Measuring patent intensity

Bergers, T.M. (2012) Measuring patent intensity.

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Abstract:It has been acknowledged that the use of strategic choices in patenting becomes more and more useful when it comes to gaining a competitive advantage. However to be able to make strategic choices, it is helpful to know which risk is accompanied with a certain choice. In this research an attempt has been made to develop an instrument capable of defining the patent intensity within industries, which gives an indication of the risk of exploiting a patented technology. In this attempt more than ninety papers were read, four concordance tables tested and days were spent on assessing the available databases. As a result the amount of patents ‘ceased’, ‘revoked’, ‘appeals’, ‘license of right’ and ‘granted’ were determined as to possible correlate with the risk of litigation and thus give a view on the patent intensity within an industry. When following the natural order of occurrence within the process of patenting a flowchart can be formed as shown in appendix 5.1. Assessing the available data found for 119 four digit IPC subclasses through regression analyses show the correlations within this flowchart, making it possible to create a general regression equation which can be used for a comparison within industries. Results for this comparison could be used to assess the patent intensity, and with it the risk within an industry and use this to make strategic choices. As a result of statistical analyses some of the initially found indicators were dropped. The values that were found within an IPC subclass covering the granted patents in combination with the amount of patent appeals and patents revoked, were used as indicators and have been analyzed through statistical assessment to create an equation capable of indicating the amount of patents being revoked when a certain amount of appeals and grants have been measured. This can then be used to measure the difference in predicted versus actual revoked patents to indicate a higher or lower risk than the mean risk. According to this difference in risk, strategic choices can then be made on changes in attitude or approach.
Item Type:Essay (Bachelor)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:85 business administration, organizational science
Programme:Business Administration BSc (56834)
Link to this item:http://purl.utwente.nl/essays/61854
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