특허확보 및 활용 패턴 분석을 통한 비실시기업의 분류 - BM 구성요소 중심으로 -
Classification of Non - Practicing Entities based on their patterns of patent acquisition and usage
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초록
지식재산권의 가치가 부각되면서 비실시기업(Non-Practicing Entity: NPE)의 비즈니스모델(Business Model: BM)이 주목받고 있다. 비실시기업이란 보유한 특허권으로 직접적인 생산 활동은 하지 않고, 특허의 권리만을 사용해 수익을 창출하는 개인 또는 기업이다. 비실시기업의 BM을 분석·파악하면 지식재산권 분쟁의 해결과 사전방지, 제조기업들의 지식재산 관련 전략수립 및 활용에서 효율성을 높일 수 있다. 비실시기업 관련 기존연구들은 대부분 정성적인 조사연구와 보유특허의 특징을 분석하는 관점에서만 시행되었다. 점차 다양해지는 비실시기업의 사업모형에 대한 이해를 높이기 위해서는 비실시기업이 보유한 특허자산현황과 활용패턴을 실증적으로 분석해 보는 접근이 필요하다. 본 연구에서는 비실시기업의 BM 구성요소와 특허 정보를 수집·분석하고, 비실시기업별 특허정보를 BM 구성요소 관점에서 연계한 뒤 재구성된 BM 구성요소별 지표에 대한 군집분석을 통해 유형 분류를 수행했다. 그 결과 공격적 다분야 유형, 방어적 인수 의존 유형, 응용특허 지향 참여자 밀착 유형, 비실시기업 의존 기술기업 유형, 원천특허 지향 제조업 기반유형의 5개로 정의됐다.
Abstract
A non-practicing entity (NPE) is a patent holder who does not manufacture anything covered by his or her own patents, or has no intention to practice the patented technology. Recently with the increasing importance of intellectual property (IP), NPEs have attracted great attention both from practice and academia. Particularly, if we understand business models (BMs) of NPEs, it will be helpful to protect NPEs from the risk of infringement, and furthermore to establish IP-related strategies in manufacturing companies. However, most of the existing studies on NPEs took qualitative approaches to investigate business models. Only few adopted quantitative approaches enabling us to examine the reality of NPEs especially at a time when their BMs are diversified. Therefore, this study aims to empirically analyze the pattern of the patent acquisition and usage of NPEs, and to suggest the types of their BMs observed in practice. For this purpose, we defined the BM components for NPEs, investigated each of NPEs based on the components, and finally classified them into five groups, which were suggested as a new taxonomy of BMs for NPEs. This is one of the earliest attempts to empirically analyze the characteristics of NPEs and thus is expected to contribute to the understanding of NPEs.
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