This presentation was given in a workshop during the WIPO-INPI Advanced Training at the CEIPI on 19.06.2023.

1. © Prof. Dr. Alexander J. Wurzer 2023 CEIPI, Strasbourg
CEIPI/WIPO/INPI
Advanced Training on Technology Transfer
19.06.2023
Prof. Dr. Alexander J. Wurzer
Group 1: Models to organize IP-based commercialisation
from University or R&D institutional research

2. © Prof. Dr. Alexander J. Wurzer 2023 CEIPI, Strasbourg
Comparison of Xerox's Business Model with
Japanese Low-End Copiers' Model
Chester F. Carlson

3. © Prof. Dr. Alexander J. Wurzer 2023 CEIPI, Strasbourg
Comparison of Xerox's Business Model with
Japanese Low-End Copiers' Model

4. © Prof. Dr. Alexander J. Wurzer 2023 CEIPI, Strasbourg
Comparison of Xerox's Business Model with
Japanese Low-End Copiers' Model

5. © Prof. Dr. Alexander J. Wurzer 2023 CEIPI, Strasbourg
Comparison of Xerox's Business Model with
Japanese Low-End Copiers' Model

6. © Prof. Dr. Alexander J. Wurzer 2023 CEIPI, Strasbourg
Xerox Japanese Copiers
Market Segment Corporate and government market
Individual and small business
markets
Value Proposition
High-quality copies at a low monthly
lease rate
Low cost of machine, greater
affordability of copiers
Elements of Value Chain
Developed entire copier system,
including supplies; sold through a
direct sales force
Internal machine and cartridge;
outsourced distribution, service,
support, and financing
Defined Cost and Margins
Modest profit on equipment, high
profit on supplies, or per "click"
Modest "box cost" for copier, higher
margins on cartridges – a "razor and
razor blade" model
Value Network
First mover in dry-copy process; did
not require or pursue partners
Recruit third-party office equipment
dealers to expand to national
coverage; user-serviceable cartridge
Competitive Strategy
Competed on technology, product
quality, product capability
Compete on lowest box cost,
convenient dealer locations, machine
quality/self-service
Source: H. Chesbrough, „(2006) Open Innovation
Comparison of Xerox's Business Model with
Japanese Low-End Copiers' Model

7. © Prof. Dr. Alexander J. Wurzer 2023 CEIPI, Strasbourg
Patent Example – Magnetic resonance imaging
Use case: Transaction-based business model
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In the transaction-based business model the
medical device is directly bought by the
customer. There are only one-time
interactions between the customer and the
manufacturer of the device, who constantly
needs to search for new customers.
Target group:
Big healthcare providers with big budgets,
who operate the device 24/7 and buy the
device, which outperforms the competition.
Aim: Protect critical features to generate
more sales with premium prices.
Example patent to shorten the
examination cycles
Task: Increase usability
EP3404436B1
A time series of image data is provided to
a computer as the basis for performing an
ICA to identify a number of candidate
correlation patterns. The use of a
computer-implemented classifier to
separate neurophysical events from the
false patterns results in a reduction in
examination time, and the classifier
operates based on different metrics.

8. © Prof. Dr. Alexander J. Wurzer 2023 CEIPI, Strasbourg
Patent Example – Magnetic resonance imaging
Use case: Pay per use business model
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EP3066596B1
A system for viewing and manipulating medical
image datasets held in a cloud at a medical
facility using a viewing application. In terms of its
architecture, the viewing application comprises a
View layer, a ViewModel layer, a Model layer,
and a Driver layer. The ViewModel layer is
designed to provide a common set of functions
for viewing and editing in the cloud.
Example patent for a software as a
service based usage models
Task: Reducing the complexity
of IT-systems
In the “as a service” business model the
medical device and software are not bought
by the customer, but the customer pays
subscription fees for the use of the device or
the software only. The manufacturer owns
the system and can offer additional services,
like maintenance or updates of the system.
Target group:
Healthcare providers with smaller budgets,
who can not invest in buying a new device,
but can afford the monthly fee.
Aim: Protect monitoring and performance
features to create a lasting relationship with
the customer (Operator model).

9. © Prof. Dr. Alexander J. Wurzer 2023 CEIPI, Strasbourg
Technology Transfer Case Study: Perceive3D - Portugal
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Link: EPO - Technology transfer case studies
Patent: EP2742484B1
About the EPO technology case study:
A research project to improve surgical navigation combined
with the entrepreneurial mindset of the lead researcher at
the University of Coimbra (UC) in Portugal led to the creation
of Perceive3D. Broad patent protection and a vibrant
innovation ecosystem made it possible to target international
markets and to secure continuous investment during the
long development and approval phases, paving the way for
market success.

10. © Prof. Dr. Alexander J. Wurzer 2023 CEIPI, Strasbourg
SAILS Methodology
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The SAILS methodology was
originally developed as a road
mapping tool for analyzing disruptive
threats to a company’s business
model. SAILS is an acronym and
stands for the initials of the individual
methodological building blocks:
(S) Standards,
(A) Architectures,
(I) Integration,
(L) Linkages,
(S) Substitutions.
Source: Bruce A. Vojak, Frank A. Chambers, Roadmapping disruptive technical threats and
opportunities in complex, technology-based subsystems: The SAILS methodology,
Technological Forecasting and Social Change, Volume 71, Issues 1–2, 2004, Pages 121-139
Please read the paper “Roadmapping disruptive technical threats and opportunities in
complex, technology-based subsystems: The SAILS methodology” by Bruce A. Vojak and
Frank A. Chambers

11. © Prof. Dr. Alexander J. Wurzer 2023 CEIPI, Strasbourg
Case study Rittal: Scenario analysis and IP-design
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In analogy to the design thinking process, the
static perspective of business models and
system descriptions must be abandoned in
order to find the central components relevant
for detailed analysis and synthetic inventing
within a cyber-physical-system. A dynamic
perspective on scenarios is crucial in IP design.
Please read the paper “SME Patent Strategies For IoT-Based Business Models”
by Alexander Wurzer, Theo Grünewald, Wolfgang Fischer and Axel Karl

12. © Prof. Dr. Alexander J. Wurzer 2023 CEIPI, Strasbourg
Case study Rittal: Scenario analysis and IP-design
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An analysis of the points within the value
chain at which data are created,
documented, processed and machines
are controlled based on these data is
required in order to further substantiate
the problem-solution approaches found.

13. © Prof. Dr. Alexander J. Wurzer 2023 CEIPI, Strasbourg
To-do:
Understand how an IP Strategy can be aligned with the SAILS methodology (think about
relevant spaces of exclusivity and how they can be generated by IP and be exploited within
business models)
Analyze the following patents and connect each of them with one of the 5 categories of the
SAILS approach. SAILS is an acronym and stands for the initials of the methodological building
blocks: (S) Standards, (A) Architectures, (I) Integration, (L) Linkages, (S) Substitutions.
1. EP2742484B1 Method and apparatus for automatic camera calibration using one or
more images of a checkerboard pattern (Integration -> Integration of the calibration)
2. EP3404436B1 Functional magnetic resonance imaging (Standards -> Improvement of
the process)
3. EP3066596B1 System for displaying and editing data for a medical device (Linkage ->
Link between ViewModel and image data functions)
4. EP3613055A1 Using augmented reality in surgical navigation (Substitution ->
Hologram instead of single frames)
5. EP3959669A1 Diagnosing skin conditions using machine-learned models
(Architecture -> Neural network architecture with different elements)
Tasks
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