el papel de las marcas en la captura de valor de la propiedad intelectual. parte 1

1 © 2008 Venable LLP

© 2008 Venable LLP Intellectual property beyond patents

PIIPA-CIAT training program Enhancing Opportunities in the Canadian Market for

Innovative High-Value Colombian Agricultural Products January 2013

© Michael Gollin 2013 [email protected]

(c) Michael Gollin 2010

Agenda

■  Becoming strategic with IP

■  Basic IP strategies for trade secrets, trademarks, and copyrights

■  Six Ps: Policies and practices for managing IP ■  Special challenges for developing country companies

See Driving Innovation: Intellectual Property Strategies for a Dynamic World (Cambridge University Press 2008) http://www.amazon.com/Driving-Innovation-Intellectual-Property-Strategies/dp/0521701694


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•  Something intangible, created by the use of mental ability, to which legal rights attach

•  A combination of doctrines from industrial property (patents, trade secrets, trademarks) and literary property (copyright)

•  A tool for converting human capital into value by defining and capturing new knowledge

•  An ethical principal valuing all knowledge, including old and collective knowledge.

INTELLECTUAL PROPERTY Definitions

(in decreasing order of acceptance)

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Adopted idea (innovation forest)

Accessible domain

New idea (innovation tree)

Creator

Entrepreneur

IP

Limited access

Broad access

marketplace

Exclusivity

Figure 5.11. The IP system and the innovation cycle. IP rights balance exclusivity with access to stimulate creative acts and promote development of new ideas, while allowing knowledge to become broadly available.


Becoming strategic about IP

■  Learn the basics

■  Identify a long term, consistent, simple objective

■  Assess company’s –  internal resources –  competitive environment

■  Tailor a plan

■  Implement and revise –  identify participants –  Communicate

© 2009

IP players

■  Leader – Innovation chief (CEO, CSO, CXO) –  What, when, how, why, who?

■  Team –  Business managers

•  Form and implement IP strategies •  Marketing, business development, finance •  Link global teams

–  Creative talent (R&D, art) •  Generate new ideas to drive innovation cycle

–  Legal team (in-house or outside) •  Analyze, protect, and advise on law •  Lawyers, patent agents, licensing professionals

© 2012 Venable LLP

■  Experience with IP law

■  Knowledge of your industry and type of business

■  Knowledge of subject matter

■  Network of foreign associate counsel

■  Ability to solve problems and give practical advice

■  Ability to prioritize legal issues

■  Willingness to discuss costs and benefits

■  Desire to help you achieve success

What should you look for in outside counsel?

Find good counsel!

© 2009

Define your goals

■  Establish strategic objectives

■  Mission statement

■  Translate into IP/innovation outcomes

■  Simplify for ready communication –  Enter market A with product B –  Prevent competitor X from competing in sector

Y

© 2009

Assess internal resources objectively

■  Human resources – who is available? –  Creative, legal, management

■  IP assessment –  IP portfolio (P, TM, C, TS) –  IP procedures, policies and practices –  Mapping to product/service

■  Physical assets ■  Budget


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The basic task:

How to use intellectual property – to

(1) promote exclusivity (preserve,

perfect, transfer, and

enforce IP rights) (2) access innovation (avoid, destroy, or license IP rights of others)

-- to help an organization achieve its objectives


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STRATEGIC GOALS OF IP MANAGEMENT

•  Increase enterprise assets •  Obtain short term competitive advantage •  Maintain long term competitive advantage •  Improve marketing •  Manage relationships with personnel and partners •  Attract capital •  Protect investment


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STRATEGIC GOALS OF IP MANAGEMENT – cont.

•  Ensure access to technology, materials, software, and data

•  Avoid liability •  Protect customers/clients from IP challenges to

products and services provided (and avoid liability)

•  Facilitate dissemination of knowledge and products


Intellectual property beyond patents

■  IP basics for trade secrets, trademarks, and copyrights

-Protectable subject matter

-Legal basis

-Scope of rights

-Duration

■  Related innovations (biologic material, data, domain names, reputation, know-how, intangible assets)


© Michael A. Gollin 2001-2008 Do not copy or distribute 16

Trade Secret ■  Trade & Employment Law: protect employer rights while

balancing employee rights ■  Define confidential circle ■  Rights begin when information created ■  No registration: reasonable steps to preserve in confidence ■  Protection lasts as long as kept secret (or vanishes) ) ■  Does not block independent development or reverse

engineering ■  Rights belong to company (employment agreements) ■  But employee is allowed to take and use skills ■  Protection costs depend on steps; enforcement ($100k’s) ■  Examples: Coca-Cola, VW


© Michael A. Gollin 2001-2008 Do not copy or distribute 18

Trademarks ■  Trade Law: Avoid customer confusion of source of origin

■  Types: Name, logo, color, slogan, sound, trade dress

■  Can’t be “generic” name for item

■  Range from strong (coined) to weak (suggestive) protectability

■  Rights begin with filing (except in common law countries, based on use)

■  Right to prevent confusingly similar goods/services

■  Factors: similar appearance / sound / geography / products / market

■  Protection lasts as long as mark is registered/in use

■  Protection costs ($1-5k per country), enforcement $100k’s


COLOMBIA at Canadian IP Office

http://www.cipo.ic.gc.ca/app/opic-cipo/trdmrks/srch/bscSrch.do?lang=eng 21 records

1.  Trademarks: TESORO DE COLOMBIA, Abandoned, 0559159 2.  Trademarks: PROEXPORT COLOMBIA & Design, Searched, 1550622 3.  Trademarks: MI COLOMBIA, Formalized, 1601655 4.  Trademarks: COLOMBIA IS PASSION & DESIGN, Abandoned - Section 36, 1425113 5.  Trademarks: COLOMBIA TURBANA & DESIGN, Registered, 0578646, TMA385352 6.  Trademarks: CAFE DE COLOMBIA & Design, Allowed, 1336007 7.  Trademarks: COFFEE OF COLOMBIA & DESIGN, Registered, 0637857, TMA381952 8.  Trademarks: ICL PURO COLOMBIA & Design, Registered, 1400756, TMA760162 9.  Trademarks: 1A1 COLOMBIA & DESIGN, Registered, 0578647, TMA358629 10.  Trademarks: COLOMBIA ES PASIÓN! & DESIGN, Abandoned - Section 36, 1425112 11.  Trademarks: CAFÉ COLOMBIA CREMA DE CAFE & Design, Registered, 1275518, TMA701860 12.  Trademarks: COLOMBIA TURBANA & DESIGN, Registered, 0578645, TMA385635 13.  Trademarks: The prominent 'C' in the word 'Cipes' in script with swirls, Default - Searched, 1509293 14.  Trademarks: COLOMBIA LAS HERMOSAS, Formalized, 1602085 15.  Trademarks: CHUCURI, Registered, 1261174, TMA692153 16.  Trademarks: RON MEDELLIN & Design, Registered, 1275517, TMA682141 17.  Trademarks: ROGERS' IMPERIALS DESIGN, Registered, 0785788, TMA478495 18.  Trademarks: BANACOL & DESIGN, Registered, 0570071, TMA338663 19.  Trademarks: ORINOCO, Registered, 1261182, TMA692079 20.  Trademarks: STEREO SEVEN & DESIGN, Expunged, 0257556, TMA121535 21.  Trademarks: KOKANEE & CAN DESIGN, Registered, 0752625, TMA477570


APPLICATION NUMBER: 1550622 REGISTRATION NUMBER: not registered STATUS: SEARCHED FILED: 2011-11-03 FORMALIZED: 2011-11-08

APPLICANT: FIDUCIARIA COLOMBIANA DE COMERCIO EXTERIOR S.A. - FIDUCOLDEX - para el manejo del Fideicomiso de Promoción de Exportaciones PROEXPORT COLOMBIA Calle 28 N° 13 A - 24, Piso 6, Bogotá D.C. COLOMBIA

AGENT: GOWLING LAFLEUR HENDERSON LLP SUITE 2600, 160 ELGIN STREET OTTAWA

ONTARIO K1P 1C3


COLOMBIA as owner address at USPTO: 1542 records

http://tess2.uspto.gov/bin/gate.exe?f=searchss&state=4007:9rje05.1.1

Goods include coffee: 251 records

Lulo: 2 records (RESPIN and CANOA)


Six Ps: Policies and practices for managing IP

■  Policy on managing IP: links IP policies

■  Personnel practices: ensure that rights flow from employees

■  Procurement (supply chain management): aggregates IP rights

■  Partnering practices: avoid loss of rights and promote collaboration

■  Portfolio management: increases assets and avoids liabilities

■  Policing: maintain control over innovation


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GENERAL IP POLICY

■  Organization will protect its own IP •  preserve •  perfect •  transfer •  enforce

■  Organization will access IP of others, carefully •  clearance/freedom to operate

■  Summary: Maximize value, minimize losses


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Davis and Harrison, Edison in the Boardroom (2001)

2 ©2000 Arthur Andersen. All Rights Reserved

Profit Center

Cost Control

Defensive

Integrated

Visionary

The IP Value Hierarchy


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IP NON-POLICY/LOW LEVEL POLICY

■  Why? –  Inertia, cost, ignorance, lack of skilled staff,

perceived low risk business model (no R&D, public institution)

■  What general problems does a Non-Policy cause? –  Waste of assets –  competitors can free-ride –  liability for infringement of others’ rights


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IP NON-POLICY Specific problems - Trade Secrets

•  Technical and business information becomes public domain

•  Employees can violate obligations of confidentiality to others (past employers, customers, suppliers)

•  Employees can leave, take info, and compete

•  No feed in to patent protection


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IP NON-POLICY –  Specific problems - Trademarks

•  Foreign employees and distributors may own brands and logos,

•  Domain names - cyberpiracy •  Consultants may own copyright in logos and

website and other software (copyright) •  Lack of clearance may lead to infringement

–  need to cease use of trademark after expending vast resources in goodwill


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IP NON-POLICY –  Specific problems- Patents

•  Employees own inventions, rights varying with jurisdiction

•  No patent portfolio –  no right to block copyists –  no bargaining chips

•  No licensing revenue •  May carelessly/willfully infringe others’ rights --

–  treble damages


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IP NON-POLICY –  How to change?

•  CXO takes responsibility and delegates to legal, business, and technical staff within organization, hire and budget as needed, identify inventory, analyze

•  implement new protection, personnel, procurement, and partnering policies

–  Correct past problems? •  License, change operations, reserve

funds


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IP Policy

–  Confidentiality Program •  Inform staff •  Control access to premises, documents, e-files •  Employment agreements •  Consulting agreements •  Non-disclosure terms in partnering agreements •  Invention disclosure program


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IP Policy

–  Copyright Program •  Consultant/Contractor work-for-hire/assignment

agreements •  Mark all publications •  Source code confidential •  Mark on screen and on packaging •  Shrinkwrap/clickwrap licenses •  Register significant documents


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IP Policy

–  Trademark Program •  Clear new product/service marks •  Register significant marks •  Mark consistently •  License carefully (in/out)


IP Non-policy vs. IP Policy

Compare Company A with no IP management and Company B with a high level of IP management.

■  In which company would you rather be an employee?

■  Which company would you rather invest in?


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PERSONNEL POLICIES AND PRACTICES

■  The goal is increasing profit (for corporations) and control (for non-profits) –  Maximize IP assets

•  convert human capital into IP •  convert IP into profit or control •  avoid loss of IP

–  Minimize IP liabilities (enlist employees’ help in avoiding exposure by infringement)


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PROCUREMENT POLICY

■  A => B => C => D

■  Clean title in, clean title out

■  Ensure clean title or public domain

■  ownership vs. license


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•  Information (text, data, graphics) •  Software •  Equipment •  Chemical reagents •  Biological material •  Process technology •  Legal rights (patents, trade secret, trademarks,

copyrights, •  Contract rights (license, option, and assignment

obligations) •  Employee rights on joining and leaving an

employer

What can be transferred from

A to B to C to D?


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PARTNERING POLICY

–  Suppliers –  Customers –  Licensees –  Licensors –  Affiliates –  Research contracts -- Joint development –  Strategic Alliances

Who owns what rights, what rights are being transferred, what happens to new IP?

Coop-etition and

Trademarks

■  Individual trademark –  Identifies individual source

■  Collective mark –  Owned by association –  Identifies group with distinctive qualty, geographhial origin,

etc. –  Can be used by all members of group

■  Certification mark –  use by anybody who complies with the standards defined by

the owner (TEFLON)

■  Geographical Designations of Origin –  May be collective, certification, or otherwise –  Subject to international agreements (c) Michael Gollin 2010


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PORTFOLIO MANAGEMENT

■  How to assess intellectual property rights

(audits, surveys, and inventories) (1) legal theory analysis

•  patent, trademark, copyright (2) process audit

•  trade secret •  copyright

(3) project and product analysis (cross-cutting) •  major existing products •  new planned products and projects

(4) Valuation: Financial accounting:

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Figure 4.8. The innovation forest. New ideas give rise to young innovation trees of the various IP types, which mature, become old, and die, joining the public domain, as other ideas join them. Two IP portfolios are shown; one covers all aspects of idea 1, the other includes just copyrights from ideas 1-5.

Idea 1 Idea 2 Idea 3 Idea 4 Idea 5

patent

Trade secret

copyright

trademark

Other rights

New idea

Old idea


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When to conduct an (E)Valuation of internal/external IP

Triggered by new projects –  buying, selling, starting a business –  developing (improving) new product/service –  selecting new name, logo, literature or launching

new website or marketing campaign –  creating original art, crafts, or software –  bringing on a key employee or consultant for

design, research, or development work –  providing business or technical information to

investors, suppliers, customers.


Accessing IP belonging to others

■  Buy it

■  Get around it

■  Fight it

■  Figure 13.3


Protecting IP rights

■  Choose level of protection for each available IP right –  High –  Low –  No

■  Patents – expensive and long to perfect ■  Trademarks – moderate cost and time to perfect ■  Copyright – low cost and quick to perfect ■  TS – institutional costs and perennial work to

protect ■  Figure 14.2


Maintaining IP rights in a portfolio

■  Reconsider importance (value)

■  Consider entire portfolio to avoid imminence problems

■  Level of protection –  Increase –  Maintain –  Decrease


Policing (enforcing) IP rights

■  Enforcement Triage

■  Key questions for each type of IP right

■  Cost benefit calculation –  Ignore –  Strengthen portfolio –  Contact and negotiate –  Sue

IP strategies change with age

IP strategies differ by industry

The political debate: North vs. South

■  Biopiracy as the taking of traditional knowledge and genetic resources without permission

■  The central dogma of IP: I want access to your innovation but I want to control your access to mine

(Driving Innovation: Intellectual Property Strategies for a Dynamic World)

■  Biopiracy as a bargaining chip Biopiracy by North

vs. IP piracy by the South

Source: NaturalNews.com (August 3 2007) Pirates of the West (comic), http://www.naturalnews.com/021964.html

PIIPA

■  www.piipa.org

■  Serving public interest in developing countries by providing access to volunteer IP assistance

■  Promoting local innovation –  access to agricultural, environmental, and

communication technology –  protection of traditional knowledge, culture, and

biodiversity

■  Non-political, practical mission –  Qualified assistance seekers obtain pro bono counsel –  May use or challenge IP rights –  May work within or reform the IP system

■  Promotes balance: Fair access to IP expertise leads to just results

54 (c) Michael Gollin 2010

Other resources

http://www.piipa.org/index.php?option=com_content&view=article&id=99


Other resources

http://www.iphandbook.org/handbook/case_studies/agfood/


Questions?

Thank You!

[email protected]

202-344-4072

www.venable.com

www.piipa.org

el papel de las marcas en la captura de valor de la propiedad intelectual. parte 1

Documents

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colombia turbana

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