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題名 供應商對其潛在客戶發動專利訴訟之影響因素-以動態競合策略的觀點分析
The Factors Influencing the Initiation of Patent Litigation by Supplier to Its Potential Customer-Analysis from the Perspective of the Dynamic Coopetition Strategy作者 楊翰
Yang, Han貢獻者 許牧彥
Hsu, Mu-Yen
楊翰
Yang, Han關鍵詞 專利訴訟
競合策略
動態競爭
工業行銷
Patent litigation
Co-opetition
Competitive dynamics
Industrial marketing日期 2020 上傳時間 1-Jun-2022 16:41:56 (UTC+8) 摘要 儘管台灣企業在專利佈局上已經挹注了不少資源，但每每在專利訴訟的戰場上卻還是處於相對弱勢的地位。2013年光學鏡頭廠商大立光對其潛在客戶三星發動專利訴訟，而廠商間的專利訴訟往往是發生在同業競者之間，這種供應商興訟其潛在客戶的案例實為罕見，故本研究極欲探究該現象是否普遍？供應商對其潛在客戶發動專利訴訟的考量、目的與策略為何？兩造雙方競爭與合作的動態關係是如何演变的？本研究以台灣智慧型手機產業為研究對象，於美國聯邦法院電子檔案資料庫系統(PACER)和美國國際貿易委員會訴訟資料庫(EDIS)中對台灣智慧型手機產業之175家上市公司進行專利訴訟案件的檢索並以動態競合策略的觀點對指標性個案進行深入分析。本研究發現供應商興訟其潛在客戶並非是普遍現象；「專利有效性」和「專利品質」是制勝的關鍵；而擁有完備實力的供應商可以通過專利換訂單策略，「以戰逼和」來打入潛在客戶的產品供應鏈，或運用專利訴訟的手段消除其他潛在客戶的侵權疑慮；「時機」對專利訴訟有著重要的影響。此外本研究亦闡明在理論及實務上的貢獻，希望在美國專利戰場中的「台灣經驗」可以供華人高科技企業去學習與借鑒。
Although Taiwanese enterprises have injected a lot of resource into Patent Portfolio, they are still in a relatively weak position in the field of patent litigation. An optical lens manufacturer called LARGAN launched a patent infringement lawsuit against its potential customer Samsung in 2013. However, the patent litigation among enterprises always occurs in the competitors of the same industry. Is it common for suppliers to initiate patent litigation against their potential customer and what are the considerations, purposes and strategies? How did the dynamic relationship between the both parties in competition and cooperation evolve? The Taiwanese smartphone industry is taken as the research object to retrieve patent litigation cases about 175 listed companies of the Taiwanese smartphone industry in PACER and EDIS. Analyze index cases from the perspective of the dynamic coopetition strategy. Based on the findings，it is uncommon for suppliers to initiate patent litigation against their potential customer. "Patent Validity" and "Patent Quality" are the key to success. The suppliers with full strength can enter the product supply chain by exchanging patents into orders or eliminate the infringement doubt of other potential clients through patent litigation. "Timing" has an important impact on patent litigation. In addition, the theoretical and practical contribution is clarified and It is hoped that the "Taiwanese experience" accumulated in the U.S. patent battlefield can provide some reference for Chinese high-tech enterprises.參考文獻 1.许牧彦. (2016). 加己減異、加異減己-專利佈署的全方位競爭策略. 2016中華民國科技管理研討會論文集.2.余朝權. (2005). 现代行銷學. 台北市: 五南圖書出版社.3.吳思華. (2000). 策略九說. 台北市: 臉譜出版社.4.李雅靖. (2016). 競合策略. 中華傳播學刊, 第二十九期.5.侯勝宗, & 連婉茜. (2017). 研發聯盟的動態競合管理：以中鋼為例. 科技管理學刊, 22(1), 29-65.6.陳明哲. (2009). 預測競爭對手的回應：AMC三環透視法.7.陳明哲. (2013). 競爭者分析：「市場共同性－資源相似性」架構. 哈佛商業評論, 2013年4月號(A+企業的3個簡單法則).8.黃炳龍. (2017). 台灣B2B驗證服務產業服務品質、品牌信任、關係行銷對顧客滿意度與忠誠度影響之研究.9.劉水深, 王又鵬, 陳振燧, 趙琪, & 陳松柏. (2002). 工業市場行銷. 新北市: 國立空中大學.10.Anderson, J. J. (2015). Court Competition for Patent Cases. University of Pennsylvania Law Review, 163(3), 631-698.11.Brandenburger, A. M., & Nalebuff, B. J. (1996). Co-Opetition: 1. A Revolutionary Mindset That Redefines Competition and Cooperation; 2. the Game Theory Strategy That’s Changing: Crown Business.12.Caves, R. E. (1984). Economic-Analysis and The Quest For Competitive Advantage. American Economic Review, 74(2), 127-132.13.Charlesworth, A. (2014). An Introduction to Social Media Marketing. London: Routledge.14.Chen, M. J. (1996). Competitor Analysis and Inter-firm Rivalry: Toward a Theoretical Integration. The Academy of Management Review, 21, No. 1 100-134.15.Chen, M. J. (2009). Competitive dynamics research: An insider`s odyssey. Asia Pacific Journal of Management, 26(1), 5-25. doi:10.1007/s10490-008-9110-716.Chen, M. J., & Miller, D. (1994). Competitive Attack, Retaliation and Performance - An Expectancy-Valence Framework. Strategic Management Journal, 15(2), 85-102. doi:10.1002/smj.425015020217.Chen, M. J., & Miller, D. (2012). Competitive Dynamics: Themes, Trends, and A Prospective Research Platform. Academy of Management Annals, 6, 135-210. doi:10.1080/19416520.2012.66076218.Chen, M. J., & Wilson, T. (2003). Indirect Competition: Resource Diversion. Darden Case No. UVA-S-0102.19.Choffray, J.-M., & Lilien, G. L. (1978). Assessing Response to Industrial Marketing Strategy: An Operational Structure for Use in Making Decisions on Product Design and Communication Programs. Journal of Marketing, 42, 20-31.20.Deng, Z., Lev, B., & Narin, F. (1999). Science and Technology as Predictors of Stock Performance. Financial Analysts Journal, 55(3).21.Dwye, F. R., & Tanner, J. (2002). Business Marketing: Connecting Strategy, Relationships, and Learning. New York: McGraw-Hill.22.Dwyer, F. R., Schurr, P. H., & Oh, S. (1987). Developing Buyer-Seller Relationships. Journal of Marketing, 51(2), 11-27.23.E, F., & Webster, J. (1992). The Changing Role of Marketing in the Corporation. Journal of Marketing, 56(4), 1-17.24.Eliashberg, J., & Chatterjee, R. (1985). Analytical Models of Competition With Implications for Marketing - Issues, Findings, and Outlook. Journal of Marketing Research, 22(3), 237-261. doi:10.2307/315142325.Ferrier, W. J. (2001). Navigating the competitive landscape: The drivers and consequences of competitive aggressiveness. Academy of Management Journal, 44(4), 858-877. doi:10.2307/306941926.Hall, B. H., Jaffe, A. B., & Trajtenberg, M. (2000). Market Value and Patent Citations: A First Look. NBER Working Paper, w7741.27.Hsu, M.-Y., & Chen, M.-J. (2006). Competitor Analysis and Inter-Firm Rivalry: by integrating market commonality and resource similarity. Academy of Management(AOM) Annual Meeting, No.13266.28.Katila, R., & Chen, E. L. (2008). Effects of Search Timing on Innovation: The Value of Not Being in Sync with Rivals. Administrative Science Quarterly.29.Klerman, D., & Reilly, G. (2016). Forum Selling. Southern California Law Review, 89(2), 241-316.30.Kotler, P., & Keller, K. L. (1976). Marketing Management：Analysis, Planing and Control. New York: Prentice-Hall, Inc.,.31.Lanjouw, J. O., & Schankerman, M. A. (1999). The Quality of Ideas: Measuring Innovation with Multiple Indicators. NBER Working Paper, w7345.32.Leonardbarton, D. (1992). Core Capabilities and Core Rigidities - A Paradox in Managing New Product Development. Strategic Management Journal, 13, 111-125. doi:10.1002/smj.425013100933.Love, B. J., & Yoon, J. (2017). Predictably Expensive: A Critical Look at Patent Litigation in the Eastern District of Texas. Stanford Technology Law Review, 20(1).34.McGrath, R. G., Chen, M. J., & MacMillan, I. C. (1998). Multimarket maneuvering in uncertain spheres of influence: Resource diversion strategies. Academy of Management Review, 23(4), 724-740. doi:10.2307/25905935.Morgan, R. M., & Hunt, S. D. (1994). The Commitment-Trust Theory of Relationship Marketing. Journal of Marketing, 58(3), 20-38.36.Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competition. New York: Free Press.37.Porter, M. E. (1998). Competitive Strategy: Techniques for Analyzing Industries and Competitors: Free Press.38.Robertson, T. S., Eliashberg, J., & Rymon, T. (1995). New Product Announcement Signals and Incumbent Reactions. Journal of Marketing, 59(3), 1-15. doi:10.2307/125211539.Robinson, P. J., Faris, C. W., & Wind, Y. (1967). Industrial Buying And Creative Marketing (Vol. 10). Cambridge: Sloan Management Review Assoc,Mit Sloan School Management.40.Sag, M. (2016). IP Litigation in US District Courts: 1994-2014. Iowa Law Review, 101(3), 1065-1112.41.Smith, K. G., Ferrier, W. J., & Ndofor, H. A. (2001). Competitive dynamics research : critique and future directions. The Blackwell handbook of strategic management., 315-361.42.Weitz, B. A. (1985). Special Issue on Competition in Marketing - Introduction. Journal of Marketing Research, 22(3), 229-236. 描述 碩士
國立政治大學
科技管理與智慧財產研究所
107364135資料來源 http://thesis.lib.nccu.edu.tw/record/#G0107364135 資料類型 thesis dc.contributor.advisor 許牧彥 zh_TW dc.contributor.advisor Hsu, Mu-Yen en_US dc.contributor.author (Authors) 楊翰 zh_TW dc.contributor.author (Authors) Yang, Han en_US dc.creator (作者) 楊翰 zh_TW dc.creator (作者) Yang, Han en_US dc.date (日期) 2020 en_US dc.date.accessioned 1-Jun-2022 16:41:56 (UTC+8) - dc.date.available 1-Jun-2022 16:41:56 (UTC+8) - dc.date.issued (上傳時間) 1-Jun-2022 16:41:56 (UTC+8) - dc.identifier (Other Identifiers) G0107364135 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/140236 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 科技管理與智慧財產研究所 zh_TW dc.description (描述) 107364135 zh_TW dc.description.abstract (摘要) 儘管台灣企業在專利佈局上已經挹注了不少資源，但每每在專利訴訟的戰場上卻還是處於相對弱勢的地位。2013年光學鏡頭廠商大立光對其潛在客戶三星發動專利訴訟，而廠商間的專利訴訟往往是發生在同業競者之間，這種供應商興訟其潛在客戶的案例實為罕見，故本研究極欲探究該現象是否普遍？供應商對其潛在客戶發動專利訴訟的考量、目的與策略為何？兩造雙方競爭與合作的動態關係是如何演变的？本研究以台灣智慧型手機產業為研究對象，於美國聯邦法院電子檔案資料庫系統(PACER)和美國國際貿易委員會訴訟資料庫(EDIS)中對台灣智慧型手機產業之175家上市公司進行專利訴訟案件的檢索並以動態競合策略的觀點對指標性個案進行深入分析。本研究發現供應商興訟其潛在客戶並非是普遍現象；「專利有效性」和「專利品質」是制勝的關鍵；而擁有完備實力的供應商可以通過專利換訂單策略，「以戰逼和」來打入潛在客戶的產品供應鏈，或運用專利訴訟的手段消除其他潛在客戶的侵權疑慮；「時機」對專利訴訟有著重要的影響。此外本研究亦闡明在理論及實務上的貢獻，希望在美國專利戰場中的「台灣經驗」可以供華人高科技企業去學習與借鑒。 zh_TW dc.description.abstract (摘要) Although Taiwanese enterprises have injected a lot of resource into Patent Portfolio, they are still in a relatively weak position in the field of patent litigation. An optical lens manufacturer called LARGAN launched a patent infringement lawsuit against its potential customer Samsung in 2013. However, the patent litigation among enterprises always occurs in the competitors of the same industry. Is it common for suppliers to initiate patent litigation against their potential customer and what are the considerations, purposes and strategies? How did the dynamic relationship between the both parties in competition and cooperation evolve? The Taiwanese smartphone industry is taken as the research object to retrieve patent litigation cases about 175 listed companies of the Taiwanese smartphone industry in PACER and EDIS. Analyze index cases from the perspective of the dynamic coopetition strategy. Based on the findings，it is uncommon for suppliers to initiate patent litigation against their potential customer. "Patent Validity" and "Patent Quality" are the key to success. The suppliers with full strength can enter the product supply chain by exchanging patents into orders or eliminate the infringement doubt of other potential clients through patent litigation. "Timing" has an important impact on patent litigation. In addition, the theoretical and practical contribution is clarified and It is hoped that the "Taiwanese experience" accumulated in the U.S. patent battlefield can provide some reference for Chinese high-tech enterprises. en_US dc.description.tableofcontents 第一章 緒論 10第一節 研究背景與動機 10第二節 研究目的與問題 12第三節 研究流程 13第二章 文獻回顧 14第一節 工業行銷 14一、工業行銷之內涵 14二、組織購買行為 17三、工業市場之關係行銷 20第二節 競合策略 24一、價值網：商業賽局的參與者 25二、賽局理論：商業賽局的五大元素 27三、如何改變商業賽局 28第三節 動態競爭 33一、辨識競爭對手 34二、分析競爭性行為的驅動力 36三、分析廠商間的對抗行為 41四、競爭結果 41第四節 本文之研究定位 42第三章 研究方法 45第一節 研究架構與流程 45第二節 分析方法 47一、量化研究法 47二、次級資料分析法 47第三節 資料來源與分類 48一、美國聯邦地方法院訴訟案 48二、美國國際貿易委員會337調查案 50三、智慧型手機產業之上市櫃公司 53第四節 個案篩選標準 56第四章 資料分析 58第一節 專利訴訟案件概況 58第二節 涉訴廠商概況 62第三節 專利訴訟案件分析 66一、專利訴訟案件類型 66二、台廠為原告之訴訟案件類型 66三、被告為下游客戶之訴訟案件分析 67第五章 個案分析 79第一節 個案篩選 79第二節 個案一：大立光電提告三星電子 80一、大立光電股份有限公司 80二、三星電子股份有限公司 89三、以動態競爭觀點檢視專利訴訟案件 91第三節 個案二：義隆電子提告蘋果 106一、義隆電子股份有限公司 106二、蘋果電子股份有限公司 111三、以動態競爭觀點檢視專利訴訟案件 112第六章 分析與討論 119第一節 個案分析結果 119一、「察覺」對專利訴訟的影響 119二、供應商對其潛在客戶發動專利訴訟之策略性意義 119三、「能力」對專利訴訟的影響 120四、「時機」對專利訴訟的影響 121第二節 量化研究結果 121一、上游供應商興訟其下游潛在客戶並非普遍現象 121第三節 文獻分析與討論 122一、從競爭關係的角度來看工業行銷策略 122二、從智財的觀點來看競爭與合作 122三、從專利訴訟的視角來看產業垂直關係中的動態競爭 122四、既競爭又和合作的動態競爭與合作關係 123第七章 研究結論與建議 124第一節 研究結論 124一、供應商對其潛在客戶發動專利訴訟並非是普遍現象 124二、發動專利訴訟的策略性意義 124三、「察覺」是發動專利訴訟的基礎 125四、「專利有效性」和「專利品質」是製勝的關鍵 126五、「時機」對專利訴訟有著重要的影響 126六、「以戰逼和」的競合策略 127第二節 管理意涵 128一、供應商角度之管理意涵 128二、客戶角度之管理意涵 129第三節 研究限制與未來建議 130一、研究限制 130二、未來建議 130參考文獻 131 zh_TW dc.format.extent 3431148 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0107364135 en_US dc.subject (關鍵詞) 專利訴訟 zh_TW dc.subject (關鍵詞) 競合策略 zh_TW dc.subject (關鍵詞) 動態競爭 zh_TW dc.subject (關鍵詞) 工業行銷 zh_TW dc.subject (關鍵詞) Patent litigation en_US dc.subject (關鍵詞) Co-opetition en_US dc.subject (關鍵詞) Competitive dynamics en_US dc.subject (關鍵詞) Industrial marketing en_US dc.title (題名) 供應商對其潛在客戶發動專利訴訟之影響因素-以動態競合策略的觀點分析 zh_TW dc.title (題名) The Factors Influencing the Initiation of Patent Litigation by Supplier to Its Potential Customer-Analysis from the Perspective of the Dynamic Coopetition Strategy en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 1.许牧彦. (2016). 加己減異、加異減己-專利佈署的全方位競爭策略. 2016中華民國科技管理研討會論文集.2.余朝權. (2005). 现代行銷學. 台北市: 五南圖書出版社.3.吳思華. (2000). 策略九說. 台北市: 臉譜出版社.4.李雅靖. (2016). 競合策略. 中華傳播學刊, 第二十九期.5.侯勝宗, & 連婉茜. (2017). 研發聯盟的動態競合管理：以中鋼為例. 科技管理學刊, 22(1), 29-65.6.陳明哲. (2009). 預測競爭對手的回應：AMC三環透視法.7.陳明哲. (2013). 競爭者分析：「市場共同性－資源相似性」架構. 哈佛商業評論, 2013年4月號(A+企業的3個簡單法則).8.黃炳龍. (2017). 台灣B2B驗證服務產業服務品質、品牌信任、關係行銷對顧客滿意度與忠誠度影響之研究.9.劉水深, 王又鵬, 陳振燧, 趙琪, & 陳松柏. (2002). 工業市場行銷. 新北市: 國立空中大學.10.Anderson, J. J. (2015). Court Competition for Patent Cases. University of Pennsylvania Law Review, 163(3), 631-698.11.Brandenburger, A. M., & Nalebuff, B. J. (1996). Co-Opetition: 1. A Revolutionary Mindset That Redefines Competition and Cooperation; 2. the Game Theory Strategy That’s Changing: Crown Business.12.Caves, R. E. (1984). Economic-Analysis and The Quest For Competitive Advantage. American Economic Review, 74(2), 127-132.13.Charlesworth, A. (2014). An Introduction to Social Media Marketing. London: Routledge.14.Chen, M. J. (1996). 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