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| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 陳忠仁 | |
| dc.contributor.author | Greg Wu | en |
| dc.contributor.author | 吳秉桂 | zh_TW |
| dc.date.accessioned | 2021-06-08T05:10:08Z | - |
| dc.date.copyright | 2011-08-09 | |
| dc.date.issued | 2011 | |
| dc.date.submitted | 2011-07-17 | |
| dc.identifier.citation | 1. Afuah, A & Tucci, C. (2003). “Internet Business Model and Strategy”. Boston, McGraw Hills, 2003.
2. AmTRAN Technology Co., Ltd. Annual Report (www.amtran.com.tw) 3. Chang, Chi-Yu (2010). “The Impact of Platform Development in Smart Phones on Portable Navigation Industry”. EMBA Master Thesis, National Taiwan University 4. Chen, Chung-Jen, Ph.D. Strategy in High Tech Industries. Course Materials from GMBA Course in Strategy Management, Spring Semester 2010, National Taiwan University. 5. Google Finance (www.google.com/finance) 6. i debate (www.idebate.hk) 7. Kind, Liz and Palepu Krishna (2009). “VIZIO, Inc.”. Harvard Business Review, September 8, 2009. 8. Panagiotou, G. (2003). “Bringing SWOT into Focus”. Business Strategy Review, Vol 14, Issue 2 (2003) 8-10. 9. Public Access to Court Electronic Records (www.pacer.gov) 10. Pitkethly, R.H. (2001). “Intellectual Property Strategy in Japanese and UK Companies: patent licensing decisions and learning opportunities”. Research Policy 30 (2001) 425-442. 11. Reitzig, Markus (2004). “Strategic Management of Intellectual Property”. MIT Sloan Management Review, Spring 2004, Vol. 45 No. 3. 12. Stock Quotes and Company News on Reuters (www.reuters.com/finance/stocks) 13. Teece, David & Pisano, G. (1997). “Dynamic Capabilities and Strategic Management”. Strategic Management Journal, August, 1997. 14. United States Patent and Trademark Office (www.uspto.gov) | |
| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/23790 | - |
| dc.description.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 | en |
| dc.description.provenance | Made available in DSpace on 2021-06-08T05:10:08Z (GMT). No. of bitstreams: 1 ntu-100-R97749006-1.pdf: 2627312 bytes, checksum: dbefe3f7aeccf9b7021d0b0d358caba6 (MD5) Previous issue date: 2011 | en |
| dc.description.tableofcontents | Table of Contents
Abstract……………………………………………………………………………………………………………………iv Table of Contents……………………………………………………………………………………………………v List of Figures………………………………………………………………………………………………………….vii List of Tables……………………………………………………………………………………………………………viii Chapter 1 Introduction……………………………………………………………………………………………. 1 1.1 Research motive and background……………………………………………………………….1 1.2 Research purpose……………………………………………………………………………………….2 1.3 Research flow……………………………………………………………………………………………..3 Chapter 2 Literature Review……………………………………………………………………………………. 4 2.1 External environment- the Teece Model …………………………………………………….4 2.2 AmTRAN and Vizio’s company environment with the SWOT analysis…………..6 2.3 Strategy and action……………………………………………………………………………………..7 2.3.1 Intellectual property management model by Robert Pitkethly………….7 2.3.2 Organizational design structure for strategic management of intellectual property by Markus Reitzig……………………………………………9 2.3.3 The protecting strategies by Afuah………………………………………………….10 Chapter 3 Methodology………………………………………………………………………………………… 12 3.1 Research framework………………………………………………………………………………… 12 3.2 Measures…………………………………………………………………………………………………. 13 3.3 Data collections……………………………………………………………………………………….. 15 Chapter 4 Case Description……………………………………………………………………………………. 16 4.1 The overall IP landscape for the LCD TV industry in the United States………. 16 4.1.1 The licenses required as a result of U.S. government mandate……… 16 4.1.2 Other essential patents not mandated by government regulation…. 18 4.1.3 Brands that currently actively engage in offensive licensing activities against other brands……………………………………………………………………. 19 4.1.4 Patents trolls currently actively engage in offensive licensing activities in the LCD TV industry…………………………………………………………………. 22 4.1.5 The intellectual property supply chain for the LCD TV industry…….. 23 4.1.6 The operating margins of the players along the supply chain……….. 25 4.1.7 The basic costs from filing to maintaining a patent………………………. 26 4.2 The internal IP environment of Vizio and AmTRAN…………………………………. 27 4.2.1 AmTRAN’s IP management practice……………………………………………… 27 4.2.2 AmTRAN’s litigation history with licensors……………………………………. 28 4.2.3 Vizio’s IP management practice and litigation history…………………… 30 Chapter 5 Case Analysis and Discussion………………………………………………………………… 32 5.1 Analysis of the overall IP environment for the LCD TV industry with the Teece model………………………………………………………………………………………………………..33 5.2 SWOT analysis on AmTRAN and Vizio’s internal IP position……………………….36 5.2.1 SWOT analysis on AmTRAN’s internal IP position…………………………….36 5.2.2 SWOT analysis on Vizio’s internal IP position…………………………………..39 5.3 Strategy and action…………………………………………………………………………………...41 5.3.1 Brief summary on AmTRAN and Vizio’s current IP management strategy in accordance with Pitkethly’s IP management model……...41 5.3.2 Improvements to be made on the external side of IP management..45 5.3.3 Improvements to be made on the internal side of IP management…48 5.3.4 The team-up strategy by Afuah……………………………………………………….51 Chapter 6 Conclusions…………………………………………………………………………………………... 54 6.1 Research conclusion…………………………………………………………………………………. 54 6.2 Research implication and suggestion……………………………………………………….. 55 References…………………………………………………………………………………………………………….. 56 | |
| dc.language.iso | en | |
| dc.title | 美國液晶電視產業之智慧財產管理：以瑞軒及Vizio Inc. 為例 | zh_TW |
| dc.title | Intellectual Property Management in the U.S. LCD TV Industry, a Case Study on AmTRAN Technology Co., Ltd. and Vizio Inc. | en |
| dc.type | Thesis | |
| dc.date.schoolyear | 99-2 | |
| dc.description.degree | 碩士 | |
| dc.contributor.oralexamcommittee | 林博文,洪世章 | |
| dc.subject.keyword | Teece 模組分析,SWOT 分析,智慧財產權管理,智慧財產權管理之組織設計,保護策略, | zh_TW |
| dc.subject.keyword | Teece Model,SWOT analysis,Intellectual property management,Intellectual property management organizational design,Protecting strategies, | en |
| dc.relation.page | 57 | |
| dc.rights.note | 未授權 | |
| dc.date.accepted | 2011-07-18 | |
| dc.contributor.author-college | 管理學院 | zh_TW |
| dc.contributor.author-dept | 企業管理碩士專班 | zh_TW |
| 顯示於系所單位： | 管理學院企業管理專班(Global MBA) | |
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|---|---|---|---|
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