從專利申請到價值實現：企業如何透過智慧財產權資產化提升競爭力

Abstract

在高度全球化的產業競爭環境下，注重核心產品銷售已是企業的基本功，但卓越且能歷久不衰的一流國際產業，除了根植本業外，許多都在無形資產上，例如智慧財產(尤其是專利專利研發)，投注巨大資源以求洞燭先機成為技術先驅，智慧財產權儼然已成為企業競爭力的核心資產。企業如何將多元的智慧財產權(本研究焦點雖以專利為主但廣義而言智財權尚包括營業秘密、商標權與著作權)，從內外部研發創新、權利申請與管理維護，到有效轉化對外營運最終帶來具體商業利益，以進行智慧財產權資產化，乃是近年來企業重要的命題。專利不僅是企業防禦競爭者攻擊的必要武器，更是主動提升競爭優勢的關鍵資產。 本研究以成立近五十年的電腦資通訊產業的台灣領導龍頭廠商宏碁股份公司(以下簡稱個案公司)作為研究對象，採用質性個案研究法，以研究者長年於個案公司擔任智慧財產權主管之實務經驗，並整合智財業界公開資訊報導、國際學術文獻以及個案公司可供公開之部分內部資料，深入分析台灣企業如何透過智慧財產權資產化創造收入與提升產業競爭力，並且透過智財發展在國際上取得的行銷聲量之實踐作法與實質成效。 研究內容首先探討專利權資產化的國際趨勢、專利權的獨特產業鏈以及在企業經營與競爭策略中的關鍵角色。國際趨勢方面著重於標準必要專利組織重點介紹、對應的國際專利池成功案例以及個案公司參與的聯合授權平台，另外並深入探討個案公司在專利申請的策略布局演變與內部管理流程，如何透過內部專利評鑑委員會以及外部產官學合作提升專利申請之質與量，以及在科技日新月異下，淘汰之非核心專利如何處置，並且如何透過各項策略將專利資產化或令其成為有效的訴訟防禦工具，於商業談判中運用專利組合提高議價籌碼，從而在訴訟防禦策略中降低第三方權利人主張高額權利金之風險。藉由個案公司透過精準控管專利運營成本並提高資產效益來分析台灣企業應如何積極參與各類國際專利制定組織，廣泛與全球專利業界建立連結以有效運用智慧財產權策略，俾使專利申請申請維護不僅是企業成本支出，最終能為企業帶來營收之邊際效應。

在專利資產化的研究方面，本研究主要以國際標準必要專利(Standard Essential Patent或業界慣稱”SEP”)為主要研究客體，透過國際上各項國際標專訂立組織(Standard Setting Organization或業界慣稱”SSO”)，摘要個案公司參與的組織制定歷史，與個案經年累月的標準必要專利成效分析。長期深耕國際標準制定不僅能讓國內企業掌握國際產業技術發展趨勢，更可透過標準必要專利的取得，於國際上獲得具主導性與競爭優勢之市場地位，進一步提升企業之整體產業國際影響力與專利授權的議價能力，並促進更廣泛的跨國技術合作。 本研究結果顯示，企業若能有效管理專利並將其作為整體經營策略的重要組成，便能創造穩定且多元的競爭優勢。研究建議企業積極建置完善的智慧財產權管理制度，在專利申請前必須通過跨部門及跨領域的合作進行客觀高標準評估，不做無效申請以節省成本並避免後續因無效專利過多而花費高額專利維護費用，專利獲證後更須強化內部專利管理流程，透過人員或程式系統篩選，擇選可用專利；針對邊緣專利如何處置亦需有客觀評選機制並評估是否直接選擇不維護或積極賣出；同時應派員參與各項國際專利會議以建立連結以獲悉專利產業瞬息萬變之趨勢，同時在預算允許範圍內，將資源投注在可資產化的技術領域中，並有效培養內部人員授權談判之專業能力。專利佈局非一蹴可幾，後續的維護運營防衛等亦須透過內部跨部門與外部合作以最大化運營成果。以台灣的宏達電與美國的高通為例，宏達電不僅為台灣第一個智慧型手機品牌甚至可說是全球安卓系統第一先驅，歷史上的光環卻因長年專利戰最後一敗塗地，不知如今安在；而高通(Qualcomm Incorporated)除晶片本業外也專注專利運營，其位於加州聖地牙哥的總部大門口的迎賓專區，最醒目的便是一面貼滿專利證書的專利牆(Patent Wall)，展現其在專利技術上的深厚實力與創新成就，更引人注目的是這面牆為高通帶來的專利權利金日營收多年來穩定維持在數億台幣之譜。專利權重要嗎？不證自明。

In an era of intensified global competition, the ability to commercialize core products is a fundamental requirement for enterprises. However, internationally leading corporations that sustain long-term competitiveness often achieve this not only through business operations but also by strategically investing in intangible assets, particularly intellectual property (“IP”). Among various forms of IP, patents have emerged as critical instruments for securing technological leadership and driving corporate value creation. Increasingly, IP rights, especially patents, are recognized as core assets underpinning enterprise competitiveness. This study adopts a qualitative case study methodology to examine the IP monetization practices of Acer Incorporated (“Acer”), a global ICT company with nearly five decades of history. Leveraging the author’s professional experience as an IP head within Acer, the research integrates publicly available industry reports, academic literature, and selected internal data to analyze how Taiwanese enterprises may leverage IP, primarily patents, though IP also including trade secrets, trademarks, and copyrights, from innovation and rights acquisition through to commercialization, to enhance income, increase bargaining power, and strengthen international competitiveness. The analysis begins with a review of global trends in patent monetization, including the role of standard-essential patents (SEPs), participation in standard-setting organizations (SSOs), and participation in patent pools. The study further explores Acer’s strategic evolution in patent portfolio development, internal management mechanisms such as Patent Committees, and collaboration with external stakeholders to improve patent quality. It also addresses strategies for managing non-core patents, monetization through licensing negotiations, and risk mitigation in litigation.

Focusing on SEPs, the research examines Acer’s involvement in global standardization processes and the accumulation of licensing leverage through long-term participation in SSOs. The findings suggest that deep engagement in international standard development enables corporations to shape technological direction, acquire influential SEPs, and enhance their global position and licensing capabilities. This study concludes that systematic IP management, grounded in strategic evaluation and cross-functional collaboration, is essential to transforming patents from cost centers into revenue-generating assets. Enterprises are advised to implement high-threshold patent review mechanisms, establish robust internal and external collaboration networks, and cultivate licensing negotiation capabilities. The contrasting trajectories of HTC and Qualcomm underscore the strategic importance of IP: while HTC’s decline highlights the risks of inadequate patent planning, Qualcomm’s patent-centric model demonstrates the long-term commercial value of rigorous IP monetization. Its headquarters’ “Patent Wall,” situated at the entrance of its San Diego campus, serves not only as a symbol of technological strength but also as a testament to sustained patent-based revenue generation.