美國液晶電視產業之智慧財產管理：以瑞軒及Vizio Inc. 為例

Abstract

Intellectual property management and the built-up of patent portfolio is not a new concept for Taiwanese ODM/OEM companies. Nor is this a new concept for those ODM/OEM companies who are engaged in the LCD TV manufacturing business. With that said, as AmTRAN began its relationship with Vizio, a new brand player in the United States, and as Vizio’s sales volume increases, it became the prime target for attacks on the intellectual property front of the LCD TV industry in the U.S. Neither AmTRAN nor Vizio had a very strong patent portfolio, and neither company placed too much emphasis on the management of intellectual property as both companies were busy developing and marketing the products. This research paper first analyzes the overall intellectual property environment for the LCD TV industry in the United States with the Teece model, and then examines the internal intellectual property environment of both AmTRAN and Vizio with the SWOT analysis. Based on Pitkethly ad Reitzig’s intellectual property management and organizational model, AmTRAN and Vizio need to have better external and internal IP management. Both companies should also adopt Afuah’s team-up strategy as the initial framework as they try to improve their intellectual property management. Afuah’s team-up strategy can also be used by the different Taiwanese OEM/ODM to create a patent pool