By a solid estimate of the late 1990s, three-quarters of the Fortune 100 total market capitalization was represented by intangible assets such as patents, copyrights and trademarks. In this environment, the author warns, can not be left to an IT manager or corporate intellectual property management staff alone – it must be a concern for function and business unit heads and senior officers of a corporation. In order to realize the full value of their companions … Read more »

By a solid estimate of the late 1990s, three-quarters of the Fortune 100 total market capitalization was represented by intangible assets such as patents, copyrights and trademarks. In this environment, the author warns, can not be left to an IT manager or corporate intellectual property management staff alone – it must be a concern for function and business unit heads and senior officers of a corporation. In order to realize the full value of their intellectual property companies, top managers need to look for answers to the following questions: How can society to gain intellectual property rights and sustain competitive advantage? How can intellectual property rights relating to the structure of the industry? What options do intellectual property rights offer vis-a-vis competitors? How to establish intellectual property rights grant incumbency advantage and barriers to entry? How do intellectual property rights help the company to gain vertical power along the value chain? What organizational design takes an intellectual property strategy is most effective? The author examines each question, drawing on examples such as company Motorola, Nokia, Novo Nordisk and Leo Pharma, in the process helping lead intellectual property rights from the shadows in patent and legal departments.
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Markus Reitzig
Source: MIT Sloan Management Review
8 pages.
Release date: 01 April 2004. Prod #: SMR134-PDF-ENG
Strategic Management of Intellectual Property HBR case solution

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