licensing models and players in the patent licensing market, including licensing companies that help monetize patent assets.
RTC provides retail planning, design, manufacturing, and logistics services globally. They offer store ready solutions like shelf management systems that are pre-made for quick deployment. RTC helps clients with strategy, program management, and global logistics to improve retail operations and reduce costs.
The document discusses common errors made in early stage medical device startups. It notes that the key relationships between different startup elements are interconnected like a web, not a waterfall. For example, selecting a new market feature could impact regulatory approvals or reimbursement codes. Early decisions also have a huge impact but limited knowledge, so founders must decide to raise funding despite uncertainty. The presentation provides advice on addressing optimism, facing reality, and setting predefined decision points to avoid high-risk deadlocks.
The document discusses intellectual property (IP) strategies for Chinese tech companies from an IP acquisitions perspective. It recommends pooling domestic patents to negotiate favorable licensing terms. It also suggests pursuing tech transfers from overseas for technological advancement, and considering international mergers and acquisitions to access new costs and markets while establishing collaborative relationships. Overall, the strategies aim to help Chinese small- and medium-sized enterprises overcome IP deficits and better position themselves in the global IP landscape.
PMG Oct 2011 Patents and intellectual property 101 for product managers finalDerek Pettingale
The document discusses intellectual property strategy, protection, and valuation. Recent high-profile sales of patent portfolios for billions of dollars are prompting executives to reevaluate the potential value of dormant intellectual property assets. As a result, product managers are now being challenged to understand basic patent protection strategies and how to value intellectual property. The event will feature presentations on growth in intangible asset value, intellectual property strategy frameworks, patent portfolio roles and examples, protection requirements and alternatives to patenting, and approaches to intellectual property valuation.
The document discusses a new paradigm for deepening cooperation between Guangdong and Hong Kong through the China-Hong Kong Closer Economic Partnership Arrangement (CEPA). It proposes focusing on value engineering equations and analyzing product/service lifecycles and supply chains. A key part of this involves developing a special policy zone in Nansha, Guangzhou to promote intellectual property development and technology commercialization between the two regions.
This document provides an introduction to technology commercialization. It discusses how the Innovations Group at the University of Toronto helps researchers commercialize ideas by assessing commercial potential, obtaining intellectual property protection, providing funding and business development support, and licensing or starting new companies. It then summarizes key factors to consider in evaluating a technology's commercial potential, including intellectual property, the technology itself, market opportunities, and the capabilities of the research team. Finally, it discusses options for commercializing a technology through licensing or starting a new company, and considerations for obtaining early-stage funding.
The document discusses establishing an IP trading platform and ecosystem in Hong Kong. It outlines several key points:
1) It describes the evolution of knowledge-based economies and increasing value of intangible assets like patents, which has driven growth in IP commercialization.
2) It addresses China's challenges in IP commercialization, such as lack of experience and proper evaluation tools. It proposes establishing an international standard IP trading platform to help Chinese companies.
3) The platform should follow principles of trust, transparency, and adding value at each step. It should bring together IP sellers and buyers as well as enabling third parties to facilitate deals and reduce risk for all participants.
SPICEsim is unique within the Engineering Services Outsourcing (ESO) industry with more than 25 years experience in turning customer\'s concepts into world-class products through our unique set of value-added CAD or CAE solutions. These solutions include electronic and mechanical design, printed circuit board development, electronic circuit simulation and modeling, signal integrity analysis and finally, mechanical simulation.
IP management is important for businesses to effectively manage their intellectual property portfolios. The average costs of obtaining a patent are $6,000 in the US and $26,000 in Europe. An IP management strategy involves evaluating new inventions, aligning the existing portfolio with business goals, and using market and competitive intelligence. Inventions are assessed and classified as "crown jewels," "maintain," "license or sell," or "divest or abandon" based on their strategic importance and business relevance. Effective IP management, as shown by companies like Dow and IBM, allows companies to have an offensive strategy that helps them succeed in their industries.
The document outlines a 5-step process for identifying customer needs during the product concept development process:
1) Gather raw data from customers through interviews, focus groups, and observing product use.
2) Interpret the raw data to express customer needs in terms of what the product must do, without specifying how.
3) Organize the identified needs into a hierarchy from primary to secondary needs.
4) Establish the relative importance of the different customer needs.
5) Reflect on the results and needs identification process.
Value Of Cloud Computing For Fed Governmen Oct 8 Tim MayGovCloud Network
This document provides an overview of cloud computing including definitions, potential implementations, obstacles, and value. It defines cloud computing as providing scalable IT capabilities over the internet. Potential implementations discussed are commercial/external clouds, hybrid clouds, vertical clouds, and private ("P") clouds. Key obstacles mentioned are issues of trust, reliability, existing investments, and cultural acceptance. The document argues cloud computing could provide value to governments by focusing on missions, enabling testing and prototyping, reducing capital expenditures, and improving efficiency. It recommends further research and selecting appropriate initial situations to embrace cloud.
Patent landscape efforts can get hampered either by voluminous patent search results or the perceived need to manually tag every single feature. It can increase uncertainty, costs, and complexity. Like chemical structure, biosequence, or freedom-to-operate patent searches, patent landscape searches have unique challenges. Delivering custom patent landscape analysis for effective decisions is beyond the skills of most end users. The final patent landscape report can vary depending on the allocated time and the optimal usage of advanced patent analytics tools by professional patent analysts (or by end-users). Many “state of the art” reports only provide patent search results with minimal analysis. Similarly, many automated “instant reports” only provide canned analysis and visuals that are too broad for POV analysis or corporate decision-making. This presentation describes the use of an efficient accelerated, intentional, and multifaceted (AIM™) patent landscape to alleviate these issues. The goal of an AIM™ patent landscape is to intentionally align scope with pending decisions. The results are delivered with appropriate level of analysis, including supporting charts, within an accelerated timeline of 2-3 weeks. AIM™ patent landscape analysis uses experienced patent analysts, a well-defined workflow process, and multiple best-in class patent data search, processing, and visualization tools. AIM™ patent landscapes are ideal in patent portfolio benchmarking efforts and delineating white space opportunities for well-defined projects.
The document discusses managing intellectual assets and intellectual property. It provides an agenda covering intellectual capital, intellectual property, why IP is important, and how to build IP. It then defines different types of intellectual capital and various forms of intellectual property like trademarks, patents, copyrights, and know-how. The document outlines the costs and strategy considerations for intellectual property and the patent filing process.
The document discusses how retailers can achieve retail sourcing excellence through the Iasta solution. It provides an overview of Iasta's offerings including spend analysis, project management templates, and savings results across common retail categories for their clients. Case studies are presented on how Iasta has helped retailers like Arcadia transform their indirect procurement and generate savings of up to 7% through managed sourcing projects.
This document contains legal disclaimers for any presentations made by Intel. It states that any forward-looking statements are subject to risks and uncertainties, and actual results may differ from expectations. It also notes where to find reconciliations for any non-GAAP financial measures used and disclaims any warranties or intellectual property claims. Finally, it says performance tests were conducted on specific systems and components, and results may vary depending on hardware and software configuration.
The shift to a knowledge-based economy has created significant challenges for accounting and corporate reporting. This presentation gives an overview of the challenges and opportunities facing accountants and businesspeople today.
Finance has an important role to play to help corporate stakeholders see and understand the importance of intangible knowledge assets to the future profitability and sustainability of the organization.
This document provides an overview of considerations and methodologies for valuing intellectual property in the context of corporate bankruptcy. It discusses how IP is treated in the bankruptcy process, the need to value IP assets, and how different types of IP like patents, trademarks, and copyrights can be valued using models like relief from royalty for trademarks. The document also outlines practical issues around valuing IP in bankruptcy cases and provides an agenda that includes a case study example.
The document discusses how customer relationship excellence and focusing on customer value creations can lead to innovation leadership. It provides Silicon Valley as a success story where customer service was the most valuable source of innovation. The document outlines how analyzing the full product/service lifecycle and value chain with a focus on critical links can help drive innovation. It also discusses how CRE can enable design-win services and new application/service platforms, contributing to innovation leadership.
Moore's Law, which predicted the cost of integrated circuits would be cut in half every 18 months, was driven by improvements in CMOS technology over decades. However, the increasing complexity of 3D CMOS designs means Moore's Law scaling is no longer practical or affordable for most companies. To sustain innovation, the industry will need a new design paradigm focused on lower-cost "mini-fabs" and architectures with security and testability built in.
This document presents a personnel development matrix that outlines the key skills and attributes needed for individuals, groups, teams, organizations, and the global environment to be successful. The matrix shows that to be successful at each higher level, one must develop the skills of the levels below. For example, for an organization to be successful it must develop skills like meeting customer needs, quality teamwork, and pursuit of excellence that groups and teams require, in addition to its own skills. The goal is for all levels to work towards lasting prosperity and excellence within their sphere of influence.
The document discusses the 7 key business processes that are important for managing a business: 1) business decision & execution, 2) product manufacturing, 3) sales management/customer service, 4) cash flow management, 5) information management, 6) new product development, and 7) project management. It provides details on the participants and focuses of each process.
For System-on-Chip (SOC) at sub-0.25um nodes, In-System-Programmability (ISP) is a must. A novel ISP solution is discussed to resolve the CMOS logic vs. NVM (non-volatile-memory) compatibility challenges, so that they can co-exist on the same chip without too much impact on the CMOS logic baseline (including device model and process flow).
This document summarizes a presentation about developing a next generation iTunes-like platform for micro movies in a cloud computing environment. The presentation discusses how micro movies, which can be inexpensively produced using computer-aided tools, have the potential to disrupt the movie industry by enabling low-budget, on-demand production and distribution of movies directly to consumers' mobile devices and home theaters. It proposes a business model where mobile devices serve as the delivery platform, cloud applications and services provide the enabling infrastructure, and micro movies are distributed as multimedia content, with intellectual property managed through the cloud to address standards, ownership and privacy issues. Challenges discussed include ensuring compatibility, content types, device support, and developing sustainable business models.
The document discusses a presentation given by Al Kwok at the 6th Workshop of the IIPCC HK Chapter IP Workshop Series on the role of IP in entrepreneurship and innovation. The presentation covered the impact of CMOS technology in driving the information age, the methodology of CMOS technology development focusing on yield optimization through iterative learning and experimentation, and how technology evolutions from 1980s to 1990s enabled the growth of portable, low-power devices.
This document outlines NetLogic Microsystems' product development methodology, with an emphasis on the central role of intellectual property (IP). It discusses how NM prioritized developing high-quality patents from the start, establishing programs and committees focused on continuously generating new patentable ideas. The methodology involved understanding customers' leading requirements to develop product, technology, and patent roadmaps that addressed market needs. It also highlights how NM differentiated itself by creating new values for customers related to performance, power efficiency, quality, and delivery.
The document summarizes a presentation given at the 7th Workshop of the IIPCC HK Chapter IP Workshop Series on the role of intellectual property in entrepreneurship and innovation. The presentation discusses the evolution of knowledge-based economies from being driven by integrated circuits to information technology to intellectual property. It also discusses trends around business models shifting from manufacturing to services and the importance of intellectual property, branding, and services in increasing business value. Specific cases are presented on how companies can transform from original equipment manufacturers to integrated service franchisers by focusing more on services and intellectual property licensing.
The document discusses an OEM company's transformation into an integrated service provider (ISP). It describes two case studies of the company MxXxxx Ltd providing automated meter reading (AMR) systems and GPS/GPRS logistics service platforms. For Towngas, the AMR system provided cost savings and improved customer relationship management. For logistics companies, the service platform allowed real-time tracking and coordination across different networks. The document advocates that companies transition from original equipment manufacturers to integrated service providers to capture higher values through embedded software, services, and recurring revenue streams.
This document provides advice on self-improvement with a focus on business success. It emphasizes the importance of:
1) Ensuring all activities make business sense and add value for customers.
2) Focusing on end results, customer satisfaction, and continuous improvement rather than activities.
3) Hard work, discipline, and a relentless pursuit of excellence through focusing on the basics and fundamentals.
This document outlines a personnel development matrix that identifies the critical skills and attributes needed for individuals, groups, organizations, communities, and the global environment to be successful. The matrix shows how the role, focus, approach, and goals at each level imply and build upon those of the next level out. For example, an individual's time management and interpersonal skills imply and support a team's on-time performance and well-coordinated network. The goal is for entities at all levels to develop win-win relationships and long-term prosperity.
The document discusses the "Greater China Semiconductor Intellectual Property Trading Center" (GCSIPTC), a proposed platform for trading IC-related intellectual property in China based in Hong Kong. It provides background on GCSIPTC, including that it began as an international collaboration in 2002, was later established as a Hong Kong university project, and aims to establish proper frameworks for IP trading. Key issues discussed include the need for a suitable business model, risk management considerations, and Hong Kong's potential role in facilitating IP transactions and dispute resolution through its legal system and expertise in arbitration. Next steps proposed include building out the necessary ecosystem features and services to support both IP servicing and a full-fledged trading platform.
The document discusses several key points about shaping one's career by leading paradigm shifts in the information age:
- It emphasizes developing skills to identify emerging trends, adapt quickly to changes, and lead paradigm shifts that shape the future.
- The speaker's own career path involved riding major technological shifts like the rise of CMOS technology and the IP-centric business model, allowing him to take advantage of opportunities.
- Major trends impacting the semiconductor industry like Moore's law and the growth of the internet created new paradigms that could be leveraged for career advancement.
The document discusses Hong Kong's potential to become a global R&D and ICT service center for China. It outlines key advantages Hong Kong has over other locations like India, such as a well-educated immigrant workforce and proximity to southern China. Establishing Hong Kong as an offshore outsourcing and insourcing hub could help improve China's ICT capabilities and access overseas markets and talent.
The document discusses technology policy recommendations for Hong Kong to transition to a knowledge-based economy. It recommends that Hong Kong promote innovation through intellectual capital management, IP portfolio development, and IP protection. It also recommends facilitating collaboration between Hong Kong's high-tech efforts and those in the Pearl River Delta region and China to establish a favorable ecosystem for sustainable development. Key opportunities for Hong Kong include content creation, mobile multimedia, and data analytics capabilities to serve the growing China market.
1. For private use only -- CASPA Copyright Protected
Intellectual Property as the
Crown Jewel of a Highly Valued
Semiconductor Start-up –
a Real-life Case Study
Intellectual Property Symposium 2002 in Guangzhou
December 10, 2002
Presented by: Al Kwok
President, CASPA Pearl River Delta Chapter
Member, VSI Alliance IPP DWG
2. For private use only -- CASPA Copyright Protected
Outline
General background
Intellectual Capital, Human Capital, Intellectual
Assets & Intellectual Property
IP as the strategic leverage
A case study – for high-tech start-ups to follow
Semiconductor IP business model
Best practices in IP management
China’s situation
Suggestions to investors
Suggestions to entrepreneurs
Acknowledgements and appreciation
2
3. For private use only -- CASPA Copyright Protected
Intellectual Capital (IC)
According to Brooking Institute study of thousands of non-financial
companies, the percentage of company value attributable to intangible
assets (Intellectual Capital) has increased dramatically:
1978: 83% in tangible assets; 17% in Intellectual Capital
1998: 31% in tangible assets; 69% in Intellectual Capital
In Information Age, Intellectual Capital represents the value of a company
IC is defined as KNOWLEDGE that can be converted into VALUE
Knowledge companies make profits by converting knowledge into revenue.
Product/market knowledge for differentiation -- a key competitive advantage
IC consist of 2 elements: Human Capital and Intellectual Assets
Human Capital (tacit knowledge, know-how and relationship)
Person (employee) specific and not interchangeable – e.g., a chef’s know-how
The employer does not own it: It leaves the company at the end of each workday
Intellectual Assets (codified knowledge, know-how and relationship)
Independent of the operator and interchangeable
Belong to the company and not to its creators
Intellectual Property is legally protected Intellectual Assets
Source: VSI Alliance (IPPWP2 1.0) 3
4. For private use only -- CASPA Copyright Protected
Intellectual Capital
Intellectual Capital
Human Intellectual
Capital Assets
(Tacit Knowledge Codified Knowledge)
2
1
IP
How to expand one’s Intellectual Property (IP):
By converting Human Capital into Intellectual Assets through the
Employment Agreement and systematic and thorough
documentation of the process of engineering and improvement
By converting Intellectual Assets into Intellectual Property through
legal claims (by confidential notices) and protection (by NDA and
proper access controls – on a “need-to-know” basis)
Source: VSI Alliance (IPPWP2 1.0) 4
5. For private use only -- CASPA Copyright Protected
What is Intellectual Property?
Innovation => Creation of marketable values
The core competencies & primary differentiators
Intellectual property
Crown jewels of innovation - lasting values!
Sole ownership (without contaminations)!?
Exclusive rights to use for commercial purposes
Patents, trademarks, copyrights, trade
secrets, etc.
Mark your market territories by patent, copyright
and trademark claims (No Trespassing signs!):
Let people know you are the owner!
Keep some know-how to yourself as trade secret
5
6. For private use only -- CASPA Copyright Protected
Competitive Intelligence
An organized process for gathering and analyzing
publicly available information about trends and
competitor activities to further company objectives
Companies about which information is desired
In the same technology and business space
Competitors, customers and enablers (service providers
& partners)
Key competitors’ IP portfolios
# of patents, segments by technology area, pace of
patenting (in quantity over time & by technology area)
Strength and weakness of the technology, strength of
patent claims (their breadth & depth)
How to navigate through the “patent minefield”
Internal IP audit to understand one’s own SWOT
(Strength, Weakness, Opportunities and Threats)
Source: VSI Alliance (IPPWP2 1.0) 6
7. For private use only -- CASPA Copyright Protected
Intellectual Property (IP)
as
the Strategic Leverage
8. For private use only -- CASPA Copyright Protected
IP for Commanding Mkt. Position
IP defines the ownership of any market territory and
one’s position along a product/service food chain:
Dell and Compaq/HP dominate PC market
Protected by their IP portfolio (brand, patents, know-how, etc.)
Controlling the Market/Customer Channels
Sitting on the top of the PC food chain
Striding to outsource their manufacturing & design work
Taiwan manufacturers as manufacturing partners
Providing low-cost manufacturing supports (open book for audit!)
Managing the logistics for 48-hour global ship-to-order end-
customer delivery
Financing the WIP and buffer inventories at multiple
manufacturing sites world-wide
Responsible for all RMAs and replacements to consumers
Funding the BRAND (IP) OWNERS’ businesses, with much
lower profit margins (actually <10% gross margin) in return!!
At an inferior position along the PC food chain
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The Value Hierarchy
Brand Innovation
Values/Profit Margins
Intellectual Property
50% Applications (Mkt. & Standards)
System Integration (Archit., …)
Outsourcin
40%
Trend
Engineering (Design, ODM,..)
g
30%
Manufacturing (Process, OEM)
Consumer recognition Core competency
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The Value Hierarchy – cont.
A corporation defines its profit-making potential by
the activities upon which it focuses its key resources.
<30% PM (profit margin) for contract manufacturing
<50% PM for ODM with little IP leadership
>50% PM for an IP leader setting a de facto standard
The two curves along Core Competency axis (based
on Innovation) and Customer Recognition axis
(based on Brand) form the wall of the bowl holding
the potential profit
Lowering of either curve will let the potential profit escape
In order to achieve high profit (like “Wintel”), a corporation
must focus its resources mainly on strengthening its core
competence with differentiating IP generation and promoting
customer recognition as the leading brand.
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Evaluating of a High-tech Corp.
Value Proposition
Market: What are the product(s) and service(s)?
Applications: De facto standards (e.g., “Wintel”)?!
Competition: Who are in the same market space?
Profitability: Profit margins attainable, ROI
Core Competency
Differentiating values – by how much? Uniqueness?
Barriers to competition – by means of intellectual property
Protecting the lead – outsourcing non-core functions
Brand Recognition (as a de facto standard)
Building reputation and customer base (market share)
Securing long-term customer loyalty
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Hierarchy of IP Management
Increasing capabilities
Long-term Growth
to affect the future
(Market dominance)
Short-term Growth
(Market share)
Profitability
(Within the domain)
Cost-effectiveness
(Within the domain)
Level 1
Each level of IP Management builds on the foundation of the lower levels
Source: VSI Alliance (IPPWP2 1.0)
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A Case Study –
for high-tech start-ups to follow
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IP for High Investor Valuation
Case Study #1 (in Silicon Valley):
A 5-year-old hot start-up in Network Search Engine
(NSE: a co-processor & a core component for routers)
Building an impressive patent portfolio since 1998
In-house patent attorney to manage IP creation/development
25 patents granted & much more being reviewed @ USPTO
Enabling cutting-edge product developments
Closed 2 recent rounds of financing – investors
approached
US$22M+ (“UP”) round in September 2001
US$32M+ (“UP”) round in June 2002
While the NASDAQ index dropped from >4000 to <1600 and
many start-ups were abandoned by investors
Seasoned investors value IP for its lasting values!!
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Market Demand for NSEs
New paradigm - network (parallel) search engines
have become mainstream (in the last 3 years)
Higher data rate (in # packets/sec.)
More packets (data traffic) to process: ~10X
Deeper processing (in # searches per packet)
More searches per packet for QoS & security: ~4X
More items (stored in the table) to check
Table size increase from 12.8K to 2M entries: ~100X
4000X increase in search rate requirement by now
New applications with ~2Mx128 bit table for >150Msps
Traditional software (hash-based) search approach
is out of date!
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An Application Example
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Valuable Patent Portfolio
Patent # Title matter Type Date Elapsed # Claims Yearly
Filing Issued Days Total
1 6,199,140 Multiport CAM and timing signal S, A 30-Oct-97 16-Mar-01 1,233 21
2 6,148,364 Method for cascading CAMs S, A 30-De c-97 14-Nov-00 1,050 31 2
3 6,240,485 Learn operation in depth-cascaded CAMs F, BA 11-Ma y-98 29-May-01 1,114 30
4 6,219,748 Implementing Learn instruction BA, C 11-Ma y-98 17-Apr-01 1,072 39
5 6,381,673 Next HPM in CAM F, BA 6-Jul-98 30-Apr-02 1,394 37
6 6,418,042 Tenary (3-state with "don't care") CAM A 9-Se p-98 9-Jul-02 1,399 75 4
7 6,237,061 Method for LPM F, BA 5-Ja n-99 22-May-01 868 7
8 6,125,049 ML control circuit for CAM BA, C 5-Ja n-99 26-Sep-00 630 8
9 6,137,707 Compare operation for CAM F, BA 26-Ma r-99 24-Oct-00 578 40
10 6,460,112 Determining LPM F, BA 22-Jun-99 1-Oct-02 1,197 51
11 6,393,514 Full flag and almost full flag F, BA 12-Jul-99 21-May-02 1,044 38
12 6,175,513 Detecting multiple matches in a CAM F, BA 12-Jul-99 16-Jan-01 554 35
13 6,243,280 Selective match-line pre-charge in IRC BA, C 9-Se p-99 5-Jun-01 635 40
14 6,275,426 Row redundancy BA, C 18-Oct-99 14-Aug-01 666 53
15 6,154,384 TCAM cell A 12-Nov-99 28-Nov-00 382 19
16 6,147,891 ML control circuit for CAM BA, C 21-De c-99 14-Nov-00 329 15 10
17 6,191,970 Select ML discharge in a part. CAM array BA, C 13-Ma y-00 20-Feb-01 283 11
18 6,324,087 Partitioning a CAM A 8-Jun-00 27-Nov-01 537 33
19 6,249,467 Row redundancy BA, C 8-Jun-00 19-Jun-01 376 20
20 6,229,742 Spare address decoder BA, C 8-Jun-00 8-May-01 334 5
21 6,252,789 Inter-row configurability (IRC) A 14-Jun-00 26-Jun-01 377 49
22 6,246,601 Inter-row configurability A 14-Jun-00 12-Jun-01 363 10
23 6,243,281 Segment access in IRC BA, C 14-Jun-00 5-Jun-01 356 29
24 6,317,350 Hierarchical depth cascading S, A 16-Jun-00 13-Nov-01 515 53 8+
25 6,445,628 Row redundancy BA, C 18-Jun-01 3-Sep-02 442 20
Ave. / S.D. 709 / 367
Total 769
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Build a Valuable Patent Portfolio
Application & market potential
Assess commercial values – in term of
cost/performance improvements
Differentiation – for competitive advantages
Types of innovation in order of value hierarchy
System application level (S): e.g., the Sandisk
“338” patent for flash-memory card
Including new functionality (F) & system architecture
Chip architecture level (A) – building blocks
Chip array architecture level (A) – for memory array
Block architecture level (BA) – enhanced
functionality/performance
Circuit level (C) – circuitry (more difficult to monitor)
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Values to Investors
Fast-growing market demand – tied to IT traffic growth
Compelling solutions
Solving the IT bottleneck (>1000X improvement)
Great revenue potential
High revenue per board (>50% of the total cost of BOM)
Attractive gross margin (>55%)
Well-positioned in the market
Cutting-edge system solution products (S/W+H/W)
Key customer design-wins (at the top 20 customers!)
Well-protected lead
Comprehensive and key (system & architecture) patent portfolio
Patent portfolio at ~2% of total investors’ money (~US$50M)
~US$12K/patent => 75 patents for ~US$1M
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Semiconductor
IP Business Model
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Future Trend for SOC
The success of SOC depends on IP Reuse
SIP trading will be a fact of life for 90nm node and beyond
IP Reuse means standardization of IP library
Organizations driving SOC IP reuse:
VSI Alliance (US), VCX (EU), SOC Consortium (Taiwan)
Key factors about IP Reuse/SOC effort
Technical aspect:
Design for re-usability
IP interface specification
IP verification, characterization & promotion
Legal aspect:
IP novelty – ownership & non-infringement
IP authentication – certification of originality
IP protection – by law
Business aspect:
IP licensing (from owners to users)
IP library consolidation (by foundries)
IP trading (3rd parties as escrow agents)
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Semiconductor IP Business Model
Key success factors based on H&Q’s SIP Flywheel
Model:
Differentiated SIP -- performance
IP portfolio – clean (uncontaminated) & comprehensive
User-valued features – mission-critical, >10X improvement?
Silicon verification – full validation of the innovation
Market “Pull” -- market acceptance
End users pull -- lead user (market leader) endorsements
Market presence, applications, references & recommendations
Industry (standard) “Push” -- becoming the de facto standard
Partners and supporters push
JEDEC promotions, strategic alliance (e.g., Intel ecosystem), …
Foundry & EDA supports, service partners, etc.
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SIP Flywheel Model
Differentiating SIP
Industry “Push”
Creating an ecosystem (a self- Market
sustaining and enriching “Pull”
Creating a huge demand
system): to be the de facto
standard
Strategic partners and enablers
Standardization based on
volume & cost advantages
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Areas for Innovation
Key Design Considerations
Performance
Fab Technology Factors
(Low)
System Interface Factors
(High Speed Power
& Features)
Reducing (High)
Noise
(Low) Overall Density
(/area)
Cost
Form factor Reliability
(Small & Robust) (High)
Package Technology
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Focus for Innovation
Proper SIP focus for design-house start-ups:
System architecture and interface
New system architecture/function(s)
New interface scheme for higher I/O data rates
Performance (chip level): =/>100X improvement
New functions
New architecture: chip and block level
Power/Voltage reduction
New power management scheme
New architecture: chip or block level
Density (feature size reduction)
New array architecture
New storage element
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Best Practices
in
IP Management
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Best Practices
To convert Intellectual Capital to Intellectual Property:
Patent Program
To define the general practices to protect inventions
To educate employees issues about patents and patent law,
especially those related to the preparation of patent applns.
To encourage the proper documentation of inventions
Patent Award Program
To encourage inventors to develop patent-able ideas
To recognize and reward inventors’ creative efforts and extra
time and energy required to successfully pursue a patent
application to conclusion
Documentation
Laboratory Notebooks (bound & serialized) – legal document
providing corroborative evidence (sequentially dated and
signed)
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Best Practices – cont.
Patent Committee (top management focus)
Maximize ROI of IP dollars by identifying
Which inventions should be protected by patents,
Which should be kept as trade secrets and
Which should be published (put into the public domain)
Provide a well-organized and consistent evaluation of
inventions and their disposition
Set patent budget (as a % of investors’ investment dollars!!)
Consist of 3 to 5 key persons: In-house patent attorney, CTO,
VP of Business Development, VP of Product Definition, …
Meet on regularly basis (weekly or bi-weekly) for inventor
presentations and invention review
Review all patent proposals for filing decision and strategy
Make suggestions to inventors for improvements and
refinements
Make foreign filing decisions
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Best Practices – cont.
The patent process
Inventor/Idea
Reduction to practice (a key step!)
Corroboration of the engineering notebook (legal document)
Invention Disclosure Form (legal document)
Patent Committee review
Preparation of patent application
Should be drafted by the patent attorney
Foreign filing of application
Thorough evaluation of the costs vs. benefits
Procedure in the USPTO (office actions, etc.)
Monitor the status at USPTO closely
Issuance of a patent
Assignment to the Assignee (Company)
Product/Literature marking
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Best Practices – cont.
Invention Disclosure Form (legal document)
Inventor(s): name, employee ID #, address, contact #s,
citizenship, etc.
Conception of invention (dates, where, to whom, etc.):
1st drawing, 1st written description, 1st oval disclosure
Construction of device (when, by whom, witness, data):
Design, construct and test
Sale (record)
Use and publication
Industry standards
Related printed publications, patents and/or patent applications
Government contract
Detailed description
Any disclosure to a third party on the matter: NDA? Record
To ensure “clean room” uncontaminated creation process 30
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Detailed Description of Invention
General purpose or goals of your invention.
Describe the general area of technology to which your invention
applies and prior ways, if any, of performing similar function or
goals.
Indicate the disadvantage(s) of prior technologies.
Describe generally your invention.
Describe in detail your invention referring to block diagrams,
schematics, flow charts, graphs, or other illustrations.
Identify how your invention overcomes the disadvantages of the
prior technologies.
Summarize the advantages of yours over the prior technology.
Indicate the features which are believed to be new.
Indicate alternative embodiments or methods of your invention.
Suggested claim ideas.
If this is a joint invention, indicate the contributions of each
inventor.
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China Situation
and
Suggestions
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China’s Situation
Domestic market with huge potential
Envy of the world – the ONLY leverage for China’s
High-Tech Economic Development
Open to global competitions – by the rules of WTO
State of the high-tech industries
Still in early stage of development
Few domestic corporations have achieved world-
class stature (like TSMC)
IP infringements and violations are commonplace
Short changing the future (will remain at the bottom of the
food chain in economic development)
Lack of IP protection infrastructure to earn customers’ trust
for high-tech service industry (like software subcontracting)
Too many resources wasted on low-value IPs!
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Missing Links!
IP Protection is the base for Software Industry
Software industry in developing countries (like India and
Ireland) builds on subcontracting (services).
Overseas customers have to be made comfortable to disclose
their proprietary information for the outsourced software work.
Lack of an adequate IP protection infrastructure & culture
means NO CUSTOMERS’ TRUST and NO BUSINESS!
IP Reuse & Licensing is the future for IC Industry
System-on-chip (SOC) is the product trend for semiconductor.
No company has the resources to develop all the IPs for SOC.
IP trading and cross-licensing will be the way of life for product
development at 0.13um node and beyond.
Lack of an adequate IP protection infrastructure & culture
hinders the advancement of semiconductor industry.
Trading contaminated IPs can poison the whole IP blood
supply – “AIDS VIRUS” to the whole industry!
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Cost of IP Infringement
A highly probable scenario:
Dr. X joins a hot Chinese start-up (Company C) as its CTO
developing a flag-ship IC chip (Product A) competing with his
former US employer (Company I).
Dr. X uses some key circuits that he developed at Co. I.
Product A is a big hit; Co. C goes IPO with a big bang!
Co. I files a lawsuit against Co. C in US/Europe claiming IP
infringement and requests for injunction.
All US and Europe bound shipments of Co. C’s customers are
stopped, causing enormous financial losses (>1 million folds!).
The US jury finds the key circuit is essentially the same and Co. C
infringes Co. I’s IP.
Headline news in US: “Chinese company steals US technology”.
Talk shows exacerbates the bad press, hurting the image of China
and its entrepreneurs as well as Chinese American entrepreneurs!
The foundry cuts off its support. The stock crashes; investors flee.
Co. C goes bankrupt and shuts down.
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Suggestions
To China investors (incl. Gov’t science parks)
Protect your long-term interests by funding only projects with legally
licensed IPs or GENUINE IP development (REAL value creation)
Take a proactive role to discourage IP infringement and encourage
IP licensing
To China entrepreneurs
Define your market position with competitive intelligence
Join the international standardization body to get first-hand information
Do your homework first and map out the “patent minefield”
Ignorance is not an excuse! Be responsible to your investors
Focus on genuine value creation and build a lasting foundation to
compete globally
Money is not everything!! Don’t short change the future!
Play by the international business rules of the game (set by WTO)
You have the pride and capability to flourish without IP infringements
Be the PRIDE of China and a WORLD-CLASS GLOBAL
corporate citizen!!
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Acknowledgements
Many thanks to
Hong Kong IP Department
for inviting me
Thanks to VSIA IPP DWG
for its fellowship & inspiration
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Thank You Very Much
for
Your Attention!
I am looking forward to
future cooperation with you!
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