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English is your currently selected language. IP rights to achieve business success. Click on a company name to access more information and downloadable materials. Company scale-up must go hand in hand with IP portfolio-building. When a company transforms from a small start-up to a global leader in aerosol technology for drug delivery in acute care, its strategic partners must be able to rely on the quality and protection of the products on offer. Key to addressing this challenge is a strong patent portfolio protecting both the core technology as well as a diverse range of product applications.
IP strategy and implementing strategic choices. This medical device company is founded on sound IP. Sound IP increases visibility and recognition, facilitates co-operation with partners and justifies premium prices. D and offers protection from imitation until compliance with regulatory standards is achieved.
SMEs to compete with large companies. Regular searches in patent databases allow companies to monitor competitors and reveal opportunities for future innovations. As a medical technology company, Micrel uses patents and patent information strategically to safeguard future product lines, ensure freedom to operate and find inspiration for new technical developments. As a drug discovery company, Marinomed relies heavily on patents.
Its inventions are validated in almost 100 countries. The company actively manages and enforces its IP portfolio, which also includes some trade marks. Exploitation of its IP is based on two main licensing models. Working on the Internet of Things, the company profited from a pending patent application, using it as an asset when negotiating freedom to operate for some of its business. Fractus, a producer of antennae, has built its business success on licensing its patented technology. IP protection helped Ekspla to enter the market for industrial laser applications and take part in publicly funded international projects. Ekspla engages in joint patenting with its partners and combines patents with trade secrets where appropriate.
This former university spin-off sells standard components for heat power generators that recycle waste heat by turning it into electricity. Early acquisition of university patents was vital in order to attract funding. Orcan co-operates with other companies, but simplifies its patent management by avoiding joint ownership. D and IP creation purposes.
As a producer of advanced materials for energy storage, Skeleton knows that it needs a strong patent portfolio if it is to keep on improving its technology and expanding its market. D support and new business networks. Obtaining patents for its water-softening and deionisation technology enabled Voltea to spin out from a larger company. The patents helped it to attract investors, set up co-operation with partners, and ultimately establish itself as a leader in the field. IP strategy can have a big impact on the success of any spin-off. IP issues into account in the course of the company’s day-to-day business.
University-owned patents created the springboard for this spin-off to enter the market for 3D-printed ceramics in industrial applications. Measures stimulating the creativity of staff and research partners yield new and patentable ideas, supporting the build-up of the company’s patent portfolio and strengthening its market position. IP landscaping can provide vital stimulus for future innovation. This traditional construction and renovation contractor expanded its activities to include the development of mechanical solutions. The decision to patent these solutions meant that sales of the resulting products, which are in part easy to copy, now play a major role in the company’s success.
A complex system is thereby characterised by its inter-dependencies, whereas a complicated system is characterised by its layers. However, “a characterization of what is complex is possible”. Ultimately Johnson adopts the definition of “complexity science” as “the study of the phenomena which emerge from a collection of interacting objects”. Many definitions tend to postulate or assume that complexity expresses a condition of numerous elements in a system and numerous forms of relationships among the elements. However, what one sees as complex and what one sees as simple is relative and changes with time. 1948 two forms of complexity: disorganized complexity, and organized complexity.
Phenomena of ‘disorganized complexity’ are treated using probability theory and statistical mechanics, while ‘organized complexity’ deals with phenomena that escape such approaches and confront “dealing simultaneously with a sizable number of factors which are interrelated into an organic whole”. Weaver’s 1948 paper has influenced subsequent thinking about complexity. Some definitions relate to the algorithmic basis for the expression of a complex phenomenon or model or mathematical expression, as later set out herein. Weaver perceived and addressed this problem, in at least a preliminary way, in drawing a distinction between “disorganized complexity” and “organized complexity”. In Weaver’s view, disorganized complexity results from the particular system having a very large number of parts, say millions of parts, or many more. Though the interactions of the parts in a “disorganized complexity” situation can be seen as largely random, the properties of the system as a whole can be understood by using probability and statistical methods.
A prime example of disorganized complexity is a gas in a container, with the gas molecules as the parts. Organized complexity, in Weaver’s view, resides in nothing else than the non-random, or correlated, interaction between the parts. These correlated relationships create a differentiated structure that can, as a system, interact with other systems. The coordinated system manifests properties not carried or dictated by individual parts.