Due to the globalization of economy, the protection of intellectual property rights becomes very important, not only on a national and local basis but also on an international basis. The evidence is coming from the negotiation and ultimately the inclusion of the TRIPS Agreement, or Agreement on Trade Related Aspects of Intellectual Property Rights, into the World Trade Organization. In the TRIPS Agreement, one of the protections to a local intellectual property on an international level is the protection of geographical indications, and such protection can be found in Articles 22 through 24 of the TRIPS Agreement. Geographical indications identify goods as originating in a particular territory or region, and also indicate quality by letting consumers know that the goods come from an area where a given quality, reputation, or other characteristic of the goods is essentially attributable to their geographical origin. The protection of geographical indications has always been on the table and been mentioned in various international treaties, and eventually came together under the TRIPS Agreement. The different ways for geographical indications protection is examined in order to understand the different national regulations used in various countries as a tool to protect the geographical indications, hence, to protect intellectual property rights. The major issue regards the scope of protection is the extension of the TRIPS Article 23; diverse opinions and suggestions are coming from US and EU, the two biggest sovereignties. This also can be seen in the result of the WTO dispute case of EC – Trademarks and Geographical Indications. The future developments such as the negotiations for a multilateral system of register for geographical indications, the progress of developing countries toward protection of geographical indications and the involvement of the traditional knowledge, all play very crucial roles on the enforcement of geographical indications protection. This paper will explore all these matters.

『智慧財產』是二十一世紀世界產業競爭的決勝關鍵。智慧財產的佈局、產出及保護固然非常重要，但是最終還是需要積極的運用，發揮智慧財產這種無形資產獨有之國際性、重複利用性及同時異地併行使用實施之特性，彰顯其最大化之價值。世界各國政府在積極建置各種政策手段提升智慧財產運用之同時，也考慮到自身國家安全及國內產業競爭力消長之影響，大多規範了一系列智慧財產輸出到國境之外的運用管制。智慧財產之積極運用與境外實施管制，是兩種截然不同，有時甚至是互相衝突之面向，需要有清晰的觀念，才能建置雙贏策略，讓國內產業在決勝關鍵所向無敵。 我國科技基本法自民國88年公佈實施以來已有十年。智慧財產的產出、保護及運用在這十年間突飛猛進。雖然如此，但是仍有許多配套措施及觀念尚未成熟的建立起來。對於彰顯及發揮智慧財產價值所面對之『境外實施管制機制』更是有相對檢視之急迫性。在『國際技術移轉制度理論與實務』（王偉霖、劉江彬 著，2010年9月初版）劉江彬教授序中，劉教授特別指出這一點，認為應該突破其限制。我國在智慧財產方面之創新管理成就，中國也在快速學習，急起直追，從中國十二五計畫之政策可以看出他們更在發揚創新商業化之投資，學習我們企業的經營哲學。台灣有相當多的創新能量，蘊含智慧財產運用之潛力，政府可以從更宏觀的角度思考，發揮台灣的『軟實力』，實現台灣的願景。 本研究針對經濟事務財團法人研究機構，於政府資助產出之專利權在中華民國管轄區域外使用實施所需要事前陳報政府主管機關核准之規定嘗試提出更有效率之管理機制。 本研究比較美國、日本、大陸及台灣之政府資助產出之成果下放、技術出口管制、技術與投資境外實施管制相關法規之規範與作法，並訪問各國極具智慧財產管理運用代表性之組織--Association of University Technology Manager (AUTM) 及Licensing Executive Society (LES) 總會之會長、美國Stanford University技轉辦公室主任、美國前University of Washington負責技術移轉之副校長、日本東京大學技轉辦公室主任、前新加坡大學之技轉辦公室主任、徐小波大律師、台灣積體電路股份有限公司負責技術移轉之法務處宿文堂處長、政治大學商學院智慧財產研究所王偉霖教授及我國技術服務業之宇東公司副執行長等在智慧財產授權領域之產官學研專家學者，彙整歸納他們之看法及筆者之意見。再綜整工業技術研究院過去十年來向經濟部提出境外實施申請之案件，以三案不同技術、授權模式及授權區域之案件為案例探討。對照經濟部投資業務處對於我國境外投資之管理規範及審核要項，對於經濟部技術處目前審核境外實施作業，分析實務操作面之問題所在，進而提出『分類分級管理』之構想。視專利權之技術內容及授權模式，將審查作業分為高度管理、低度管理及事後報備。希望未來境外實施之管制也能夠兼顧行政成本降低、多元化彈性模式及商機時效。 本研究分別對政府及申請人提出建議，並由微觀到鉅觀，對我國智慧財產落實運用之全面性結構問題提出後續可繼續研究之議題供參。 對於政府處理其出資產出之成果的境外實施管制，建議涉及國家安全之技術輸出可比照國際作法採取『高度管理』。對於不涉及國家安全之智慧財產境外實施可採『低度管理』。同時建立具體明確可預期之審理標準、流程及正面或負面表列之技術清單。專利之非專屬授權及已經經過政府相關單位審核者，建議可採『事後報備』簡化流程。進一步考量規劃逐步建立企業及研發機構境外實施『自主管理』機制。至於境外實施之對價應回歸『商業談判』之市場機制，政府不需過多干涉。最後建議加強政府承辦人員對於智慧財產管理運用理論及實務認識之訓練。 在目前政府『境外實施』機制尚未調整之前，本研究綜整過去工業技術研究院申請境外實施之經驗，對於申請人提出建議作法，希望有助於審查流程之加速。事前與政府機關承辦人多溝通有絕對必要，充分瞭解其關切之事項，並備妥相關之文件。要求境外實施之廠商直接向政府承辦機關關切不必然有助於加速審核流程，有時反而弄巧反拙，造成承辦人之困擾，相對的攪亂了審核的節奏。 『境外實施』僅為提升智慧財產運用的一個點，必須要達到數個點的突破，形成面的結構調整，後續仍然有相當多的議題需要繼續研究，提出解決方案。例如修改科技基本法以明確擴大適用之層面至政府相關研究機關及學校—如中央研究院、公立大學等。這些機關是政府單位智慧財產之重要生產者，與下放之執行機構一樣，需突破國有財產法及政府採購法以發揮智慧財產之價值，但是同時適用之政府機關應配套建立智慧財產管理及評鑑機制。本研究以經濟事務研究機構之境外實施為限，其他仍然有教育體系之學校及經濟事務以外之研究機構之境外實施制度值得一窺。 本研究參酌世界各國之作法，搭配本研究生多年在工研院之經驗，檢視目前我國之實務運作，以學術討論之立場，結合實務與理論，嘗試提出一些看法，希望能夠提供給政府宏觀的思考，構建更契合打造台灣為亞洲樞紐之願景的機制。但本研究之所有論述純屬本研究生之個人觀點，不代表工研院或其他任何機構與單位之立場。 / “Intellectual Property” is the key factor to winning the industrial competition among competitive countries in the twenty-first century. Although domestic products and well-protected intellectual property are both extremely important, intellectual property should ultimately be used actively in order to maximize its core value. While governments around the world enthusiastically harness a variety of policy instruments to actively promote the use of intellectual property, they also take into account the security and competitiveness of their nations’ own domestic industries, as well as the impact of growth and decline on their economy. With these concerns, most of the intellectual property outputs are regulated by a series of overseas licensing restrains. The active usage of intellectual property and the control over overseas licensing are issues that are usually mutually independent. However, they sometimes conflict with each other. Only a clear and thorough understanding of both topics can allow one to establish a well-rounded strategy that creates a win-win situation in reference to the relationship between overseas licensing and domestic products. The Fundamental Science and Technology Act of the Republic of China has been in effect for a decade since its original ratification. Even so, there are still a lot of support measures and concepts established by the Act that have yet to be fully developed. For example, the “Overseas Licensing” control mechanism within the Act is an important measure that has received minimal development, and is in urgent need of having its political limitations removed for it to become more effective. This study compares United States, Japan, China and Taiwan’s export controls and overseas licensing laws. By visiting leaders of those intellectual property management representative organizations - -Association of University Technology Manager (AUTM) and Licensing Executive Society (LES), Director of the United States Stanford University Technology Transfer Office, former Vice President responsible for technology transfer of University of Washington, Director of Technology Transfer Office of University of Tokyo, Ex-Director of the Office of Technology Transfer of University of Singapore, Professor Paul S. P. Hsu, Chairman & CEO of PHYCOS International Co., Ltd, Director of Legal Transactions of Taiwan Semiconductor Manufacturing Co., Ltd., National Chengchi University Institute of Intellectual Property Business School Professor Wang Weilin and Vice President of Tanspercific IP Ltd. , the study summarized views and opinions of these professionals . The author analyzed overseas licensing cases that Industrial Technology Research Institute (ITRI) applied over the last decade in their technology, business model, and licensing area. Using the analysis of the practical problems in the overseas licensing control regulations and rules under the Ministry of Economic Affairs, the author proposed a concept of “classification management” ideas. According to this concept, the technical content of patent rights and licensing models and their management will be reviewed in three different levels, including high degree management, low degree management and post-filing. In the future, the costs of administration, the diversity of business models, and the flexibility in time should be considered in all cases of overseas licensing. The overseas licensing control that is related to national security should take a “high degree of management”. The rest of which do not involve national security can be reviewed under a “low degree of management”. Non-exclusive patent license and the case which has already been reviewed by any government agencies under the overseas licensing control should be reviewed under “post-filing management” to simplify the process. Furthermore, government should consider the gradual establishment of self-management mechanism as an “Internal Control Program” in the industry and research institute. Without excessive government interference, the terms and considerations of an overseas licensing should return to” commercial market negotiations mechanism”. Government administrators who are involved in the intellectual property management affairs need to strengthen their knowledge, vision and experiences in the field of intellectual property by training courses. This study further points out several topics related to the need of follow-up studies which include extending the entity who can apply under the Fundamental Science and Technology Act to governmental natural research institutes and schools - such as Academia Sinica, public universities and so on in order to break through the National Property Act and the Government Procurement Law for getting more freedom and flexibility in Intellectual property management. Since this study focuses on Economic Affairs related overseas licensing control system, fields that are outside of this area such as educational system and other Minister which might have the same issue is worth a glimpse. This study is based on the experiences that author had when working in ITRI and the general practice in overseas licensing field, trying to raise view point from broader angle for government’s consideration. Every view point raised under this study is the observation of the author himself purely which does not represent or reflect ITRI’s thoughts whatsoever.

開放原始碼軟體(Open Source Software；OSS)或稱自由軟體(free software)近年來備受矚目，許多政府、企業、機構團體認為相較於專屬軟體(proprietary software)，開放原始碼軟體的成本低廉、安全性高，因而支持開放原始碼軟體，一些國際知名大廠也投入開發相關產品以支援開放原始碼軟體；然而，深入分析開放原始碼軟體與專屬軟體在價格、穩定性及功能性之優、缺點，可發現開放原始碼軟體未必如其支持者所稱較專屬軟體具有低成本、高技術性等之優點；至於市場佔有率方面，近十年來開放原始碼軟體雖在網頁瀏覽器(Brower)及行動設備作業系統的市占率呈現顯著成長，但在桌上型電腦、筆記型電腦、小筆電及伺服器的市場占有率則仍遠不及專屬軟體。 　　隨著開放原始碼軟體的興起，相關的問題及風險亦隨之產生。在商業模式方面，過去鼎力支持開放原始碼軟體，並且保證決不會以自家專利攻擊Linux社群及業者的IBM，如今也開始手持自家專利對付開放原始碼軟體業者，此一案例凸顯了開放原始碼軟體追求自由、開放分享的精神，與追求市占率及利潤為目標之企業經營環境，兩者間存在著本質上的衝突與矛盾。而為了降低使用開放原始碼軟體可能產生之風險，已有越來越多使用開放原始碼軟體的企業，改採混合碼（Mixed Source）的軟體策略，亦即在一項產品中，同時使用開放原始碼軟體和專屬軟體，儼然已成為國際趨勢；現今，已有超過50%的開放原始碼軟體供應商將開放原始碼軟體結合其內部專屬原始碼使用，有60%以上的開放原始碼軟體供應商已採用某些類型的商業授權方式，而一些原本非開放原始碼軟體的公司也開始利用開放原始碼來加強其市場競爭力。 　　在智慧財產權方面，部分開放原始碼軟體社群雖強烈反對以智慧財產權保護軟體，然此實與知識經濟時代下保護智慧財產權的發展趨勢背道而馳，因此，開放原始碼軟體不可避免的仍須面對智慧財產權管理及侵權訴訟等問題。然由於傳統開原碼軟體社群缺乏專業之法律或智慧財產管理人員，而技術或程式碼貢獻者又為數眾多，使得採用開放原始碼軟體在智慧財產權的管理、執行及訴訟風險上，面臨許多困難及挑戰。在開放原始碼軟體授權協議方面，開放原始碼軟體社群愈來愈強調使用者必須嚴格遵守授權協議之約定，且對於一些違反授權協議之使用者，已積極展開訴訟程序強制要求其遵守，因此，企業組織若要採用開放原始碼軟體，勢必需建立相關之風險管理和內部管理機制。 　　在歐洲、美洲及亞洲等世界各主要國家的軟體政策方面，過去雖有許多積極推動開放原始碼軟體計劃之媒體報導，然而，近幾年來，各國政府已較少採取獨厚開原碼的推廣政策，而大多數是以技術中立(Technical Neutral)或強調互通性的方式兼容並蓄的廣納各種不同的軟體授權模式，此也印證了混合碼的國際發展趨勢。至於我國的軟體發展政策，過去一直偏重在開放原始碼軟體的發展及補助上，然而執行的結果，不但市場現況與預期成果有相當大的落差，投入與產出顯不成比例，且由我國政府的自由軟體發展政策，亦可看出我國政府在資訊軟體產業發展政策上存在著將對開放原始碼的補助方案當作對整體資訊軟體產業的政策發展方向等等之混淆及迷思，此皆阻礙了我國資訊軟體產業之發展。 　　有鑑於此，本研究乃由策略大師麥可•波特(Michael E. Porter)所提出之國家競爭優勢鑽石體系（National Diamond）架構，分析我國在資訊軟體產業發展上的國家競爭力，並針對我國政府的資訊軟體產業發展政策，由組織領導、法令環境、創新商業模式、施政指標及匡正智庫角色等面向提出具體建議，期能對我國資訊軟體產業之發展有所貢獻及助益。 / Open Source Software (OSS) or Free Software has attracted a great deal of attention in recent years. Comparing with traditional proprietary software, many governments, enterprises and institutions seems to believe that OSS is more cost effective and more secure, and thus support OSS. Similarly, a number of global companies have also started to invest in the development of related products that support OSS. However, after some in-depth analysis of the advantages and shorcomings in pricing, stability and functionality between OSS and proprietary software, it could be found that OSS may not have such high advantages in cost and technical level as its supporters asserted. Regarding the market shares in the last ten years, OSS has gained significant growth in the markets of Web Browser and Mobile Devise OS, but its market shares in Desktop Computer, Notebook, Netbook and Server markets are still far hehind proprietary software. 　　 The increasing popularity of OSS has inevitably triggered relevant issues and risk. From business model perspectives, previously IBM has been a long term OSS supporter and also publicly announced that it will never attack Linux companies and communities with its own patents. However, IBM recently began leveraging its patent portfolio and sending patent infringement warning to an OSS company who may compete with IBM in the server market. This recent case is a good example to highlight the inherent conflict and contradictions between the pursuit of freedom and open sharing spirit in OSS and the pursuit of profit and market shares in enterprise business environment. In order to reduce or manage the potential risk that could be triggered by OSS, more and more companies who use OSS begin to adjust their software strategy by adopting Mixed Source strategy. It has also become a trend in the global ICT industry to adopt or combine both OSS and Commercial Software into one product. Nowadays, more than 50% of OSS vendors start to combine OSS with their internal proprietary source code, more than 60% of OSS vendors have adopted certain types of commercial software licensing model, and some of the original non-OSS companies are also starting to leverage OSS to improve their market competitiveness. 　　With respect to intellectual property rights (IPR), even though some OSS communities still strongly oppose to the concept of IPR protection, some recent cases clearly prove that this kind of ideology is contrary to the trend of further improving IPR protection in the era of knowledge-based economy. Consequently, OSS still inevitably needs to face IPR management, infringement risk and licensing terms enforcement issues. However, due to the lack of professional legal or IPR management personnels in traditional OSS community and OSS projects usually involve numerous technical or code contributors, adopting OSS in current business environment will face many difficulties and challenges in IPR management, IPR enforcement and litigation risk. Another issue lies in the enforcement of OSS licensing terms, recently some OSS communities began to increasingly emphasize that users must strictly comply with all the licensing terms or requirements of the OSS model, and subsequently began to actively pursue legal enforcement actions against those violators. Therefore, it is imperative for any enterprise organization to establish comprehensive risk management and internal control/audit mechanism if it wishes to adopt OSS model. 　　In the past there were lots of media reports that actively promote government sponsored OSS policies in Europe, Asia and other major countries. However, there were less and less OSS only policy in recent years, governments around the world began to take Technical Neutral position or focus on interoperability by adopting a variety of different software licensing models. This development also confirms the international trend of adopting Mixed Source model. As for the software industry development policy in Taiwan, previously it has been focus on OSS related development and subsidy programs only. However, from the execution results, not only there is a huge gap between current market status and the expected results, the return of investment (ROI) from all those government funding programs is also extremely low. Furthermore, from the OSS development policy announced by the government, it is quite clear that there are confusions and myths among related government agencies that our current OSS development or subsidy programs equal to our national information software industry development policy. All of the above issues have seriously hindered the development of information software industry in Taiwan. 　　Based on the above analysis, this study leverages the National Diamond model proposed by the famous compete strategy expert, Michael E. Porter, to analyse the competitive advantages of Taiwan's information software industry. The study further proposes specific recommendations focusing on the organizational leadership, legal environment, innovation of business models, policy index, and the accurate role of think tanks in our government's information software industry development policy. Hopefully there will be some value-added and contributions to the development of information software industy in Taiwan.

中文摘要 競爭策略的核心問題是企業在產業中的相對位置。競爭位置會決定企業獲利能力高出或低於産業平均水準。產業的獲利能力並非取決於產品功能或技術層次的高低，而是由產業結構決定。產品設計即使很時尚或是高科技的東西如果處於產業結構中不對的位置上，企業的獲利依然不會好。例如台灣的筆記型電腦代工產業的一直處於全球領先位置但是產業獲利卻是低毛利的狀況。 當產業有重量級競爭者進入時，新的技術可能破壞原本的產業結構，原來的產業競爭者可能受到程度不等的影響。影響的結果取決於企業應變策略及其在產業中的相對位置，應變速度慢或是選擇錯誤的策略皆可能導致公司步上衰退，而與重量級同質性高的廠商受到的衝擊往往最大，資源互補的廠商卻可能從中獲利。 此外，新的技術也可能為產業帶來新應用與新市場，使產業擴大，企業如能把握時機，妥善選擇競爭策略，為客戶創造價值，也能在產業中獲得更大的利潤。 本研究方法採用「個案研究法」來進行，探討個案企業憑藉哪些創新與競爭策略，使其能夠在重量級廠商加入產業對原來產業產生重大影響的環境中突圍，以及如何面對下一波的挑戰。得到的發現如下: (一)開發中國家的企業要成為國際企業，宜採取漸進式方式，經過多年的耕耘，逐漸成為國際知名企業。(二)智慧型手機開放性架構有利於手機生態系統的競爭，傳統電信營運商將可能淪為數位匯流時代之配角。(三)技術創新的本身並不重要，只有在技術創新影響到產業結構及企業競爭優勢的情況下，才突顯出它的重要性。(四)技術創新可能會影響產業結構，導致市場轉移，企業內現有競爭者必須快速因應。(五) 企業以大量客製化的服務方式來滿足客戶的營運模式，似乎較難進行破壞性創新。(六)企業的能力與稟賦，皆會影響公司的獲利，且會受到技術及市場知識所影響，領導企業具有提供低成本和差異化的能力與稟賦。非領導企業最好在低成本和差異化兩策略上擇一為之..等.

由於無形資產之重要，有效的管理方法亦相形重要，本文即探討其管理方法─智慧資源規劃。該方法強調智慧資本之管理應以全球為舞台，配合外界資訊並連結企業營運機能，與企業決策相輔相成，進而運籌智慧財產的型態、權能、組合及其佈署，再輔以網絡系統平台。其中智慧資本包括人力資本、關係資本、結構資本，結構資本下又包含已權利化的專利權、商標權、著作權等；外界資訊可藉由產業結構、價值鍊、產品組合、營收結構、技術結構進行分析；企業營運機能則包括研究開發、生產製造、市場行銷、侵權訴訟、授權技轉、財務會計、人力資源等企業活動。唯有如此，方能將提升智慧資本及企業之經濟價值。 本文就智慧資源規劃與傳統無形資產管理方法進行比較分析。其後並選擇IC設計產業之數位電視DVB-T技術為研究對象，並以智慧資本下已權利化、較具體之專利權進行分析，作為智慧資源規劃之實證，藉以觀察管理過程如何與企業外部資訊結合進而協助企業策略、如何與企業其他營運機能配合、如何進行智慧財產佈署，進而影響智慧資本及企業之價值。 無形資產重要性凌駕有形資產，而過去台灣企業也因為授權、訴訟而付出不少代價，若能有效管理無形資產，將有助於產業、企業之發展，希望本文之探討對此能有一點點助益。 / As intangible assets are becoming more important, so is the need for effective methods to manage them. This study provides support for one such management method ─ Intelligence Resources Planning. Intelligence Resources Planning emphasizes that the management of intellectual capital should be based on a global perspective, taking into account the entire world. Intelligence Resources Planning is a method which analyzes external information, links the operations and coordinates the strategies of an enterprise, plans the types, powers, functions, and clusters the applications of intellectual capital, and finally structures the supporting network system. By employing Intelligence Resources Planning enterprises can improve their intellectual capital and economic worth. Intellectual capital includes human capital, relationship capital, and structure capital. Structure capital includes certain rights, such as patent rights, trademarks, and copyrights, etc. External information can be analyzed and collected by considering the industry structure, value chain, product portfolio, profit, and technology structure. The operation activities of an enterprise include research and development, manufacturing, marketing, infringement lawsuits, transfers of technology, technology licensing, financial accounting, human resources, and other enterprise activities. This study sets out to compare Intelligence Resource Planning with traditional methods used to manage intangible assets. Furthermore, it applies Intelligence Resources Planning, specifically patent analyzing, to DVB-T technology of the IC design industry and observes how to use an enterprise's external information to assist with strategy development, coordinating operations functions, planning intellectual property, and improving the value of intellectual capital and the enterprise as a whole. The importance of intangible assets is becoming more significant in comparison to physical tangible assets. Taiwanese organizations, in the past have had to incur high costs for licensing, transfers, lawsuits and other intangible assets. Large contributions and gains can be realized with the development of these enterprises and industries if intangible assets could be managed effectively.

隨著知識經濟時代的來臨，許多企業、機構開始投入龐大的資源在智慧財產的發展，並規劃所謂智慧財產策略，標榜智慧財產是其最大價值及獲利所在，然而，這些為取得智慧財產所付出的鉅額代價，是否真的為企業和機構創造出高價值的智慧財產並帶來豐厚的利潤？以台灣為例，2005年台灣的專利申請數量，在美國排名外國申請人第四名，在日本排名第三，在歐洲也僅次於日本和韓國排名亞洲第三；而專利獲准件數方面，在美國排名第三，在日本也高居第二。但是，台灣每年花費超過新台幣100億元在專利申請上的結果，卻係每年仍需支付高達新台幣1500億元之多的權利金，以及每年新台幣500至600億元之律師費以應付美國專利侵權訴訟，而造成此結果的原因就在於整個智慧財產從研發、保護、經營、管理到行銷，都欠缺規劃、理論、方法和商業模式，而全球現今亦尚未有針對智慧財產發展出來之行銷學或行銷理論。 　　以有形產品和服務為基礎形成之行銷學理論發展迄今已有五十餘年的歷史，不但帶動了相關產業的發達，滿足了市場的需求，也為企業創造了獲利，而各種行銷學理論更是不斷形成和發展，包括運用市場區隔（segmentation）、選定目標市場（targeting）及定位（positioning）的STP程序，以及有形產品的4P、4C、6P、3V，和服務行銷的7P、8P等等，該等行銷理論雖然成熟，惟因智慧財產性質特殊，使得有形產品和服務之行銷理論無法直接套用於智慧財產行銷上，因此，實有必要針對各種智慧財產態樣，分別建構智慧財產之行銷理論及商業模式。 　　基此，本文試圖建立一套完整的專利行銷理論和商業模式，建構流程和步驟如下：(一)發展專利行銷之環境條件；(二)專利行銷應考量之因素；(三)專利行銷流程之組合要素；(四)專利行銷執行規劃；(五)專利行銷商業模式。本文並融合前述專利行銷理論，架構出發展專利行銷所需之平台系統，以及專利行銷執行中所需之配套措施，包括代理及經銷機制、會計財務制度和稅務規劃。此外，本文亦就全球包括台灣在內的一些較著名之智慧財產交易平台深入分析、檢視，並探討渠等可能面臨之問題和困境。本文在架構智慧財產行銷理論時，著重於涵蓋並融合整個組織內部和外部的研發創新、經營管理和市場行銷之作業流程，祈有助企業建立以市場為導向之商業發展策略和創新研發計劃，有助政府的產業政策得以使整個國家產業鏈規劃更完整、資源配置更具效益，有助研發機構之研發計畫更貼近產業和市場需求。 / With the emerging of knowledge-economy era, lots of enterprises and institutions begin to invest huge amount of resources in the development of Intellectual Property (“IP”), and to develop so called “Intellectual Property Strategy.” Some of them will try to boost its reputation by highlighting that intellectual property is their most valuable assets and the source of profits. However, it is questionable whether those IP related significant investments really create high value IPs and bring in high margin profits for these enterprises and institutions. Take Taiwan as an example, Taiwan has been ranked as the top fourth foreign applicant in the US in comparison of the total quantity of patent applications in year 2005. The same ranking for Taiwanese patent application in Japan is top 3 and Taiwan is also ranked as top 3 among Asia countries in Europe (only fewer than Japan and Korea.) As for the total amount of patents granted, Taiwan is top 3 in the US and top 2 in Japan. Nevertheless, even though Taiwan has made an annual investment for more than NT$10 billion in patent applications, it is estimated that annually Taiwan still needs to pay more than NT$150 billion for patent royalty fees, as well as 50 to 60 billion of legal fees in responding to US patents infringement litigations. The reason is the lack of strategic planning, theory, methodology and business model in the overall IP areas, including from Research & Development to IP protections, business operation, management and marketing. In addition, currently there is no marketing research or marketing theory specifically developed for IP in the world. 　　There are more than 50 years of history and development in the marketing study or theory that based on tangible goods and services, such study not only promoted the vibrant development of related industries, fulfilled the market needs, but also generated profits for enterprises. In the meantime, all kinds of marketing theories continue to emerge and develop, including the STP procedure for leveraging market segmentation, market targeting and market positioning, and the 4P, 4C, 6P, 3V theories focused on tangible products, and the 7P, 8P theories applied to service marketing. Although these theories are quite mature, due to the special nature of IP, these theories focused on tangible goods and services still cannot directly apply to the IP marketing. Therefore, it is really necessary to separately build up unique marketing theories and business models specially focused on different kinds of IP. 　　Based on the above, this thesis is trying to establish a set of complete patent marketing theory and business model. The flow and process are: (1) the environment conditions for developing patent marketing; (2) the factors that need to be considered when conducting patent marketing; (3) the necessary components in the process of patent marketing; (4) the implementation planning for patent marketing; (5) the business model for patent marketing. This thesis also combines the above patent marketing theories to establish the platform system which is necessary for developing patent marketing, and also a complete set of supporting measures which is necessary for implementing patent marketing, including agent and distribution mechanisms, accounting and finance system, as well as tax planning. In addition, this thesis also conducted in-depth analysis and review on some of the well-known global (including Taiwan) IP transaction platforms, and also study potential issues and challenges these platforms may encounter. During the structuring of IP marketing theory, this thesis focuses on covering and integrating all the internal and external 　　organizational operation processes related to R&D, innovation, business management and segment marketing. The author wishes to assist enterprises by building up market-driven business development strategy and R&D/innovation plan; to assist the government by improving the industry development policy to establish a more complete country wide industry value-chain planning and a more efficient resources allocation plan; and to assist the research institutes by creating a research and development plan which is more close to industry and market needs.

「設計」應該是一種創造高附加價值的觀念，不過很可惜的是，在台灣的環境之下，很多的設計業者卻不得不和現實妥協、低頭，放棄當初投入設計的理想和初衷，來從事設計代工或接單(B TO B)等高度競爭的工作，儘管台灣的設計，在國際比賽中，贏得非常多的大獎，擁有很強的設計能力，和受到國際高度的肯定。不過，設計業者在環境的限制之下，仍然沒有辦法利用「設計」來創作高附加價值的作品，或賺取超額的收益及名聲。以拿下美國2009年Gen Art時裝大獎的設計師古又文曾經感慨得說：「我是被台灣這個產業，逼著我一定得出走，因為在這個環境中，如果我想要做我自己，想要做一個有創意，而不是拷貝人家創意的設計師，那幾乎是不可能的 。」 台灣的設計產業究竟出了什麼問題？智慧財產權的制度，又扮演著什麼樣的角色呢？本研究將從設計產業、智慧財產權以及集體管理組織的概念，來討論台灣設計產業所遭遇到的問題與困難，並試圖找尋出一個解決的方案。 在經過一連串的分析以及資料的統整之後，本研究認為台灣設計產業最大的問題有3項，第一，台灣的設計產業以中小型企業為主，競爭激烈，缺乏資金和資源，也無力拓展海外市場和經營品牌；第二，在台灣的設計產業之中，創新的價值，很難轉換到品牌或者商標之上，因此消費者不易分辨原創作品與仿冒商品之差異；第三，市場上缺乏穩健而且可靠的通路系統，設計業者很難將創作商品，在市場上換取收益，並獲得充足的資金來支持其後續的開發和創作。 本研究提出「設計品牌經紀商」的概念，希望能夠解決目前設計產業面臨的交易成本過高，以及中小型設計業者面臨「心有餘而力不足」的問題，如果依照智慧財產權整合的概念，這種類似集體管理團體的組織在達到一定的規模後，可以發揮類似保險公司分散風險的經濟模式，同時也具備了提高談判和議價能力，以及達到降低買賣雙方搜尋成本的好處。 / Design should be a concept of creating value added. However, in Taiwan, many designers are forced to compromise with the reality, doing high competitive jobs like B to B(business-to-business) instead of following their aspirations. Despite the fact that Taiwanese designers have won many international prizes and that their designing abilities have been highly recognized in the world, they are still unable to use “design” to create high value added works, make profits, and gain popularity out of it. Ku Yu-Wen, the designer who won the 2009 Gen Art Prize in the U.S., once said, “I was forced to leave because of this industry in Taiwan. In this environment, it’s almost impossible to be myself, be a creative designer who doesn’t copy.” What problems are we facing in Taiwan’s design industry? What role should the IP policy take? In this research, we will go through the concepts of design industry, intellectual property and collective management organizations, discuss the problems and difficulties faced in Taiwan, and work on a possible solution. After a series of data analysis, the research concludes that Taiwan’s design industry are facing three main problems: First, Taiwan’s design industry is composed of small companies, which are constantly competitive, lack capital and resources, and are unable to expand markets oversea or invest in brand management. Second, in Taiwan’s design industry, it’s difficult to transfer the value of innovation into the brand or the trade mark; therefore, customers are often unable to distinguish the genuine products from the couterfeits. Third, the market lacks stable and reliable marketing channels. It’s difficult for designers to make profits from their works and gain sufficient capital to support their following works. To solve these problems, the research proposes the concept of “designer brands broker” in hopes of lowering the transaction cost and helping those willing but unable designers. Like the integration of intellectual property, when reaching a certain scale, this kind of collective management organizations can help to diversification risk like an insurance company. Furthermore, it can help to increase designers’ negotiating ability and decrease the search cost for both the seller and the buyer.

在數位出版產業中，台灣出版業者面對網路改革的壓力，積極尋找網路數位出版發展趨勢與商業模式，並且華文網路市場機會的興起以及網路社會上智慧財產權的日益重要，本研究將以智慧財產權管理的角度探討在網路中，臺灣出版業者如何尋找新的商業模式掌握此次出版業的革命商機，為廠商提出發展建議。 網路數位出版，意指在內容出版的過程，從內容創造、流通到利用都是以數位化的技術進行，並且在網路的環境中完成這些過程。網路數位出版平台，指的是溝通內容創造與內容利用兩端的中間者。負責聯絡兩方平台業者所面對的智財權議題以著作權最為重要，因為數位出版產業立基於內容發展，而著作權主要說明內容的管理。 本研究從網路長尾理論出發，以該現象形成的原因作為分析廠商的智財權管理的面向，分析專業數位出版平台—商業周刊網站，以及業餘數位出版平台—PIXNET，尋找商業模式與智財權管理的關連性。 根據個案訪談的結果分析，專業數位出版平台內容發行與智財權管理皆為以業者角度為主的單向，然而業餘數位出版平台的內容發行與智財權管理都是以互動的方式完成，平台之商業模式確實影響智財權的管理。除此之外，對於未來數位出版平台的發展，專業與業餘之間的藩籬逐漸消弭，成為兩者的綜合，本研究亦建議業者朝向專業與業餘並行的發展方向前進。 / The importance of intellectual property increases with the growth of Chinese internet market. Taiwan publishers are now confronted with the pressure from internet innovation and thus are forced to find out a new business model and more opportunity. This study will focus on the possible business model of digital publishing and the strategy of IP management which Taiwan publishers should adopt. Digital publishing suggests an all-digitalized publication process. Every step of publication, from content creation, editing, publishing, selling to application, can be completed all through the internet. The platform of digital publishing serves to communicate both side of content providers and users. Hence, copyright of the digital content and the management of copyright becomes one of the most important intellectual property issues. The thesis will begin with Chris Anderson’s Long Tail theory. Two websites of digital publishing in Taiwan will be chosen for analysis: the Business Weekly as the commercial plaform and PIXNET Blog as the avocational one. Through the comparison, the study aims to find out the connections between the business model and the intellectual property management. According to the case studies, the content and the intellectual property management of commercial platform are unidirectional, decided by managers. On the other hand, tthese of avocational one are bidirectional, influenced by website managers and users. Intellectual property managements are influenced by different business model. However, it would be the trend that the barrier between commercial platform and the avocational one will melt away and the business model of website in the future will change. The business model and intellectual property management of digital publishing platform should combine characteristics of both commercial and avocational one.

從知識經濟到創意經濟，我們看到一個新的產業典範來臨，主導現階段經濟發展的正是創意，並且能不斷生成、運用、及永續發展。 創意經濟時代，創意產業以智慧財產權為核心，是文化與商業的結合，要真正形成產業，進而產生效益並創造產值，在產業價值鏈的建構、智慧財產的創造、保護、流通與運用等面向，需要進一步探討與落實。 電影產業是創意產業的火車頭，是十分複雜的綜合體，談到電影，一般人應該是直接想到好萊塢，最近幾年，印度寶萊塢與韓流可能也映入腦中，後臥虎藏龍時代，華語電影則迅速竄起，吸引各界目光。 惟典型的關於電影討論與研究，多集中於電影發展的歷史、電影類型、電影風格、電影導演或演員的藝術成就、以及電影市場展介紹等。 電影創造的過程是最複雜的創意管理，電影的保護、流通與運用的過程，更是最複雜的智慧財產權管理，透過電影產業價值鏈當中契約交易過程，將可作為經濟財的智慧財產權的價值極大化，並經由多元管道及平台重複運用，是一項繁複的產業化的跨領域整合。 近年來，我國開始逐漸重視智慧財產相關理論研究與實務運作，惟相當程度仍侷限於所謂高科技產業的適用，就型態、內涵、及營運模式迥異的創意產業，由於其本身具有不同邏輯的產業特性，是否或如何適用，或是如何創新，相關研究仍屬缺乏。 從智慧財產權的創造、保護、流通與運用的角度，深入探究創意產業當中的電影產業，必須先了解電影產業的發展歷史、現況、與趨勢，並應同時針對產業特性以及產業價值鏈進行分析，才能夠清楚探討電影產業的智慧財產權管理相關議題。 對於高度變動性、內部價值鍊密切結合、混合複雜的創意團隊或個人的電影產業，實則是由各類型的契約組成，因此，透過交易契約內容之審視，將是分析及了解現代化電影產業結構及發展的重要切入面向之一，也才能真正活化電影產業並促進發展。 具有現代商業概念及操作的管理機制，在電影產業中已經同等重要，這項具有創意性的管理，即是由電影製片所擔綱，電影製片就如同一位新創事業的創業家，要致力於如何將促成一部成功電影的所有必要元素統籌成一份專案事業計畫，促成投資者投資，籌募足夠資金，並協調創意人完成電影專案並推向市場。 面對文化與藝術的體驗性、創意工作者對其作品的高度重視性、創作的不可確定性、成本的變動性、消費者及市場的不可預測性等，本研究從經濟運作及市場交易法則切入，探討電影產業背景、發展趨勢、產業價值鏈、與產業特性，並以製片觀點，分析電影產業的智慧財產權管理與相關實務契約，將商業及管理概念導入文化創意產業當中，以形成具體的產業發展典型。 文末並提出研究與研究建議。 以創意產業中相對複雜的電影產業作為研究對象，本研究希望除了促成並強化電影產業本身商業與藝術結合的健全發展之外，也期望可以作為其他創意產業領域發展的重要典範。 尤其是，創意產業由於具有無體性特質及外溢效果，在流通與應用本即具有多元化面向與特質，不能以傳統意義上的單一產業視之，而是藉由跨越多個產業多樣平台的價值實現過程，將相關產業連結在一起，包括動畫電影、影視與數位內容、數位影音、數位典藏、行動應用、表演藝術、流行音樂、品牌授權、甚至文化創意園區發展、閒置空間再造、文化觀光、城市及國家行銷等，將是跨越領域與界線的融合。 / In the transition from a Knowledge-Based Economy to a Creative Economy, we see the advent of a new industry mode. What dominates present-day economic development is Creativity, which is able to be regenerated, applied and developed in a sustainable fashion. In the age of the creative economy, the creative industries are centered on intellectual property rights, and are a union of culture, art and commerce. In order for them to become real industries, generate profit and create output value, we need to further explore the establishment of an industry value chain, and create, protect, circulate and apply related intellectual property. The film industry is the driving force of all creative industries. Film is an extremely complicated synthesis. The process of making a film involves the most sophisticated creativity management expertise, while the process of protecting, circulating and utilizing a film requires the most complex intellectual property right management skills. Through the contract negotiation process within the film industry’s value chain, the value of intellectual property rights as economic goods are maximized. With multiple channels and repeated use of application platforms, film-making is a complex multidisciplinary integration process. In recent years, Taiwan has begun to pay more attention to the study of the theory and practice of intellectual property. However, this study has so far been limited to applications of the high-tech industries. With regards to the creative industries, whose forms, contents and operating modes are rather different from those of the high-tech industries, little study has been conducted due to their different industry characteristics. To investigate the film industry from the angle of creating, protecting, circulating and applying intellectual property rights, one needs to first understand the history, current status and trends of the film industry as well as analyze the industry’s characteristics and value chain before investigating issues concerning management of the industry’s intellectual property rights and revitalization of the industry. Modern-day business concepts and management mechanisms are equally important to the film industry. The producer is charged with this creative management task. The producer is like the entrepreneur of a newly established business, who endeavors to turn all the elements a successful film contains into a business plan, raise sufficient funds and coordinate efforts to complete the film and release it. From economic and market perspectives, this study examines the film industry’s historical background, trends, value chain and characteristics. In addition, from the producer’s viewpoint, the study analyzes the industry’s management of intellectual property rights and contracts, and introduces business and management concepts into creative industries in order to form a concrete industry development model. At the end of the study, it puts forward its research findings and suggestions for future research. With the film industry, a relatively complicated industry within the creative industries, as the subject, the study hopes to promote integration of commercial and artistic aspects, as well as aspiring to set an example for other creative industries. As a result of their intangible nature and spillover effects, the circulation and application of creative industries possess diverse facets and qualities and therefore cannot be viewed as a single industry from a traditional perspective. Rather, through a value realization process spanning several industries and a variety of platforms, relevant industries that include animated features, visual and digital content, digital videos, digital archives, mobile applications, performing arts, popular music, and brand authorization are linked. Creative industries even include development of cultural parks, rejuvenation of disused spaces, cultural tourism, and city and national marketing. They are a fusion of different fields and boundaries.

從轟動全球的鴻海與夏普併購案、安謀與英特爾兩個直接競爭者間的晶片架構授權、蘋果與三星纏身多年仍難分難解的設計專利訴訟，再再都顯示智慧財產的重要性，及妥適的規劃與運用企業智財策略管理，能為企業帶來 的競爭優勢與經營彈性，可惜的是相關文獻不僅相當少，既有策略管理文獻，對智慧財產層面之策略管理，又鮮有論述。為期許自己能夠對實務及學術領域皆盡棉薄之力，並推廣相關知識，本研究選擇企業智財策略管理為研究標的，以有無積極採取此面向策略管理之利弊分析為主軸，分別涉及之具體考量為核心，再輔以國際案例說明，以應證智財管理與企業經營整合之趨勢。 　　為完整探討企業智財策略管理，本研究前兩章先思考廣泛認知的策略管理面向，並套用至智慧財產層面，說明智財策略管理為何及其重要性，與企業應將其導入日常經營；於第三章與第四章，倚賴客觀嚴謹之文獻解讀與專家訪談，搭配靈活之商業邏輯分析，試圖拉近古今中外類似策略思維，說明此概念實非前所未聞，毋寧係吾人未善加利用之競爭策略，並由具體事項整理欠缺企業智財策略管理之危機與積極採取企業智財策略管理之國際趨勢，以充分說明欠缺注意之問題與徹底落實之好處，本研究更利用柯達和全錄，說明企業是如何從默默無聞到高度成功，後續又為何日漸衰敗，並以波音與安謀，描述其係如何日益壯大，與善用智財策略管理更上一層，應證前述分析，係實質可期之策略應用；於第五章嘗試歸納、分析與整合相關資料，經過多次思考、討論與修正，提出企業宜進行之內部組織調整及12步驟之企業智財策略管理，給予企業一套有具體步驟的策略指引，嘗試協助企業成就更上一層，維持高度競爭力，並永續經營；透過深入探討企業智財策略管理議題，亦希冀能夠達到拋磚引玉之效，激發更多討論，補充本研究之不足。 / From recent Foxconn-Sharp merger, licensing deal among ARM and Intel, and dogfight be-tween Apple and Samsung; the importance of intellectual property (IP) is self-evident. Enterprises could gain competiveness and flexibility if strategic IP management is carefully planned and applied. Generous IP activities remained, but only a handful of scholarships dedicated to the topic; more likely than not, these papers focused on traditional perspectives, rather than strategic IP management. This research intends to provide an account broadly discuss relevant issues, including, what strategic IP management is, how it should be treated by enterprises, and guidelines of integrating it to business management. Hope the thoughts provided could benefit current practices as well as academics. Chapter I & II described how the research is done, delved into traditional perspectives of strate-gic management, and construed strategic IP management to show the necessities of proper integra-tion for enterprises. Banked on resources and professional insights, Chapter III & IV carefully drew connections between strategic IP management and ancient Chinese wisdoms, and shown threats, benefits, and trends on why enterprise should incorporate strategic IP management into business. Further, it used famous corporations including Eastman Kodak, Xerox, Boeing Company, and ARM Holdings to show how successful businesses have failed due to careless on strategic IP management, in contrast to businesses indeed can benefited from proper integration of such instrument. Chapter V scrutinized materials, and integrated different opinions and perspectives, then provided adjustments to organizations within corporations and formulated a 12-steps strategic IP management intended to provide enterprises a guideline that would lead to further success. Lastly, Chapter VI provided a ret-rospect of the research, and wished to set an example and to stimulate more discussions.