專利產業之創新商業模式探討－以中小型專利事務所為例

The Innovative Business Model in the Patent Industry－A Case Study of the Small and Medium Patent Office

何崇熙(Chung- Hsi Ho)

指導教授 ： 廖森貴

國立臺北科技大學/管理學院/管理學院經營管理EMBA專班/碩士(2013年)

摘要

專利的價值在促進世界文明，但同時也在為發明人創造利益。台灣是一個專利大國，可是97 %以上的專利卻無法為發明人挣得經濟利益，主要原因就是專利未能商品化；台灣專利市場約有30億台幣的規模，但中小型專利事務所都在竭盡所能的爭食那其中約25%的專利業務，業者之間相互砍價，專利產業呈現一片紅海。
為了使中小型專利事務所擁有長期競爭優勢，本研究希望探討出不易仿效且能長期而持續性獲利的「商業模式」。基於上述研究動機，本研究的研究目的包括：
1. 尋求建立以「專利商品化」為目標的「創新商業模式」的思維。
2. 以藍海策略的四項行動架構與白地策略四格商業模式架構為基礎，建構「創新商業模式」實施架構的具體內容。
經由研究背景、動機與研究目的之研討，確定研究主題『專利產業之創新商業模式探討─以中小型專利事務所為例』。本研究經由大量文獻探討及專利產業分析中得到的啟發是，“中小型專利事務所”應建立以專利商品化為目標的創新商業模式，以擺脫產業紅海競爭的糾纏。本研究採用質性研究方法，以白地策略四格商業模式架構為雛型，深度訪談產業專家，其內容整理歸納成創新商業模式的實施架構，再以藍海策略的觀點作修正，使該商業模式更有利於中小型專利事務所應用實施。
本研究得到的具體結論為：創新商業模式的定位，係以專利商品化為目標，以獨立發明人為客層，及鎖定創新型專利為產品；在此定位下，專利事務所需滿足包括專利必須具有高度價值、專利必須實施及行銷以獲利之價值主張；依此價值，專利事務所需推動增值性及行銷性之服務流程，建立核心能力與關鍵性資源，同時與關鍵合作夥伴進行結盟，以提供發明人整合性及一條龍式的服務能力；在面對客戶部份，需與客戶建立關係及善用專利交易平台來建構專利行銷通路。在此架構下，專利事務所可獲取相關服務與行銷仲介的收益。更重要的是，運作創新商業模式可使發明人的專利獲取商業利益而使發明人願意持續不斷的創作；因此，發明人取得專利、獲取利益、再申請專利，其不停的正向循環，正是中小型專利事務所創新商業模式長期獲利的保證。

關鍵字

創新商業模式 ； 白地策略 ； 專利商品化

並列摘要

The value of patents is not only to promote world civilization, but also for the inventor to create interest. Taiwan is a world's largest patent filing country but more than 97% of the patents are not able to earn economic benefits for inventors. The main reason is that most of the patents are not able to be commercialized.Though the scale of Taiwanese patent market is about 30 billion NT dollars, the small and medium patent offices in Taiwan do everything to compete for the about 25% of the patent business thereof. The market competition between the industries leads to a Red Sea in patent industry.
In order to have long-term competitive advantage for small and medium patent offices in Taiwan, this study is to investigate a "business model" for difficult-imitation and long-term and sustained profitability. Base on the above motivation, the purposes of this study include:
1. seeking to establish a "patent commercialization" as a goal for a thought of "innovative business model;"
2. establishing the specific contents of the "innovative business model" for implementation framework base on four actions framework of Blue Ocean strategy and Four Box Business Model in Seizing the White Space.
Through research background, motivation and research purposes, this research topic is identified as "The Innovative Business Model in the Patent Industry – A case Study of the Small and Medium Patent Office." In this study, a thought that the small and medium-sized patent offices should establish the patent commercialization as the goal of the innovative business model in order to get rid of industry competition in the Red Sea is inspired through a lot of literature explorations and patent industry analysis. This study used qualitative research methods to have depth interviews with experts in patent industry base on the Four Box Business Model of Seizing the White Space and to summarize its contents into the implementation framework of innovative business model. The view of the Blue Ocean Strategy is then amended so that the business model is more conducive to implement in the small and medium-sized patent offices.
The specific conclusions of this study are as follows: the positioning of innovative business model takes patent commercialization as the goal, independent inventors as main customers, and Utility Model patent as the product. In this positioning, the patent offices have to meet with patents with high values and value proposition of patents profiting from implementation and marketing. According to the values, the patent offices is required to provide the service processes with value-added and marketing promotion, establish core competencies and key resources and alliance with key partners to provide inventors one-stop integrated service capabilities. In the face of customers, the patent offices is required to build relationships with customers and make good use of patent trading platform to build proprietary marketing channels. In this framework, the patent offices may obtain revenue of relevant services and marketing agency. More importantly, the operation of innovative business model allows patent inventors to gain commercial interests and to be willing to continually create new inventions. Accordingly, the inventors obtain patents, gain benefits, and reapply for a patent, keeping the positive cycle, which is exactly a guarantee of long-term profitability for the innovative business model of the small and medium patent offices.

並列關鍵字

innovative business model ； seizing the white space ； patent commerciallization

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