IPBA® – your content platform for IP-Management

IPBA® is a global initiative to make IP management knowledge available to all interested parties according to the quality standards for IP management ISO56005/DIN77006. Rising importance of intellectual property in a knowledge driven economy makes it a key success factor to understand the economic use of intangible assets. Especially the interplay of business needs and the role of IP in innovation to make competitive advantages sustainable are addressed within the content. Among others the risks and possible impacts of IP from third parties towards own business activities are a key learning objective.

Know-how and content for experts around the globe is provided at the IPBA® content portal to make this vision real. The IPBA® is continuously extended and updated according to the current developments and knowledge in IP management. Our content reflects the permanent review process with executives from innovative companies across all industries. In order to consider the further development of the topic of IP management, the content that is offered on the content portal is continuously updated as part of an open foresight process.

The portal cooperates with I3PM (International Association of IP Managers), among others, in order to subject the content to a peer review and an update check. The authors, lecturers and supplementary sources of contributions are supported by an advisory board under the direction of Prof. Dr. Maximilian Haedicke.

The content presented here undergoes continuous academic review and is accompanied by leading experts in the respective field. The addressed topics are accompanied by academic training programs at CEIPI where degrees can be obtained as university certificates, as university diplomas in IP business administration, and as a master’s degree in IP law and management (MIPLM) as well as research by PhD candidates. We appreciate your feedback on our current content catalog and title preview.

September 2022

Table

Prof. Dr. Alexander J. Wurzer
Director of Research Programs

Prof. Dr. Maximilian Haedicke
Head Advisory Board

Tobias Denk
Programm Coordinator

_____Overview_____

Industry Case Studies in IP Management 

Academic Education in IP management at CEIPI

Task Oriented IP Management Content (individual payed)

  • Task oriented IP training for corporate functions
  • Example Digital Development
  • IP training requirements for Digital Development
  • Example Marketing
  • IP training requirements for Marketing
  • Example Product Management
  • IP training requirements for Product Management 

Photo by AR on Unsplash

_____Industry Case Studies in IP Management_____

ABUS Senior management at ABUS recognised the new challenges in managing the company’s intangible assets, which are arising from the industry environment and market changes, and addressed them by taking a new approach to IP management. At the core of the new IP strategy are the customer and the exclusive interests the company seeks to achieve by means of IP. Another central component involves looking at IP form a strictly economic perspective and subjecting it to a cost-benefit analysis against the backdrop of the business plan for each individual innovation. Within the scope of the product launch process, the IP process begins with the identification and definition of requirements. Then follows the generation of the necessary prohibitive rights. This approach leads to greater transparency and controllability of the entire IP process as well as greater cost certainty.

ARRI is a company with a long-standing tradition, technologically sophisticated products and a positive, technology-oriented brand image. The company’s products are primarily purchased or used in film production because of their outstanding technological quality and high productivity. ARRI’s brand image is characterized by features such as ergonomics, robustness, reliability, high image quality, wide dynamic range, excellent color reproduction (especially with regard to skin tones), a profound understanding of how the products are used, worldwide service and 100 years of tradition and experience. The overall brand image is shaped by the technological and quality-related superiority of ARRI cameras and lighting products. Not least because of its strong brand charged with technical attributes, ARRI has managed to enforce premium prices in the market. The present analysis shows both significant IP potentials and IP risks for ARRI. Relative to the current expenditure, a differentiation strategy results in a positive opportunity and risk balance in ARRI’s niche position. Based on the formula “implement what’s feasible”, the content-related and organizational design of ARRI’s IP efforts was optimized for the majority of IP processes in order to increase effectiveness while simultaneously reducing efficiency by reducing additional IP-related R&D work.

B. Braun is confronted with the digital transformation of the healthcare ecosystem. In addition to high complexity, this ecosystem is also characterized by a vast number of regulatory requirements. These requirements deeply affect the processes of MedTech companies, their products, innovation, and technology, including times to market. B. Braun stands out in terms of innovation competence by not just offering isolated products, but by understanding the sometimes highly complex processes of its customers, and offering holistic, integrative solutions and benefits. The AIPM initiative has strengthened B. Braun’s ability to better capture and derive exclusivities from its actual innovation performance by means of IP, and to better support the increasingly digital approaches, including the user perspective.

CLAAS Agricultural machinery is undergoing a dramatic change. Digitization is beginning to revolutionize this industry. In addition to new machine features and performance enhancements, it enables new products, services and business models. CLAAS, a mechanical engineering company characterised by organic growth, a firm foothold in the market and worldwide operations, has responded to these external dynamics in a sustainable, forward-looking and strategic fashion. In addition to developing its own expertise in the field of electronics and subsequently in software and telematics, CLAAS has also risen to the challenges related to software integration and data platforms. The company has gradually adapted its patent strategy and organization to the new realities. The patent strategy was extended beyond the reactive approach of protecting proprietary R&D outcomes to also include the active generation of positions of exclusivity in line with the business model. The company’s visible success between 2009 and 2015 proves that CLASS did the right thing by realigning its IP strategy.

Hansgrohe Digital transformation poses a particular challenge for successful companies with a long-standing tradition. As Harvard Professor Clayton Christensen aptly described in his bestseller “Innovator’s Dilemma” in the late 1990s, disruptive changes are particularly challenging for successful and established companies. They are literally trapped within their own success and the customer expectations they have generated, and the move away from the old interpretive sovereignty for products, services and markets towards a new paradigm is much more difficult for them than for newcomers. On the other hand, their long-standing and profound market knowledge is a great advantage. With the Rain tunes project, Hansgrohe has embarked on its journey towards a digital transformation which not only involves the application of digital technologies in order to generate customer benefits, but also a redefinition of customer relationships, service delivery and customer value. Against this backdrop, the company has also redefined its approach to innovation, including the associated business processes. The Rain tunes project also allows Hansgrohe to derive key success factors for design thinking and IP design. The pivotal role of the project partners in the progress of IP design requires highly effective communication. The project-based working methods of IP design are in line with today’s interconnected work environment characterized by flat hierarchies, transparent contributions and solution-oriented thinking. This applies in particular to the agile overall approach involving design thinking methods. Therefore, a corporate culture is needed that recognizes the creative contributions of the team members and prioritizes the outcome over planning. The methodology itself must also be secondary to the outcome, and to the exclusive character of the business model and the customer experience. The transparency of contributions increases the pressure on the team members, reduces project management efforts and places the focus on the outputs. IP is by its nature structured according to procedures and formalities. Its integration with agile methods therefore poses a particular challenge. IP design integrates the possibility of making business models exclusive by design. The interdisciplinary nature of project teams results in creative and innovative journeys from customer benefits to business models. Communication, empathy and clear rules are essential in order to facilitate the integration of creative potentials, different experiences, opinions and perspectives when it comes to solving a problem. IP design provides a way to overcome the functional silo mentality stemming from the hierarchical structure. Success is the basis for acceptance and sustainability. This is why concrete cases where project teams have made positive experiences with IP design in their innovation work are vital in order for companies to be able to share these experiences with the rest of the organization in the form of credible testimonials.

Heraeus is one of the world leaders in putting to work material and technology know-how for industrial purposes. With Heraeus Amloy, the company is becoming pivotal in shaping the digitization of materials science. This leads to productivity gains and extensive improvements by using innovative materials such as amorphous metals, combined with outstanding process control. This transformation is not solely understood as a technological challenge at Heraeus. Digitization is also a challenge for corporate culture and requires the design of new business models. With Heraeus Amloy, the group of companies has created an instrument for developing new business models. The introduction of IP design has made available an instrument that allows new business models to be developed and protected in different scenarios. IP design helps management to implement the five most important leadership tasks of digital leadership in daily practice: driving change, making staff contributions transparent and enabling recognition, promoting interdisciplinary cooperation, promoting staff development, and providing orientation.

Hilti has integrated key success factors such as high customer loyalty, a deep understanding of customer requirements, and the willingness to develop customized solutions into its IP strategy, IP design, and IP management. Hilti has fully captured the digitization of the construction industry and is actively involved in shaping the transformation of planning, construction, maintenance, and logistics processes. However, Hilti does not reduce itself to adapting the process landscape in its traditional business model of device sales but has adapted the traditional business model in order to meet customer requirements in the best way possible. Having adopted a market-oriented IP culture and having adapted its IP management to its business model, the company now benefits from the protection of its business model through the use of IP. Especially the use of digital patents ensures sustainable access to key resources as well as an economically advantageous positioning in the market. The company’s patent strategy and organization were gradually adapted to the new circumstances. The patent strategy has been extended beyond the reactive approach of protecting proprietary R&D results to now include the proactive and business model-oriented creation of positions of exclusivity. The observable sustainable success of Hilti proves that the continuous adaptation of IP management and IP strategy is the way forward.

IFM is a fast-growing company operating in a dynamic market environment. Due to the variety of products and customer requirements, IFM is confronted with a highly complex innovation and product development process. At the same time, the company is required to achieve greatest possible efficiency in order to keep up with the competition. In parallel, a comprehensive patent portfolio has emerged from the high level of innovative strength, and the close integration of IP with idea generation and the innovation process. The challenge is now to continue to grow the patent portfolio in a targeted manner whilst keeping its costs as low as possible. This is achieved by defining precise IP strategy objectives in order to create legally enforceable USPs for products, by the support provided to inventors by IPK, and by fostering a culture which focuses on what is feasible and on what is important from a strategic point of view. The introduction of new tools has led to improved communication in project teams and an orientation at exclusivity requirements based on customer benefits. As a consequence, the budget for IP applications is being used in a targeted manner for IP which is economically relevant within a competitive environment based on differentiation.

The use of these tools has brought about a risk reduction within a competitive environment characterized by substantial patent activity as well as the integration of the FOA process in the innovation process. Insights into technology trends have led to greater responsiveness to the rapidly evolving requirements from IFM as an automation expert within the context of new challenges arising from Industry 4.0, i.e. the digitization of production processes and the Internet of Things.

LUQEL’s strategic focus is on the enjoyment of drinking water. There is a growth market for clean, healthy, and great-tasting water, which is not affected by economic cycles, as evidenced by the enormous increase in mineral water sales in recent years. The main challenge in this market is to change existing drinking habits. However, a comparison of long-term trends shows that such usage habits can both be learned and changed by individual market participants. Due to changes in consumption patterns and the strong position of the food retail industry, the beverage market is highly competitive, which has led to strong price and cost pressure. LUQEL shakes up the traditional logic of bottled mineral water in the retail sector. It also breaks the focus on certain mineral waters by permitting a customized taste experience of water. In addition, it enables customization in line with individual environmental and physiological conditions. The systematic use of IP design as a management tool helps LUQEL to evaluate and develop their business model options in all their digital complexity. Especially the combination of well-established, consistent thinking in terms of customer benefits with digital potentials and their protectable technological implementations of apps and system architectures helps companies to identify and protect viable future-proof strategies. The tool-based IP design methodology supports the strategic goal of operational excellence, including the digitization of internal processes, especially with start-ups. In particular, it promotes individual creative contributions of employees, thus increasing their motivation and commitment.

RITTAL The value chain of the Friedhelm Loh Group in the area of switchgear and control system production and the corresponding digital transformation are a showcase for the smart factory as an implementation of the basic idea of Industry 4.0. Consistent digitization and virtualization enable the continuous expansion and improvement of automation as well as increased flexibility at batch size 1. This represents a major efficiency gain at all levels of the value chain, especially in the assembly of switchgear and control systems. The digitization of the value chain is an enormous challenge as far as IP is concerned. On the one hand, freedom to operate must be ensured for a digital business model despite significantly higher innovation and patenting dynamics. On the other, the central points must be identified in order to ensure the concrete implementation of Rittal’s value chain. Based on this, the implementation factors enabling Rittal to offer industry-wide USPs must be se-cured. Using the IP design methodology, the digitization of the value chain was analyzed, the critical points were identified and an exclusivity position for the future-oriented topic of Industrie 4.0 was secured for Rittal.

SCHATTDECOR With its core creative output, Schattdecor fails to meet the usual requirements for IP protection. The actual creative effort involved in designing furniture decors is difficult to protect as intellectual property. Worldwide enforcement is difficult and time-consuming, while plagiarists benefit from significantly reduced investment costs. Schattdecor not only has to develop and market its designs, but it also has to shoulder costly investments in print preparation, especially in the production of the printing cylinders. Ultimately, only a comparatively low number of decors out of 150 become a global success every year. All plagiarists have to do is scan and reprint the successful decor in order to exploit market potentials quickly, cost-effectively and relatively easily. This is particularly damaging to Schattdecor’s reputation, as cheaper and non-lightfast colors are used, and the purchased furniture can change color drastically after just a few weeks in the domestic environment.

Schattdecor has developed an IP-based copy protection solution that enables an effective and efficient global enforcement against illegal reproduction. As described above, it is not enough to simply protect the company’s creative output. Instead, Schattdecor had to undergo an IP design process to create a system – the watermark, the printing process, and the app – which simultaneously enables IP protection for the purpose of enforcing the company’s legal rights in its core business. In addition, an industry solution based on a license agreement was created in order to enable a uniform response to illegal imitators.

SCHÖCK The IP strategy of market and innovation leader Schöck was developed with a unique market and brand positioning in mind. The central product, Isokorb®, is available in dozens of variants for virtually all construction situations. Both in new construction and in balcony retrofits, the Isokorb® brand is synonymous with an entire product category among structural engineers, structural physicists, architects, contractors, and manufacturers of prefabricated parts. However, there is little scope for improving Schöcks market position by means of even stronger product differentiation. The benefit for Schöck is the sustainable protection of its market position against substitution, new market entrants, and established competitors. In particular, this requires the design of technology-related prohibitive rights based on the desired market position, as well as on the business model and potential scenarios. An IP portfolio structured in this way can sustainably secure Schöck’s revenue and earnings stream and contribute to growth.

SCHOELLER The strategic focus of the Felix Schoeller Group is clearly on continued growth, both by strategic means and through acquisitions. Financial independence as a family business as well as a strong presence in all important growth markets and economic regions worldwide also continue to be important. Especially with Technocell Dekor, Schoeller relies on customer-oriented solutions and the development of digital business segments. The systematic use of IP design as a management tool helps companies to evaluate and develop their business model options in all their digital complexity. Especially the combination of well-established, consistent thinking in terms of customer benefits with digital potentials and their protectable technological implementations helps companies to identify and protect viable future-proof strategies. The tool-based IP design methodology supports the strategic goal of operational excellence, including the digitization of internal processes. In particular, it promotes individual creative contributions of employees, thus increasing their motivation and commitment. Especially the increasing reliance on expertise within the industry is therefore becoming a sustainable competitive advantage for Technocell Dekor.

SCHNEIDER The IP strategy of innovation leader Schneider was developed with a unique market and brand positioning in mind. Modulo is an innovation which achieves revolutionary levels of machine utilization and reaches new dimensions in terms of productivity in the manufacture of freeform spectacle lenses. The aim of the new IP strategy for Schneider was to align the customer-facing communication of special customer benefits with the exclusivities created by means of IP. Schneider’s unique selling point is its perceived competitive position in the eyes of the customer as a result of Modulo. In particular, this requires the design of technology-related prohibitive rights based on the desired market position, as well as on the business model and potential scenarios. An additional goal was to steer employees’ technological creativity towards the targeted design of prohibitive rights by means of systematic and method-driven processes. An IP portfolio structured in this way can sustainably secure Schneider’s revenue and earnings stream and contribute to growth.

STÖBICH It took Stöbich nine months to identify the need for exclusivity for its future business model and submit the central patent application: a timeline that could not have been met by using the traditional approach of developing marketable products. The Stöbich approach resulted in an immediate first mover advantage for the company in the targeted market segment. Stöbich benefited greatly from its systematic approach which enabled the company to use its resources in a targeted manner and to develop a precise business model in a highly complex and diverse field of innovation: “When trying to enter new markets, we don’t believe that developing products and applying for patents at random is quite enough. We would definitely opt for the systematic approach again.” Dr. Stöbich.

Umdasch / DOKA is one of the world’s leading companies specializing in the development, manufacture, and sale of formwork technology for concrete construction. Umdasch Group Ventures actively shapes the digital transformation of the construction industry in order to make its own contribution to increasing productivity in all tasks related to formwork and concrete. The worldwide success and leadership role of Umdasch Group Ventures was rewarded with the USA Biz-Award 2018. Industry 4.0 approaches enable the company to drive forward the industrialization of the construction industry by means of new digital capabilities, thus achieving enormous increases in efficiency and effectiveness. But this transformation is not solely understood as a technological challenge at Umdasch Group Ventures. Digitization is also a challenge for corporate culture and requires the design of new business models. With Umdasch Group Ventures, the group of companies has created an instrument for developing revolutionary business models. The introduction of IP design has made available an instrument that allows new business models to be developed and protected in different scenarios. IP design helps management to implement the five most important leadership tasks of digital leadership in daily practice: driving change, making staff contributions transparent and enabling recognition, promoting interdisciplinary cooperation, promoting staff development, and providing orientation.

VORWERK The 360° IP strategy for the Thermomix TM5 was consistently and systematically designed in such a way that it covers all key customer benefits in its proprietary IP portfolio. The TM5 is not just a market leader in terms of the physical device, but it is also a dominant design in terms of the entire ecosystem which surrounds it. This means that customer expectations are based on the features and the user experience of the TM5. The normal reaction of the competition in an attempt to increase its market share would be to align itself as closely as possible with the TM5 as regards the benefits expected by the customer, while at the same time offering a lower price.

All relevant product features from the customer’s perspective, i.e. those capabilities viewed by customers as “magic”, are protected by the IP portfolio. Ultimately, the IP protection of the Thermomix covers its look and feel. This means that the competition is excluded from using the central selling proposition of the TM5. The TM5 therefore effectively enjoys a high level of exclusivity in terms of those features which are relevant for purchase decisions or recommendations in the eyes of the customer. Our verification of the effectiveness of the IP strategy for the TM5 has shown that the corresponding IP portfolio significantly contributes to the value created within Vorwerks business model for the Thermomix.

WOM  Innovation is a key success factor for WOM’s growth and market position. WOM’s innovation management integrates the requirements and visions of the company’s customers and OEM partners with its own technical capabilities. IP design was introduced at WOM in order to generate IP based on the company’s business model and proposed customer benefit. Against this backdrop, IP design primarily serves the purpose of gaining a better understanding of customers’ viewpoints and deriving a more precise understanding of customer benefits from it. The USPs along the eco-nomic levers in the business model identified in this way are subsequently patented in order to obtain an IP portfolio consisting of exclusive, sustainable and defensible competitive advantages. IP design helps WOM to make IP generation controllable. In addition, results are predictable and employees can focus on their creativity on superior customer benefits and on the value levers within the business model.

WILO The development of an IP culture is an important competitive factor for Wilo. In an industry in which complex high technology is used in order to generate the greatest possible customer benefit with intelligent products, the targeted use of intellectual property offers a competitive advantage that cannot be overestimated. The main priority of Wilo’s top management is to achieve a company-wide culture of thinking in IP-based exclusivities along the entire innovation process and among all process stakeholders. The combination of a unique selling proposition which leads to customer benefits, which, in turn, are protected by legally enforceable IP, leads to price penetration, and sustainable margins in a highly competitive market environment and a customer-centric IP design. This expertise enhances the competitiveness and efficiency of Wilo – a key success factor in an increasingly knowledge-based industry.

Task Oriented IP Management

_____HIGH LEVEL IP Expert Content (free content)_____

IP and digital transformation 

IP design for generating protected business models

1st Quarter 2021

  • Elements of integrated IP management systems
  • Objectives of structure strategy fit
  • 360° IP strategy
  • Invention on demand and synthetic inventions
  • Use case development and protection
  • Generic technical concepts in digital business models

Developing IP strategies for digital business models

1st Quarter 2021

  • The role of brands in digital transformation
  • IP protection of digital business models
  • Practical application of IP function deployment
  • Development and protection of customer journeys and product lifecycle journeys
  • IP strategies from classical value chains to digital value networks

Evolution of digital transformation in industries

1st Quarter 2021

  • Red, blue and black ocean strategies
  • From 4P to 7P marketing for digital service economies
  • IP strategies for servitization
  • IP strategies in business eco-systems
  • Role of IP within subscription and single transaction-oriented
    business models

Digital Eco-systems

1st Quarter 2021

  • Principles of digital business eco-systems
  • IP in two-sided markets
  • The new role of IP in digitalized value chains
  • Curation types and digital platform algorithms
  • IP on the route to dominant digital platforms

Digital business models

1st Quarter 2021

  • Digital technologies in business models
  • IP in e-commerce and digital e-business
  • IP strategy development with the business model canvas
  • Technical systems and digital optimisation logics
  • IP protection in the experience economy and customer journeys and touchpoints

Dynamics of the digital transformation

1st Quarter 2021

  • IP within the fourth industrial revolution
  • Enabling technologies (e.g. AR, AI, cyber physical systems, apps, blockchain, cloud computing)
  • The three driving forces Moore’s, Nielsen’s, and Metcalfe’s Law
  • The role of IP in the network economy (clusters, IoT and smart city)
  • Digital product development Protection and infringement

Claim structures and inventing principles in digital patents

2nd Quarter 2021

  • Claim categories and enforcement
  • Requirements for the patentability of digital solutions
  • Description of technical effects
  • Software patents and technicality
  • Invention principles of digital patents

SEP/FRAND

2nd Quarter 2021

  • Standard setting process and organizations
  • Standards and interoperability
  • FRAND requirements for licensing
  • Patent pools and the licensing of SEPs
  • Methodologies for determining FRAND compliant license rates

Open source

3rd Quarter 2021

  • Open-source model and collaboration
  • Open-source strategy
  • Open-source licenses
  • IP in open-source approaches
  • FOSS and FLOSS types

Digitalisation projects

2nd Quarter 2021

  • Agile project management and design thinking
  • The digital user journey
  • Digital use cases
  • Digital user experiences (UX)
  • Digital business models
  • The digital value chain

IP in digital application areas

2nd Quarter 2021

  • Autonomous systems
  • Industry 4.0
  • Renewable energies
  • Information and communications technology (ICT)
  • Circular economy
  • Smart mobility

Blockchain

3rd Quarter 2021

  • Types of blockchain and distributed ledger technology
  • Blockchain and cryptography
  • Blockchain in industry 4.0
  • Opportunities and challenges
  • Open Source and blockchain patents
  • Litigation issues regarding blockchain patents

Cyber physical systems

 1st Quarter 2021

  • Networking and communication of cyber physical systems
  • Software for ubiquitous systems and modelling of cyber physical systems
  • Real-time operating systems
  • Self-organization and self-X system characteristics networks
  • Opportunities and challenges
  • Cyber physical systems and patentability

Artificial intelligence

1st Quarter 2023

  • History and introduction in basic concepts of AI
  • Artificial neural networks and generative adversarial networks
  • The role of AI in industry 4.0 applications
  • AI and inventorship
  • AI and data science in patent search
  • AI and patentability

3D printing and additive manufacturing

1st Quarter 2023

  • Differences between traditional and additive manufacturing
  • The technological basis of additive manufacturing
  • The modelling aspect of 3D printable models
  • The different additive manufacturing processes
  • Application areas of 3D printing
  • IP challenges for additive manufacturing

Virtual, augmented, and expanded reality

 1st Quarter 2023

  • Real time VR and multi-mode VR
  • Immersion
  • Application in digital product development
  • Application in architecture and interior design
  • Application in digital mock-ups (DMU)
  • IP rights in digital worlds

Robotics

1st Quarter 2023

  • Cognitive systems
  • Human machine interfaces
  • Bio-inspired robotic and bionic
  • Application areas
  • Opportunities and challenges
  • Robotics and patentability

Data and Media

1st Quarter 2023

  • Software development Project management, business model integration, APIs and the cloud
  • Software development and patentability
  • Data science Algorithms, big data, and data bases
  • Data science and patentability
  • Computer science machine learning, software engineering, and distributed systems
  • Computer science and patentability

Intellectual Property Rights in Europe

 1st Quarter 2023

  • Multimedia trademarks, digital goods, and trademark protection in the digital era
  • Digital brands and digital brand experience
  • Digital and industrial design protection and graphical user interface (GUI) protection
  • Copyrights and their relation to software, graphical design, and Open Source
  • Patenting of digital technologies and software patents
  • Patenting of data structures, data formats, and user interfaces

Value-Oriented IP management

Interdependency of IP mechanisms

 1st Quarter 2021

  • Integrative IP strategy
  • Strategic use of IP functions
  • IP portfolio development
  • IP usage along product life cycle
  • (Digital) business model protection

Developing IP strategies

1st Quarter 2021

  • Strategy development basics
  • Appropriation of innovation success
  • Differentiation strategy with IP
  • Premium price, market share and cost leadership
  • Market impacts of IP

Generic IP strategies

1st Quarter 2021

  • Hub monopoly
  • Monopoly in a box / ingredient branding
  • Fortress monopoly
  • Value added monopoly
  • Value chain

Strategy Analysis of internal resources

 1st Quarter 2021

  • Resources as the value driver of a firm
  • IP protection of core competencies and resources
  • IP and dynamic capabilities
  • IP and competition
  • Generation and protection of value propositions

Strategy Analysis of market forces

1st Quarter 2021

  • Key objective of strategic positioning
  • IP regime in industry analysis
  • IP and the attractiveness of industries
  • Porter’s five forces
  • Barriers to entry and brand equity

IP strategies and industries

1st Quarter 2021

  • Copyright industry
  • Complex technology-based industries
  • Empirical technology-based industries
  • Brand driven industries
  • Design driven industries
  • Digital industries

Strategy and organization

 1st Quarter 2021

  • Organization implementation of strategy
  • Structure strategy fit
  • Differentiation center
  • Protection center
  • Asset center

Formulating a strategy

1st Quarter 2021

  • Management as a function and as an institution
  • Strategy as an important success factor
  • Key objectives of strategic management
  • Steps of strategy formulation
  • Business strategy to create competitive advantage

Standards of valuation

4th Quarter 2021

  • Patent valuation according to DIN77100
  • Brand valuation according to ISO10668
  • IP valuation according to IDW S5
  • IP valuation according to international valuation standard 210
  • Practical application of valuation standards

Construction of valuation models

 4th Quarter 2021

  • IP valuation causes
  • Information consideration for valuation
  • Analysis of decision situation
  • Process of value assignment
  • Valuation objects and objectives

Analysis of valuation contexts

4th Quarter 2021

  • The role of valuation context, model, and procedure
  • Valuation addresses and methodologies
  • Legal aspects in determining valuation causes
  • Groups of valuation causes
  • Highest and best use conditions

Valuation approaches

4th Quarter 2021

  • Value determinants and value indicators
  • Value driven data analysis
  • Comparison procedure – cost approach
  • Comparison procedure – market approach
  • Comparison procedure – income approach

Value concepts

 1st Quarter 2021

  • IP as the valuation subject matter
  • Resource and market-oriented value drivers
  • Determination of decision values
  • Developing valuation models
  • Value in use and market value

Value, valuation and object of valuation basics

4th Quarter 2021

  • Definitions of cost, price and value
  • Valuation function and valuation purpose
  • Definitions of security, uncertainty and risk
  • Procedural quality of valuation
  • Economic characteristics of IP
  • Objects of valuation

Smart decision making

1st Quarter 2021

  • Typical limits to rational choice in managerial decisions
  • Uncertainty and risks in decision-making
  • Quality in decision-making
  • The generic decision-making framework and process
  • The challenge of bounded rationality
  • Decision process analysis

Economics of intangibles

 1st Quarter 2021

  • IP as an economic good
  • Intellectual capital and intangible assets
  • The role of IP in the value creation process
  • Value related attributes of intangible assets
  • Intangible assets in the balance sheet

Portfolio analysis and strategic thinking

1st Quarter 2021

  • Portfolio analysis basics
  • Portfolio analysis objectives
  • Types of portfolio analysis Market, technology, IP
  • Portfolio analysis tools and techniques
  • Derivation of measures
  • Advantages and disadvantages of portfolio analysis

IP in tax and financing

2nd Quarter 2022

  • Intellectual capital
  • Transfer pricing
  • Holding structures
  • IP as collateral
  • IP in structured finance

Trademark and brand valuation

 2nd Quarter 2022

  • Trademark vs brand
  • Trademark valuation approaches
  • Brand value drivers
  • Market shares, price premium and relevant set
  • Laws governing trademark assignments
  • Trademark licensing

Patent valuation

2nd Quarter 2022

  • Patent vs technology
  • Patent valuation approaches
  • Patent value drivers
  • Patent licensing
  • Typical patent valuation parameters

Technology transfer and license valuation

2nd Quarter 2022

  • Markets for technology
  • Marketing and licensing
  • Exploitation of technology with IP
  • Negotiation of contracts
  • Commercialization and value drivers

Risk and information analysis

 2nd Quarter 2022

  • Specific and unspecific risks in value assignment
  • Overview of IP related risks
  • Quantification of IP specific risks
  • Determination of comparable
  • Information sources
  • Evaluating the quality of information

Methods and tools for valuation

2nd Quarter 2022

  • Relief from royalty method
  • Incremental cashflow method
  • Multiplier method
  • Cost related methods
  • Option price method

Analysing IP portfolios

2nd Quarter 2022

  • Patent and brand portfolios
  • Strategic IP analysis
  • White space analysis
  • Intellectual property function deployment
  • Identification of opportunities, weaknesses, and vulnerabilities of IP assets
  • IP based trend analysis

Developing IP portfolios

 2nd Quarter 2022

  • IP for products, services, and innovation
  • Timeframe and technology lifecycle
  • Innovation capture
  • Competitor analysis, landscape reports and industry benchmarking
  • IP portfolio audit legal, administrative, and commercial focus

Protective rights strategies

4th Quarter 2022

  • Brand architectures
  • Interaction trademark and brand
  • Use of technical property rights
  • Passive and active strategies
  • Preference optimisation: Timing, costs, countries, and regions
  • Enforcement issues

Innovation & Information management

Portfolio analysis and strategic thinking

 1st Quarter 2021

  • Portfolio analysis basics
  • Portfolio analysis objectives
  • Types of portfolio analysis Market, technology, IP
  • Portfolio analysis tools and techniques
  • Derivation of measures
  • Advantages and disadvantages of portfolio analysis

Value indicators

1st Quarter 2022

  • Determination of the actual position
  • Patent attractiveness and patent strength
  • Procedural indicators, patent grants and citations
  • Bibliographic patent value indicators (e.g. patent citations)
  • Oppositions and nullity suits

Characterization and types of innovation

1st Quarter 2021

  • Creative destruction and business innovation
  • Most advanced innovation process models
  • Product, process, architectural, modular, component innovation
  • Incremental, radical, and disruptive innovation
  • Contribution of a brand to innovation

Technology diffusion and disruption

 1st Quarter 2021

  • Components of the technology diffusion process (sales channel, time and social system)
  • Market pull and technology push
  • S-curve process and technology adopters
  • Disruptive innovation and innovator’s dilemma
  • Disruptive threats and the lean startup method
  • Lead user method and design thinking

Dominant design

1st Quarter 2021

  • The four levels of product differentiation
  • IP and 4P/7P Marketing mix from products to digital services
  • Dominant design and architectural franchise
  • Technical standards, format wars and interoperability
  • Value of standards
  • Four waves of digitalization Characteristics of digital platforms

Management of technological innovation

1st Quarter 2021

  • Relationship between R&D, IP, and innovation management
  • Timing of entry strategies first mover advantages and disadvantages
  • Influencing factors of entry strategies
  • IP in product management
  • IP within the innovation funnel

Process management

 1st Quarter 2021

  • Business processes Core, support, and management process
  • PDCA cycle and Kaizen Business process management lifecycle
  • Process architecture and process visualization
  • Process quality measurement and process improvement
  • Core processes of IP management
  • IP processes related to innovation processes

Integration of innovation modes (Stage-gate vs agile and IP)

1st Quarter 2021

  • The four stages of creativity
  • Development of business cases for innovation
  • Prototyping, open, and closed beta testing
  • Marketing, launch and post launch review
  • IP management integration in innovation processes

IP road mapping and IP design

1st Quarter 2021

  • Technology, product, and innovation road mapping
  • Objectives and key results vs key performance indicators
  • SAILS Methodology, IoT and Cyber Physical Systems
  • Integrated IP management system and 360° IP strategy
  • Practical application of IP design

Internal information management

  4th Quarter 2022

  • IP information processes
  • IP information system and tools
  • Aligning IP and business strategy with information management
  • Data visualization
  • Performance metrics

Property rights management and patent data management system

4th Quarter 2022

  • Electronic property rights management
  • Noting and monitoring deadlines/due lists
  • Options for action when receiving official communications
  • Quality management and process safety
  • Cost drivers in IP management

Patent-based analyses for competition and technology monitoring

4th Quarter 2022

  • Technology foresight methods
  • Statistical analysis and relevance diagnosis
  • Indicator systems activity, quality, connection, development rates
  • Quantitative vs qualitative patent analysis
  • Information sources and tools
  • S-curve of technology development

Property right search basics

  4th Quarter 2022

  • Search options for IP (commercial vs free data sources)
  • Preparing a patent/trademark application
  • Proceeding against third-party patents/trademarks, preventing collision with third-party trademark
  • Checking the freedom to operate when entering the market
  • Development of search strategies

Search techniques and search tools (patent)

4th Quarter 2022

  • Prior art search for patents
  • Invalidity search for patents
  • Patent monitoring
  • Query systems and languages
  • Expert levels in patent databases
  • Special databases for specific search purposes/ non-patent literature searches
  • Analyse and understand patent families

Classification systems for patent search

4th Quarter 2022

  • Overview and systematics of the international classification systems
  • Introduction to search with classification systems
  • Hierarchical system of classification
  • Areas of application of search with classification systems
  • Reliability of patent classifications

Integration of IP, R&D and innovation management

Generic IP strategies

  1st Quarter 2021

  • Hub monopoly
  • Monopoly in a box / ingredient branding
  • Fortress monopoly
  • Value added monopoly
  • Value chain

Interdependency of IP mechanisms

1st Quarter 2021

  • Integrative IP strategy
  • Strategic use of IP functions
  • IP portfolio development
  • IP usage along product life cycle
  • (Digital) business model protection

Portfolio analysis and strategic thinking

1st Quarter 2021

  • Portfolio analysis basics
  • Portfolio analysis objectives
  • Types of portfolio analysis Market, technology, IP
  • Portfolio analysis tools and techniques
  • Derivation of measures
  • Advantages and disadvantages of portfolio analysis

Core tasks and cooperation

  4th Quarter 2022

  • Definition of integrated IP, R&D and innovation strategy development
  • The role of IP in innovation management
  • IP demand and active IP generation
  • Supporting R&D work through IP
  • Supporting innovation marketing through IP

Management of cooperation and networks

4th Quarter 2022

  • License management
  • Development phases of networks and business cooperation’s
  • Efficiency in cooperation
  • Innovation controlling
  • R&D contracts and shared IP
  • Ownership and ownership of IP
  • Types of cooperation Joint venture, research initiatives, group research

Active portfolio management

2nd Quarter 2022

  • Value-oriented portfolio construction along product and service innovation, use cases and business models
  • Definition of IP demand and invention on demand
  • Open innovation, licensing, access to technologies
  • Acquisition, exploitation, and commercialization
  • Cost optimisation

Creativity techniques/creativity tools in innovation management – with patent information

Learning Targets  

  • Intuitive methods
  • Discursive methods
  • Combined methods
  • Organisation, execution, and operational implementation of Ideation
  • Evaluation models for ideas
  • Methodical Invention Generation with TRIZ

available 3Q/2022

Establishment of an IP culture

Learning Targets  

  • Building awareness campaigns
  • Practical examples of IP Awards
  • IP-oriented compliance and governance
  • Overview and application of DIN77006 and ISO56005
  • Basics and examples of storytelling and change management

available 4Q/2022

Open Innovation

Learning Targets  

  • Different types and applications of innovation processes
  • Open vs traditional closed innovation
  • Engineering crowdsourcing for open innovation
  • Product platforming and customer immersion
  • IP management within open innovation

available 4Q/2022

Innovation management according to ISO56005

Learning Targets  

  • Tools and methods for IP management
  • IP strategy for supporting innovation in an organization
  • Establishing systematic IP management within the innovation processes
  • Applying consistent IP tools and methods in support of efficient IP management
  • ISO 56005 as a part of the innovation management ISO 56000 ff2020

available 4Q/2022

Brand repositioning and brand modernisation

Learning Targets 

  • Brand positioning the secret of strong brands (models, definitions, and strategy)
  • Analysis of brand benefits, brand tonality, brand image, and brand attributes
  • Five points for successful brand repositioning
  • Opportunities and risks of the brand relaunch
  • IP checklist for a successful relaunch, trading up and trading down

 

.

available 4Q/2022

Organization of IP management

Organizational Optimisation

Learning Targets 

  • Interface integration, definition, and optimization Incentivisation
  • KPI development
  • Outsourcing decisions and management
  • Structural and procedural organisation

available 4Q/2022

Quality in IP management DIN77006

Learning Targets 

  • ISO 9000/9001 und high level structure
  • Deming Cycle: Introduction and operation
  • Auditing of IP management systems
  • Optional and mandatory provisions
  • DIN77006 Process landscape

available 4Q/2022

Outsourcing and Service level agreements

Learning Targets 

  • Core components of service level agreements
  • Quality management and controlling
  • Metrics
  • Partner selection
  • Continuous improvement process (CIP)
  • Practical overview of cooperation design

available 4Q/2022

Information management and IT infrastructure for IP management

Learning Targets 

  • Establishment of IP information management
  • Tool-based IP information management
  • Intellectual property rights monitoring
  • Information integration in higher-level systems
  • Data and knowledge management

available 4Q/2022

Process landscape for IP management

Learning Targets 

  • Process Management Introduction
  • Process management systems and process optimisation
  • Business process management (BPM)
  • Process map according to DIN77006
  • Process organisation vs. organisational structure
  • Agile process management

available 4Q/2022

Tasks of IP management in companies

Learning Targets 

  • Value-based IP management
  • Integration of IP into innovation management
  • IP management system according to DIN77006 and ISO56005
  • Objectives and operational implementation of IP management
  • Strategy development and implementation

available 2Q/2022

Human resource management (HRM)

Learning Targets 

  • Modern HRM systems
  • Recruitment, training and performance appraisal
  • Reward management
  • Employee benefit systems
  • Mentoring coaching and training on the job
  • HR information system

available 1Q/2023

Rationality, judgement and decision making

Learning Targets 

  • Background of human decision making
  • Rationality and judgement in business environments
  • Bounded rationality
  • Optimisation of decision processes
  • The effective decision

available 1Q/2023

Leadership

Learning Targets 

  • Leadership styles
  • Leadership skills
  • Emotional intelligence
  • Leadership development
  • Leadership performance and organization

available 1Q/2023

Situational leadership and negotiation

Learning Targets 

  • Developing people and self-motivation
  • The effective leader
  • Distributive and integrative negotiation
  • Negotiation strategies
  • Emotions in negotiation

available 2Q/2022

Motivation and innovation

Learning Targets 

  • Innovation and organization culture
  • Incentive systems / Top factors that motivate innovation
  • Idea generation
  • Motivating innovative behavior
  • Leader strategies for motivating innovation in individuals

available 1Q/2023

Teamwork

Learning Targets 

  • The secrets of great teamwork / Teamwork collaboration and culture
  • Basic team dynamics
  • Developing teamwork skills
  • Why teamwork fails
  • Teamwork and digital collaboration

available 1Q/2023

Motivation

Learning Targets 

  • The needs of individuals
  • Intrinsic and extrinsic motivation
  • Unconscious motivation
  • Motivation and business and education
  • Work motivation and Job satisfaction

available 1Q/2023

Change management

Learning Targets 

  • Reasons for change
  • Change models / Principles of change management
  • Guide to organizational change management
  • Change success factors
  • Management of the change process

available 1Q/2023

Management control systems

Learning Targets 

  • The concept of management control systems
  • Types of management control systems Qualitative, quantitative, financial
  • Elements of management control systems
  • Performance management of intangible assets
  • Strategy integration
  • Balanced scorecard and strategy map

available 1Q/2023

Balanced scorecard and strategy map for controlling

Learning Targets 

  • Concept and structure of the BSC
  • Strategy map
  • Key figures and performance management systems
  • Integrated management systems
  • Deming cycle and continuous improvement process
  • Introduction of the BSC

available 1Q/2023

Business orientation of IP portfolios

Learning Targets 

  • Strategy and target development for IP portfolios
  • Portfolio analysis and presentation
  • Business-oriented indicator development
  • Alignment of business and IP strategy
  • Influencing factors internal and external to the company
  • Value-oriented portfolio management

.

available 1Q/2023

Technology transfer & licensing

Patent pools

Learning Targets 

  • Efficiency gains from patent pools
  • Patent pools structures and examples
  • Patent pools and competition law
  • Patent pools and litigation
  • Patent pools and cross licensing
  • Types of joint licensing programs

available 2Q/2022

Due diligence

Learning Targets 

  • Examination and analysis of IP portfolios
  • Due diligence and negotiations
  • Three stage approach prioritization of objectives, substantive investigation of analysis of result
  • IP policies and strategic influences
  • IP warranties and indemnities

available 4Q/2022

Trademark exploitation

Learning Targets 

  • Market overview and service providers for trademark exploitation
  • Brand transactions
  • Trademark licenses
  • Franchise, sponsoring, corporate acquisitions
  • Use of the brand as a collateral for loans

available 4Q/2022

IP process and portfolio management

Learning Targets 

  • Decision making in IP management
  • Portfolio development and maintenance
  • Portfolio based risk management
  • Enforcement, transaction, and monetarization
  • Portfolio reporting

available 4Q/2022

Patent exploitation

Learning Targets 

  • Market technology push vs market pull and market dynamics
  • IP, technology, and market assessment
  • Patent landscape analysis
  • Technology bundling options
  • Available patent commercialization routes

available 4Q/2022

International technology transfer

Learning Targets 

  • Technology transfer management
  • Technology transfer networks
  • IP in technology transfer
  • Efficiency gains from technology transfer
  • Safeguarding international technology transfer management processes

available 4Q/2022

SEP & FRAND

Learning Targets 

  • Standardization, internationalization, digitalization
  • Technology standards for safeguarding interoperability
  • Standardization bodies and processes
  • FRAND requirement for licensing standardized technology
  • Approaches to determining FRAND compliant license fees

available 2Q/2022

Joint-Ventures & Tech Transfer

Learning Targets 

  • Overview of technology transfer through collaborative partnership arrangements
  • Structure and process of technology transfer trough (international) joint ventures
  • Advantages and disadvantages of TT through JV
  • IP management in joint ventures
  • IP due diligence for joint ventures

available 4Q/2022

IP in M&A

Learning Targets 

  • Transaction structures carve out transaction, asset purchase, stock purchase
  • Company/Asset acquisition
  • IP related cross border challenges
  • IP due diligence and valuation
  • Purchase price allocation for IP
  • Dispute avoidance

.

available 4Q/2022

Operational IP management

Tasks of the patent and trademark department

Learning Targets 

  • Infringement evaluation
  • Cooperation with inventors
  • Portfolio management
  • IP administration
  • Proof of use
  • Cross-functional cooperation

available 1Q/2023

Rights and duties of employees as inventors

Learning Targets 

  • Invention disclosure
  • Release of inventions
  • Duty to document information
  • Incentives / Motivation
  • Inventions in cooperation

available 1Q/2023

Budget planning and cost management

Learning Targets 

  • Fee structure
  • Portfolio management
  • Payment management
  • Outsourcing/Insourcing

available 1Q/2023

Cooperation with external partners

Learning Targets 

  • Interface design
  • Know-how transfer
  • Service provider profiles
  • Controlling
  • Quality management

available 1Q/2023

Establishment of an internal evaluation system for inventions and property rights

Learning Targets 

  • KPI development
  • Structure of portfolio analyses
  • Presentation of portfolio analyses
  • Overview of portfolio systems
  • Operationalisations
  • Metrics
  • Process integration

available 1Q/2023

Practice-oriented registration and maintenance processes

Learning Targets 

  • National and international filing options – advantages and disadvantages
  • Strategic options
  • Basic features of claim structures
  • Cost-optimised registration processes
  • Alignment of innovation and registration processes
  • Decision-making
  • Reporting

available 1Q/2023

Know-How Protection

Learning Targets 

  • Delimitation of know-how
  • Recording and documentation of know-how
  • Types of loss (legal and illegal) of know-how
  • Implicit and explicit know-how
  • Know-how and technology transfer

available 1Q/2023

Patent protection and trade secrets

Learning Targets 

  • Differences between the protection types
  • Conditions for protection and claims
  • Practical guide to decision-making
  • Enforcement possibilities

available 1Q/2023

Product piracy

Learning Targets

  • International thread assessment
  • Business practices and motivations
  • Plagiarism monitoring on the internet
  • Enforcement Directive
  • Customs seizure practice

 

available 1Q/2023

Protection of trade secrets in the employment relationship

Learning Targets

  • Employment contract regulations
  • Protection of trade secrets and compliance
  • Breach of fiduciary duties and proof
  • Protection of trade secrets and labour law
  • Protection of trade secrets in cooperations

available 1Q/2023

IT law and data protection

Learning Targets

  • Cybercrime
  • European GDPR
  • Ownership of data
  • Cloud computing
  • SaaS, Iaas, PaaS
  • Challenge IoT

available 1Q/2023

Interface management with core departments

Learning Targets

  • Integration of IP in innovation management
  • The role of IP in marketing
  • IP Training for Sales
  • Interaction with R&D
  • IP optimisation in purchasing
  • IP reporting systems
  • Strategy development and reporting

available 1Q/2023

Protective rights strategies

Learning Targets

  • Brand architectures
  • Interaction between trademark and brand
  • Use of technical property rights
  • Passive and active strategies
  • Preference optimisation: Timing, costs, countries, and regions
  • Enforcement issues

available 1Q/2023

IP strategy in the digital era

Learning Targets

  • Protection of digital objects: use case, user experience, apps, customer journey
  • Integration of IP into digital business models
  • IP functions on platforms
  • Suggestion functions, search functions and curation functions
  • Enforcement of digital patents
  • IP consequences of interoperability requirements

available 1Q/2023

Building an IP culture

Learning Targets

  • Motivation, promotion and incentivisation
  • Integration of IP into HR management
  • Training in basic IP understanding
  • IP violations in value chains
  • Basis for contractual agreements

available 1Q/2023

IP portfolio for start-ups

Learning Targets

  • IP in Investor relationship
  • Capital acquisition and IP
  • MVP (minimum viable portfolio)
  • IP-based partner management
  • Avoiding, hiding, showing: Startup oriented IP-Strategies

.

available 1Q/2023

BASIC IP Expert Content (free content)

BASIC IP Training

Patent Basics

Structure of a patent application

Learning Targets

  • Structural elements of patent documents (INID codes)
  • Title page, description of the invention
  • Claims for protection and drawings
  • International differences
  • Claim structures

available 2Q/2023

Meaning of patent claims

Learning Targets

  • Identification of the protected teaching, prior art
  • Disclosure of the technical teaching
  • (Inadmissible) extension
  • Preamble of a claim and characterising part
  • Combination patent
  • Main and sub-claims, secondary claims (spurious sub-claim)

available 2Q/2023

Patentability of an invention

Learning Targets

  • Technical inventions (technicity)
  • Novelty, inventive step, and industrial applicability
  • Distinction from the state of the art
  • Legal prohibitions on patenting
  • Excluded technical areas
  • Unity

available 2Q/2023

Patent granting procedure National/EP

Learning Targets

  • Registration and examination systems
  • Territorial reference
  • Procedural premises
  • Submission, application, payment of fees
  • Search, initial decision, and further examination procedure
  • Complaints and appeals procedure
  • Duration, official fees, costs

available 2Q/2023

Patent application PCT

Learning Targets

  • The international patent system
  • Application procedure before WIPO
  • Differences to national patent granting procedures
  • Costs and duration of international patent applications
  • Deadlines

available 2Q/2023

International patent protection

Learning Targets

  • Foreign national patent
  • European patent
  • International patent application
  • Right of priority
  • Global patent prosecution highway

available 2Q/2023

Overview of the patent systems

Learning Targets

  • US Patent Law
  • Paris Convention TRIPS
  • Patents in Europe and the USA
  • Comparison of patent offices, EPO, CNIPA, USPTO
  • Blocking patents, submarine patents, patent trolls

available 2Q/2023

Objection and nullity

Learning Targets

  • Regulatory content, purpose, and delimitation
  • Reasons for opposition, procedure, and costs
  • Reasons for invalidity, procedure, and costs
  • Effect ex tunc, principle of official investigation
  • Relationship to infringement proceedings

available 2Q/2023

Patent infringement and enforcement

Learning Targets

  • Claims under patent law: Injunction, damages, destruction
  • Enforcement proceedings: Warning notice, preliminary injunction, patent infringement action, border seizure and criminal proceedings
  • Defence against alleged patent infringement
  • International patent enforcement
  • Enforcement costs

.

available 2Q/2023

Brand | Trademark Basics

Multimedia brand

Learning Targets

  • Status quo of unconventional brand forms (international)
  • Registrability and representation of a multimedia trademark
  • Distinctive character
  • Distinction from other forms of trademarks
  • Practical application of the multimedia brand: examples

available 2Q/2023

Conditions and obstacles to protection

Learning Targets

  • Trademark forms: General and historical
  • Origin of trademark protection
  • Absolute reasons for refusal
  • Relative reasons for refusal
  • Rights arising from trademarks and duration of trademark protection, limitations of trademark protection

available 2Q/2023

Review and appeal procedures

Learning Targets

  • Course of the registration procedure
  • Deadlines and examination criteria
  • Examination of novelty and distinctiveness
  • Reasons for appeal procedures
  • Responsibilities

available 2Q/2023

Cancellation and opposition proceedings

Learning Targets

  • Procedure for cancellation of a trad mark, action for cancellation
  • Course of the opposition proceedings
  • Cancellation due to absolute reasons for refusal
  • Cancellation due to expiry, due to earlier rights
  • Advantages of opposition and cancellation procedures

available 2Q/2023

Use and brand strategies

Learning Targets

  • Rights-preserving brand use as part of the brand strategy
  • Purpose of the compulsory use
  • Cancellation of the trademark in case of lack of use preserving the right
  • Proof of use preserving the right
  • Brand strategy and brand portfolio

available 2Q/2023

Trademark infringement and enforcement

Learning Targets

  • Infringement of a registered trademark
  • Rights of the trademark proprietor in case of infringement
  • Claim for damages (claimant, defendant)
  • Damage calculation
  • Independent and non-independent right to information
  • Scope of the duty to provide information/ submission and inspection

.

available 2Q/2023

Fundamentals of property rights and intellectual property

Distinction between patent, trademark, and design protection / domain law

Learning Targets

  • Industrial property rights at a glance
  • Brand
  • Domain
  • Design
  • Patent/ utility model
  • Copyright

available 1Q/2023

Patentability of an invention

Learning Targets

  • Technical inventions (technicity)
  • Novelty, inventive step, and industrial applicability
  • Distinction from the state of the art
  • Legal prohibitions on patenting
  • Excluded technical areas
  • Unity

available 1Q/2023

Overview of the patent systems

Learning Targets

  • US Patent Law
  • Paris Convention TRIPS
  • Patents in Europe and the USA
  • Comparison of patent offices, EPO, CNIPA, USPTO
  • Blocking patents, submarine patents, patent trolls

available 1Q/2023

Overview of brand forms

Learning Targets

  • Brand representation
  • Word mark, figurative mark, and word figurative mark
  • Three-dimensional mark, color mark, sound mark and position mark
  • Motion brand and multimedia brand
  • Unusual brand types

available 1Q/2023

Trademark and sign for goods and services

Learning Targets

  • Concept, definition, and history
  • List of goods and services
  • Ways to trademark protection, national, international
  • Likelihood of confusion in trademark law – identity and similarity of trademarks
  • Rights from the trademark
  • Value of a brand

available 1Q/2023

Design and design rights

Learning Targets

  • Concept, definition, and history
  • Design law basics
  • Scope of protection of the design right
  • Design and image rights
  • Enforcement of design rights

available 1Q/2023

Enforcement of property rights

Learning Targets

  • Facts of the infringement of property rights
  • Procedure for the enforcement of property rights
  • Obligation of the proprietor to provide evidence
  • Consequences of the enforcement of property rights
  • Behavior at trade fairs

available 1Q/2023

Stakeholders in the patent and trademark system and their cooperation

Learning Targets

  • The institutions underpinning IPR systems
  • Institutional IP and IPR governance
  • National, regional, and international patent offices
  • Society and government
  • IP applicants, holders, pools and trolls/NPEs
  • IPR agents, lawyers, agencies, and divisions within firms

available 1Q/2023

Copyright – system and application

Learning Targets

  • Object of copyright
  • Copyright holder
  • Nature, scope and limitations of copyright
  • Transfer of copyright
  • Copyright infringement

available 1Q/2023

Know-how and trade secrets

Learning Targets

  • Importance and value of trade secrets
  • Requirements for the protection of trade secrets
  • Appropriate confidentiality measures/ standards under the TRIPS Agreement
  • Rights of the owner of the secret
  • Overview of the threat situation: examples
  • Practical implementation of protection concepts

available 1Q/2023

Open-source

Learning Targets

  • Open-source model and collaboration
  • Open-source strategy
  • Open-source licenses
  • IP in open-source approaches
  • FOSS and FLOSS types

available 1Q/2023

Task oriented IP Management Training

The task-related learning experiences are about motivating the learners to deal with IP. IP affects many functions in the company. Those affected are often not really aware of the challenges in the respective roles when dealing with IP. This is precisely why it is so important that the various roles and tasks in their daily practice and reality are reflected in these learning experiences.

The reality of work is becoming increasingly complex, jobs are designed using hybrid work environments and international teams work together. Last but not least, the digital transformation of customer relationships, the supply chain, the products and the internal organization poses great challenges to dealing with IP throughout the company. The economic relevance of the various forms of IP such as know-how, trade secrets, trademarks, licenses and patents is increasing and with it the dangers and risks of incorrect actions in the organization.

The task-oriented learning experiences serve to raise awareness in the various departments and roles and to convey actionable knowledge for the concrete handling of IP in daily practice. Of course, these learning experiences can also be individualized and adapted to company-specific requirements in order to standardize and increase efficiency.

Task oriented IP training for corporate functions

Almost all corporate functions have points of contact with intellectual property rights and/or IP management in the execution of their tasks. To recognize these points of contact and to deal with them appropriately, appropriate training is necessary.

Our ambassadors, authors, lecturers, and mentors are international experts and experienced practitioners in IP, innovation, economic, and business administration. Our ambassadors are representatives of the CEIPI IP Business Academy in their countries and regions. They are experienced IP experts who support their national innovation systems with content from the CEIPI IP Business Academy. Ambassadors are the
spokespeople with knowledge about national specificities. The language, in which we communicate through social platforms and provides content is English. Our ambassadors promote the CEIPI IP Business Academy within their community to raise awareness by promoting our content through social platforms, and if preferred, in their national language. Together with our ambassadors, we provide case studies, teaching materials, and seminars.

Shourabh Banerjee

Ambassador India

Marta Bettinazzi

Ambassador Italy

Giovanna Paola Girardi

Ambassador Spain

Raymond Hegarty

Ambassador Ireland

Nabiry Jumanne

Ambassador East Africa

Dr. Malte Köllner

Ambassador Germany

Louis Lozouet

Ambassador Brazil

Anton Polikarpov

Ambassador Ukraine

Biswajit Sarkar

Ambassador India, Calcutta, West Bengal

Dr. Heiko Seeger

Ambassador Italy

Magda Voltolini

Ambassador France

Dr. Martin Wilming

Ambassador Switzerland

Stephen Yang

Ambassador China

team

Shourabh Banerjee

Ambassador India

Comes with substantial IP Consulting, operations and paralegal experience across diverse IP domains including trade marks, copyrights and designs in numerous industries ranging from IT Services/ Energy/ Manufacturing/ Life Sciences/ Retail/ FMCG/ Electronics/Electrical/Mechanical/ Pharma/ IOT/ AI and more across Europe/ USA/ Africa and Asia for corporate and individual entities alike. He comes with MBA- Corporate Strategy and LLM degrees in the UK and shall be prospectively commencing with his Trade mark Attorney qualification with Queen Mary University, London. To his credit, he currently is a contributor to the IP Journal (IP-Think Tank), (National University of Juridical Sciences) NUJS, Kolkata, India and a co researcher with University of Cambridge and NUJS, Kolkata on a project based on sustainable IP models or SME’s based on cultural heritage products/services (ICH- Intangible cultural heritage).

He is also a guest lecturer for trade marks and brand management with CEIPI, Faculty of Law, University of Strasbourg.

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Marta Bettinazzi

Ambassador Italy

Dr. Marta Bettinazzi is an Italian IP lawyer with a deep knowledge of the South East Asia IP landscape. She is now working as a Lawyer in Milan; her main clients are SMEs and freelancer. She helps her clients in building an effective strategy to protect and develop their intangible assets. Previously she was the IP Advisor of the South-east Asia IPR SME Helpdesk project located in Ho Chi Minh City. Marta, holds a master’s degree in law from the University of Pavia (Italy), and a PhD in Roman Law and European legal culture from the Universities of Pavia and Saarbrücken (Germany).

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  • GP Girardi Intellectual Property | www.gpgirardi.com

Giovanna Paola Girardi

Ambassador Spain

Giovanna Girardi is a lawyer specializing in business law and intellectual property. Clients hire her to build strategies to protect their designs, patents and trademarks and also profit from them. Giovanna also lectures at various business schools Geneva Business School, EAE, Garrigues and collaborates in global and European to raise awareness of intellectual property rights as a competitive tool for SMEs. In 2017, she participated in an ambitious project for the European Union Intellectual Property Office (EUIPO) to help harmonise practices within the network of European Union Intellectual Property Offices. Giovanna was born and raised in Brazil and holds Masters degrees from Pontificia Comillas University. You can follow her insights in intellectual property on LinkedIn and Instagram.

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  • http://www.billiondollarip.com

Raymond Hegarty

Ambassador Ireland

As the World’s top IP coach, Raymond Hegarty coaches C-suite executives of growth-stage technology and life science companies on how to build intangible value and mitigate IP risks to scaling. For six years, he was Vice President of Global Licensing for Intellectual Ventures, where he managed a portfolio of 40,000 patents. Prior to that, Mr Hegarty built IP-intensive businesses in Japan, Ireland and Luxembourg, developed teams and implemented processes and systems for IP exploitation. He has closed billions of dollars of patent and trademark transactions. Mr Hegarty is the author of two bestselling books on IP strategy – Billion Dollar IP Strategy (2019) and Intellectual Property for Executives (2018) – and co-author of the chapter on IP transfer pricing in Tolley’s Transfer Pricing Risks Post-BEPS. He has served as an expert advisor to the European Commission, the OECD and policymakers in several countries on national and international innovation and intangible taxation strategies. Mr Hegarty is a regular conference speaker and is connected to the global professional IP community. He has been recognised by IAM Magazine every year since 2011 as one of The World’s Top 300 IP Strategists.

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Nabiry Jumanne

Ambassador East Africa

Nabiry is Partner and Head of the Intellectual Property (IP) at ECA, working with many International law firms in the IP field by supporting their client's IPR matters in Tanzania, Zanzibar, Kenya, Uganda, Rwanda, Burundi, and The African Regional Intellectual Property Organization (ARIPO) in the areas of Trademarks, Patents, Designs, and Copyrights Registration and Prosecution, Draft and submit oppositions, Cancellation and appeal actions, Trademark infringement, IPR Registrations/Renewals, Anti-unfair competition matters, IP Enforcement & Litigation, Domain and trade name protection, Corporate and Legal Advisory and Customs protection of intellectual property rights, as well as negotiation on various Intellectual Property issues.

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  • Köllner & Partner mbB | www.kollner.eu

Dr. Malte Köllner

Ambassador Germany

Dr. Malte Köllner, from Köllner & Partner, is a German and European Patent Attorney as well as Trademark and Design Attorney. In 2019 he was ranked in the category “Gewerblicher Rechtsschutz (Industrial Property)” as being one of Germany’s Best Lawyers for the fifth consecutive year by the German business newspaper “Handelsblatt”. He was also recognized as Germany's most influential patent attorney. Dr. Malte Köllner holds a Ph.D. in Physical Chemistry and a diploma in Physics from the University of Heidelberg. His areas of expertise include physics, physical chemistry, optics, lasers, biotechnology, medical devices and software. With a vast experience in the field of Intellectual Property, Dr. Malte Köllner is also the editor-in-chief of the German journal for patent law "Mitteilungen der Deutschen Patentanwälte" and a lecturer at various conferences and universities. Dr. Malte Köllner has authored a handbook on the Patent Cooperation Treaty as well as numerous publications on the economic and legal side of the IP system. His notable achievements in the IP area have listed him, year after year, as one of the world’s leading lawyers and IP strategists. Dr. Malte Köllner regularly presents current trends and developments in the IP industry in his lectures. Dr. Malte Köllner developed several legal services such as Flat Fee Prosecution and made a fundamental contribution to the area of patent valuation.

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  • Venturini IP | www.venturini-ip.com

Louis Lozouet

Ambassador Brazil

Partner at Venturini IP, a boutique Intellectual Property firm based in Rio de Janeiro, Brazil, Louis is an IP Attorney-at-Law with over 10 years of legal experience with international clients. Previous to Venturini IP, he worked as a Director of Business Development for the largest IP group in Portuguese and Spanish speaking countries, helping develop IP portfolios of Brazilian companies and subsidiaries of foreign companies located in Brazil. Louis also had the opportunity to work as a Patent litigation specialist at one of the most renowned Brazilian Patent Litigation firms, with specific focus on the telecommunication (standard-essential patents), pharmaceutical and med-tech industries. Louis is an expert in IP Strategic and Management Consulting, as well as Patent Licensing. He holds an MBA from IMD Business School, Lausanne-Switzerland; a Post-Graduate degree in IP Law from Universtié Paris-XII, France; and a Post-Graduate degree in Civil Procedure Law from Pontifícia Universidade Católica do Rio de Janeiro, Brazil. Admitted to the Brazilian Bar (2012) and to the French Bar Exam (CAPA – 2009).

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  • apolikarpov@polikarpov.legal
  • Polikarpov Law Firm

Anton Polikarpov

Ambassador Ukraine

In my professional career, I have established from the scratch IP/TMT practices in two top-tier Ukrainian law firms (Arzinger and Avellum). I have strong experience of dealing with business matters as internal counsel due to leading IP department in FMCG-giant “Roshen” and working for the top beverage company “Global Spirits” (TMs “Khortytsa”, “Morosha”)

During the recent years of professional activity, I have received a number of recognitions (either as an individual lawyer or as a member of the firms I worked at): by Chambers Europe, WTR 1000, The Legal 500 EMEA, IAM Patent 1000, Managing IP (IP Stars) and Best Lawyers. As an in-house lawyer, I was included in WTR 300 (in 2017 and 2018) and recognized as the Best In-house IP Counsel in Ukraine (in 2018).

Qualifications
Patent Attorney of Ukraine, 2015 (Certificate No. 476)
Attorney-at-Law, 2012 (Certificate No. 2607)

Education
Master of IP Law (with honours), 2012, Intellectual Property Institute, National University “Odesa Law Academy”
Master of Laws (with honours), 2006, Kyiv National Economic University

Hobbies: I am in love with the piano since childhood, currently play keyboards in Van Kuver band (YouTube channel) and practice boxing

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Biswajit Sarkar

Ambassador India, Calcutta, West Bengal

Biswajit Sarkar is widely regarded in industry circles as one of the pioneers of Intellectual Property in India. When he specialized in Intellectual Property and started professional practice in 1991, many stared at him. Intellectual Property, as we know it now, was in a nascent stage. Trademark protection was, by and large, restricted to the registration of trademarks and the issuance of warning notices. Copyright was mainly limited to music and publishing industries. Patents were few and far between. After signing the WTO/GATT agreements, India has now become the country with the maximum potential for the Intellectual Property Right matters. Today, Biswajit Sarkar is one of the most sought after lawyers in the country for Intellectual Property matters and he successfully completed two world renowned cases, such as registration of a particular address as trade mark of 6 Ballygunge Place and creating copyright protection for Missionaries of Charity founded by Mother Teresa. His clientele includes industry leaders and blue chip companies. Mr. Biswajit Sarkar is empanelled with different Foreign Embassies and Consulates as well as various Chambers of Commerce. To give back to the society, his firm regularly takes interns from law institutes country wide. Mr. Sarkar is regularly invited by Universities , Law Colleges, Kolkata Police, National Judicial Academy , Government Bodies and various Chambers of Commerce to give lectures to spread awareness of the role of IP in modern business. Biswajit Sarkar is honoured and humbled to represent Mother Teresa’s Organisation: Missionaries of Charity for legal issues.

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  • Studio Torta S.p.a. | www.studiotorta.com

Dr. Heiko Seeger

Ambassador Italy

Dr. Heiko Seeger is the Partner and a European and Italian Patent and Design Attorney at Studio Torta S.p.a.

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  • Lencify | www.lencify.eu

Magda Voltolini

Ambassador France

Based in Paris, Magda began her career in intellectual property in 2011 as a journalist on IP policy and rights, and then she continued her work as a business engineer of IP software and services, and more recently, she is focusing on public affairs in Europe. She is a member of the I3PM Association and LES France. Magda holds a Graduate Master's degree in Marketing and Business Development from IFOCOP Paris, an LLM in Intellectual Property Law from the University of Edinburgh, a Postgraduate Master's degree in Business Economics from the Federal University of Rio de Janeiro, and a Law degree from the Pontifical Catholic University of Rio de Janeiro. She is registered in the Bar Association of Rio de Janeiro, as a non-practicing lawyer. 

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  • Hepp Wenger Ryffel AG | www.hepp.ch

Dr. Martin Wilming

Ambassador Switzerland

Martin Wilming has been a partner at Hepp Wenger Ryffel since 2008. His main areas of activity are international grant procedures, opposition and appeal proceedings before the European Patent Office and the enforcement of intellectual property rights of all types. In addition, he advises and represents clients in proceedings before the Swiss Federal Patent Court, which has had jurisdiction over patent litigation cases since the beginning of 2012. In addition to patent law, he is also active in trademark law and design law. He not only has extensive experience of analysing questions of infringement and the legal validity of intellectual property rights, but also provides clients with practicable recommendations for action from a commercial perspective. He frequently advises and represents clients in complex disputes, coordinates multinational IP litigation and drafts and negotiates technology-related agreements, in particular licensing, cooperation and technology transfer agreements. In technological terms, the main areas of his activity are chemistry, pharmaceutics, adhesives and coatings, dental technology, food technology and mechanical engineering. Martin Wilming runs a blog (www.patentlitigation.ch) which provides a running commentary on the case law of the Swiss Federal Patent Court, and has also contributed as a co-author to the Patentrechtskommentar (Patent law commentary) by Fitzner/Lutz/Bodewig. In addition, he is a lecturer on the CEIPI Basic Training Course in European patent law. Martin Wilming has a doctorate in bio-organic chemistry and has worked for Hepp Wenger Ryffel since 2002. He is a European and Swiss Patent Attorney. In addition, he has undertaken additional training in economics and has specialized further in the field of the management of IP rights (LL.M. in IP Law and Management (CEIPI)).

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  • IP March | www.ipmarch.cn

Stephen Yang

Ambassador China

Stephen Yang is a Chinese patent attorney and managing partner of IP March, a Chinese IP law firm. His practice covers patent search, drafting, prosecution, invalidation, opinion and litigation in mechanics, electronics, energy and high tech areas. His IP career began in 1997. In addition to practicing in IP firms in China, he once worked in-house in Canada. Stephen’s technical background is mechanical and industrial engineering. He received double Bachelor’s degrees from Tsinghua University in China and a Master’s degree from University of Toronto in Canada. Stephen is a frequent speaker and author of many articles. In particular, he is the lead author of the book "IP Protection in China", published by ABA Publishing. Stephen has been consistently recognized by various sources as a leading IP practitioner in China.

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