北美智權報291期火熱出刊,封面故事【人工智慧專題】,其他精彩內容包括:
● 生技新藥條例修法在即,人工智慧可望納入適用範圍
● AI應用該如何規範,歐盟給了最新說法
● 簡介「高階印刷電路板之專利布局分析」報告
● 顯示技術在智慧醫療的發展趨勢與商機
● 網路賣家與網紅應有的著作權思維
● Ω和π的商標故事
● 未按原商標型態使用與商標法廢止事由之修法建議
● 書名與人名成為註冊商標的可能性:歐盟經驗
● 澳洲聯邦法院判決AI發明人可申請專利? 2021年Thaler v Commissioner of Patents案
● 《IP小辭典》專利權更正
● 解析拜登政府的新外交政策
● 大陸併購違法審查:滴滴、騰訊和阿里問題多,美團和百度等躲過一劫?
● 晶片人才培養難題極待化解
● 從「麟洋配」談國際間防範商標搶註之發展及趨勢
※ 歡迎訂閱電子報及分享連結:
http://www.naipo.com/Portals/1/web_tw/enewsletter/enewsletter-291/naipo_ip_news.htm
※ 簡體中文智權報同步出刊,連結如下:
http://cn.naipo.com/Portals/11/web_cn/enewsletter/enewsletter-93/naipo_ip_news.htm
patents中文 在 北美智權報 Facebook 的精選貼文
北美智權報263期火熱出刊,除了封面故事【從廣明案看美國陪審審理 ─ 談在美訴訟的勇氣與智慧】外,精彩文章尚包括:
● 秘密銷售構成先前技術於各國之現況 (上)
● 歐盟的「智財犯罪」問題不容小覷!
● USPTO引進「Patents 4 Partnerships」市場平台,初期以COVID-19專利為主
● 口罩國家隊康那香:從不織布到防疫科技應用
● 零售業的行動支付創新
● 美國專利法新穎性規定之新舊法適用判斷
● 「雙十一」能否註冊為商標?兩岸看法大不同
● 從中山咀香園與澳門咀香園間之商標權爭議案思考反向混淆理論
● 商標因未使用被廢止前仍可主張侵權?歐洲法院2020年Cooper International Spirits and Others案
● 您的創作是商標戲仿還是商標侵權?
● 羅東川呼籲:中國應制定知識產權案件審理專法
● 三問大陸平台經典名著付費電子閱讀模式:可以嗎?合適嗎?違法嗎?
● 「運用」方能取得專利適格─ 2020年Illumina v. Ariosa Diagnostics案
● 只要聰明運用,你的一天不只24小時
※ 歡迎訂閱電子報及分享連結:
http://www.naipo.com/Portals/1/web_tw/enewsletter/enewsletter-263/naipo_ip_news.htm
※ 簡體中文智權報同步出刊,連結如下:
http://cn.naipo.com/Portals/11/web_cn/enewsletter/enewsletter-65/naipo_ip_news.htm
#北美智權報 ─ 提供您最需要的 #專利實務與知識
patents中文 在 貓的成長美股異想世界 Facebook 的最佳貼文
[科技業的護城河]
這篇是講矽谷投資人, 是如何在一堆的新秀中, 挑選可以投資的創新公司.
裡面有提到護城河.不過有些跟"尋找投資護城河"一書提的不太一樣.
我也認為, 研究個股, 尤其是科技相關類股, 除了要看它有沒有先行者優勢(first mover advantage), 也需要注意公司有沒有自己的生態系統, 以及它在更大的生態圈/供應鏈中扮演了甚麼角色.
********
(中文譯稿見此:https://36kr.com/p/5141901)
常見的護城河至少有以上六種:
技術。更好的基礎技術當然是一種護城河。在極端情況下,能夠為客戶帶來利益的新技術可以演化為一種行業標準,你也可以把它理解為一種壟斷,就像英特爾一樣。
生態系統。 YouTube 從內容生產者、分發渠道到內容的託管、保存,建立起了一整套生態系統。類似的,蘋果的 App Store 也有自己的生態。
網絡效應。社交網絡現在已經很好理解了。此外,如果某種按需服務具備了一定的流動性,並且與消費者建立了親密關係,或者是基本控制了需求或供應方其中一方,也可以算作網絡效應。
產品領導者。像 Salesforce,Workday 和 ServiceNow 這樣的雲服務提供商,搭建了一套完整的解決方案,而且創新速度夠快,產品功能完善,成為其細分行業的領導者,當然也算是一種護城河。
渠道。尤其是對於 to B 產品來說,能不能在一個企業內部流通,既是一個挑戰,也是一種優勢
********
原文寫的比較仔細, 轉貼在下方: https://news.greylock.com/what-do-i-look-for-in-a-pitch-866355bddb3
We love to talk about “network effects” in Silicon Valley, but many believe that starts and end with the social, viral growth of Facebook. But network effects can build many kinds of moats that defend them against copycats and price erosion.
I don’t describe every kind of moat here (e.g., regulatory) and many great companies will have new types of moats — ones yet to be invented. No moat is absolute or permanent or I’d be out of a job! Still, having a thesis on your defensibility is essential, even at the Series A.
--Tech. We continue to believe in new and better fundamental technology as a moat — not so much patents or legal protection, but products that are hard to build well or take advantage of a fundamentally new approach. In extreme cases, a technology advantage that translates into a customer benefit can turn into a standard — an effective monopoly — as in the case of Intel. In most cases, even a great technology moat only gets you far enough to become a market leader, buying you the right to work closely with customers and enabling you to define the market.
--Ecosystem moats come in many flavors — from becoming the default hosting site for user-generated video content (YouTube), to the rapid, developer-driven free adoption of container technologies and growth of associated tooling (Docker), to the developers that now make >$20B a year through the Apple app store.
--Networks. Social networks are now pretty well-understood. Marketplaces and on-demand businesses reach a liquidity point (even a local one) and build mindshare with consumers that becomes hard to displace. Often, marketplaces have some advantaged acquisition strategy for at least one side (demand or supply) — they’ve built a community, offered a compelling new service, have organic or viral spread.
--Product leaders. In the enterprise, cloud pioneers like Salesforce, Workday and ServiceNow built complete, core workflow solutions with a new architecture. Their faster-innovating products, (at that time novel) SaaS consumption model, and dominant go-to-market machines have made them category leaders. Each is now expanding their initial moats to become platforms for other applications and workflows.
--Distribution represents a new generation of user-adopted SaaS products. End-user engagement within organizations is often a weak spot for enterprise software incumbents. Deploying software is a challenge for most organizations, and consumers who are using more software in their own lives expect better choice and usability. Simplicity and quality of design has become a moat, especially when coupled with product features that encourage adoption within an organization, or new layers of value for incremental users within an organization. Is it better for me if my team also uses a tool? What about my manager?
Capturing a unique dataset is also emerging as a moat in the age of AI-powered products. If your workflow product or MVP is useful on its own, and you can use it to collect unique data, you can then learn from that data to build a better and smarter product, improving the user experience — driving a new virtuous cycle.
patents中文 在 Taller COMPITTE: Patent box y las ventajas del software 的推薦與評價
El IP-Box, (también llamado Patent Box), es un incentivo fiscal que consiste en una reducción de la base ... ... <看更多>