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米国特許弁護士
ジェームズ・ホッペンフェルド
HSRS法律事務所
米国特許弁護士
渡辺 裕一
オーシャ・リャン法律事務所
Patent Enforcement Opportuni1es for Japanese Companies
2013年7月29日
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Seminar Outline
I. IP Value and The Culture of Enforcement II. Interna1onal Patent Li1ga1on in the U.S. III. Japanese Companies Bending the Culture IV. U.S. Patent Li1ga1on: How It Works V. Pre-‐li1ga1on Cost and Risk Management for
Japanese Companies VI. Li1ga1on Cost and Risk Management for
Japanese Companies
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I. IP Value and The Culture of Enforcement
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5
Companies with Strong Patents Are More Successful
$40,000
$35,000
$30,000
$25,000
$20,000
$15,000
$10,000
$5,000
0
James E. Malackowski, (December 10, 2004), Using Intellectual Property to Grow. The Beacon (Chicagoland Entrepreneurial Center). Retrieved from hXp://www.oceantomo.com/news_dec10_2004.html.
1991 1993 1995 1997 1999 2001 2003
Top-Scoring Companies (the 25 S&P 500 companies with the highest patent scores) S&P 500
Inves@ng in Inven@on Pays Off Companies holding patents that are cited most frequently by papers and other patents and that yield marketable products the fastest have far outperformed the S&P 500. This chart depicts the successive year-‐end values of $1,000 ini1ally invested in January 1990.
* through August
*
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Intellectual Property Has Become More Valuable to U.S. Companies
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7
Patents Generate Cash
U.S. IP Licensing Income, Annual: Over $100 Billion
Asset Value, U.S. (es@mate): Over $5 Trillion
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Intangibles in Japan
• US – intangibles 11.7% of GDP • Japan – intangibles 8.3% of GDP
hXps://www.google.com/search?q=us+gdp&oq=us+gdp&aqs=chrome.0.69i57j0l3.1891j0&sourceid=chrome&ie=UTF-‐8
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U.S. – IP Strategy
• IP as capital to be invested, not expense to be managed
• IP revenues to minimize business risks and counter the business cycle
• CEO decision-‐making • IP and business SWOT analysis
– Strengths Weaknesses Opportuni1es Threats
• Matching IP strategy to technology life cycle
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IP and U.S. Business Success
Intellectual Property competence and needs: 1) Freedom to operate 2) Market entry and posi1on – acquisi1on 3) Full exploita1on of technology/licensing-‐out 4) Integra1on with business, regulatory
standards, marke1ng, R&D, etc. 5) Leveraging IP for industry influence – e.g.
industry standards
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Value and Enforcement
IPWatchdog, hXp://www.ipwatchdog.com/2011/08/02/patent-‐li1ga1on-‐sta1s1cs-‐1980-‐2010/id=17995/
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U.S. and the Culture of Enforcement
• Protec1ng or gaining market share – Offense and Defense
• Establishing market leadership • Increasing revenue and realizing value
PATENTS ARE NOT JUST FOR DEFENSE
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Culture of Enforcement
It is acceptable business prac1ce to: • Accuse someone of infringement
– “no1ce leXer” • File a lawsuit to protect IP rights • Use patents as leverage with a compe1tor’s customers or clients
• Take advantage of those who won’t assert or defend their rights
• Lose a case trying to protect IP rights
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Patent Enforcement – Real World Example, 01 Communique v. LogMeIn In July, 2012, U.S. appeals court rules in favor of patentee, 01 Communique, on claim construc1on issue. The result:
• 01 Communique stock price: up over 43% • LogMeIn stock price: down over 22 percent on 10x volume
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Japan and Enforcement Poten1al
World Intellectual Property Report, The Changing Face of Innova1on (2011), p. 66, Figure. 1.30 Copyright © 2013 All rights reserved
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U.S. Li1ga1on – Recent Trends
• Rise of NPEs and PAEs • The AIA and “li1ga1on” at the U.S.P.T.O. • Forum selec1on
– Changing law – Changing favorable forums?
• Remedies: expansion and contrac1on • New law: inequitable conduct, willfulness/privilege
• Design patents
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U.S. Li1ga1on -‐-‐ Constraints
• Extent of available remedy • Disrup1ons to business • Li1ga1on fees and costs • Risk management
THERE ARE SOLUTIONS!
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II. Interna1onal Patent Li1ga1on in the U.S.
Non-‐U.S. Companies in U.S. Courts
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Forum: Where Interna1onal Li1ga1on Happens
• U.S. District Courts – especially “top 10” districts
• United States Interna1onal Trade Commission (ITC)
• Others? Not so much – for now.
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Growth in the ITC – What this Means
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ITC and Non-‐U.S. Complainants
• 30% (15/50) of recent ITC complainants include a non-‐U.S. company
• Countries represented include: Finland, Germany, Belgium, Australia, Canada, China, Sweden, Singapore, Taiwan, Switzerland, Israel, and Japan
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Non-‐U.S. Companies in District Courts
• Case study: Commil USA (Israel) v. Cisco Systems, Inc. – Eastern District of Texas – Patentee and plain1ff based in Israel – Patent purchased for $400,000.00 – Trials in Eastern District of Texas – First trial $3.7 million for direct infringement; second trial $63.7 million in damages
– Federal Circuit vacates most of damages because of bad instruc1on, but plain1ff will have another opportunity to recover
– No maXer what happens, a win for Commil
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The Future: Japanese Companies as Enforcers
• Changing economics and business climate in Japan
• Non-‐U.S. li1gants increasingly asser1ng rights • Changing economics of trying a patent case • U.S. forum as test for increasing compe11on worldwide
• No compe1ng forums worldwide • Risk/reward calcula1on should become increasingly favorable
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III. Japanese Companies Bending the Culture
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Opportunity in the US
• World’s most highly developed and comprehensive IP system
• World’s biggest and lucra1ve IP market • Poten1al to penetrate market and gain market share
• Exploit full value of your IP
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US percep1on of Japanese Companies/Culture
• Conserva1ve • Indirect and vague • Secre1ve and slow • Excessively sensi1ve • Weak leadership and decision-‐making process
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Strength of Japanese Companies and Their IP
• Original, innova1ve technologies • High-‐quality products • Group orienta1on • Strong social corporate responsibility
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Maximize Your IP value
• Integrate your IP strategy with your global business strategy – Protect your ideas – Generate revenue – Gain compe11ve advantage
• “SWOT” analysis • Cost/benefit analysis • Get upper management involved
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Establish a Framework for Enforcement
• Manage Your IP porwolio – Iden1fy nature and scope of your porwolio – Group similar IP assets together – Look for “crown jewels”
• Track your compe1tors and look for infringement – Purchase and analyze compe1tors’ products – Monitor compe1tors’ patent filings – Review technical journals, trade shows, ads
$aver: Earlier the beXer!
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Team up with US Counsel
• Consult US counsel if you suspect infringement • Do not contact infringers directly
– Risk of declaratory judgment ac1on
• Do not stay idle – Risk of laches, equitable estoppel
• What to say/not say to customers, suppliers, compe1tors and other targets
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Conduct Due Diligence
• Check inventorship and ownership • See if your products are marked • Establish enforcement goals • Evaluate validity and infringement • Decide on 1ming and method of enforcement
– Business stage of development – Business cycle
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Importance of Enforcement
• Exclusionary effect of IP is not automa1c – Patents (monopolies) have no value unless you enforce them
• Enforcement gives you respect in the marketplace
• Risks of NOT enforcing your IP rights – Discourages licensing
• License is nothing more than a promise not to sue!
– No return on money to obtain and maintain IP
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IV. U.S. Patent Li1ga1on: How It Works
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Li1ga1on Timetable
• Target and forum selec1on • Case schedule • Pleading and mo1ons • Discovery • Trial • Post-‐trial • Appeal
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Target and Forum Selec1on • Unique considera1ons for Japanese companies • When forum maXers and when it does not • Tradi1onal factors:
– Friendliness to patentee – Time to trial – Likelihood of SJ or “easy out” – Convenience
• Special considera1ons for ITC, PTO, and CFC $aver: Second best can be OK
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Timetables and Phasing
• Time to trial • Time to claim construc1on • Stays/alterna1ve forums • Preliminary injunc1on? • How and when to raise defenses • Bifurca1on
$aver: Narrow the case!
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Pleading and Mo1ons
• Then: Easy to start a case. Now: Just a bit harder.
• Mo1ons to dismiss, stay, transfer • Preliminary Injunc1on • Summary Judgment
$aver: KISS!
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Discovery • U.S. – Liberal discovery • Biggest driver of costs, but also biggest opportunity to save
• Important role for Japanese counsel • Discovery tools • When discovery happens • Experts • What discovery means to the Japanese company
$aver: Close coordina1on between U.S. and Japanese lawyers
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Pre-‐trial and Trial
• Pre-‐trial mo1ons • Witnesses • Jury/non-‐jury • Time of trial/clock management • Varia1ons
$aver: Tell a story. KISS.
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Remedies/Post-‐trial
• Mo1ons for JMOL and new trial • Willfulness and Enhancements • Remedies: injunc1ons and ongoing royal1es • Contempt • Reli1ga1on
$aver: Early planning
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Appeal
• One court of appeal: Federal Circuit • Not a court of second instance. Or is it? • Stays • Interlocutory appeal • Bonds • Timing
$aver: Be REALISTIC
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SeXlement
• Timing • ADR • People • SeXlement failures • What seXlement does NOT do
$avers: Priori1ze the issues. Li1gate to win, not to seXle.
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V. Pre-‐li1ga1on Cost and Risk Management for Japanese
Companies
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Establish a Tiered Triage Process
Example of a Tiered Triage Process • Tier 1 -‐ Low risk
– Memo to file; no further ac1on • Tier 2 -‐ Medium risk
– Solicit technical input – Submit to risk commiXee
• Tier 3 -‐ High risk – Obtain invalidity/noninfringement opinion from U.S. counsel
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Be Prepared for Li1ga1on
• IT infrastructure is key – Quick implementa1on of “li1ga1on hold” – Preserva1on and classifica1on of electronic and documentary evidence
• No1fica1on to involved employees • Scalability • Document reten1on policy • Training and educa1on
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PTO Proceedings as Defense
• Less expensive, speedier alterna1ve to li1ga1on
• Ex parte reexamina1on • Inter partes review • Post-‐grant review • Covered business method patent review
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VI. Li1ga1on Cost and Risk Management for Japanese
Companies
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US AXorney/Benrishi-‐Client Privilege
• Documents and communica1on reflec1ng legal advice from Japanese benrishi may be privileged in US li1ga1on as a maXer of comity
• However, a US aXorney should always be copied in communica1ons to ensure privilege
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Common Piwalls and Solu1ons for Japanese Companies
• Piwalls – Overemphasis on upfront cost reduc1on – Too passive/polite
• Solu1on – Focus on long-‐term cost effec1veness
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Common Piwalls and Solu1ons for Japanese Companies (cont’d)
• Piwalls – Rigid corporate bureaucracy – Slow decision-‐making
• Solu1on – Keep the senior management updated and involved
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Common Piwalls and Solu1ons for Japanese Companies (cont’d)
• Piwall – Overzealousness to seXle
• Solu1on – Ini1ate seXlement nego1a1ons at strategic 1mings
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Common Piwalls and Solu1ons for Japanese Companies (cont’d)
• Piwall – Underproduc1on during discovery
• Solu1on – Stress informa1on transparency – Familiarize and educate employees of US discovery obliga1ons
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ご清聴有り難うございました
James Hopenfeld
Hopenfeld, Singer, Rice & Saito
渡辺 裕一
Osha Liang LLP
ご質問等ございましたらメールにてお気軽にご連絡ください Copyright © 2013 All rights reserved