基于价值网络的高校专利运营模式分析——犹他大学案例研究

An analysis of the patent commercialization model based on the value network theory:A case study of University of Utah

以美国犹他大学为案例研究对象,本文结合商业模式要素理论分析了高校专利运营模式的五个组成要素,包括价值主张、流程活动、伙伴关系、资源能力和收入模式;同时,根据价值网络理论,在解析高校专利运营价值网络的结构的基础上,总结出高校专利运营依赖于"伙伴关系-关键活动-资源能力"的价值创造实现路径,并分析了价值创造中的客户导向特征;最后,遵循"价值定位-价值创造-价值获取"的逻辑,提出高校专利运营模式模型,为中国高校完善专利运营模式,提升专利运营效率提供借鉴和启示。

Universities play an important role in the national innovation system. There is an increasing interest in the analysis of how universities should improve the performance of patent commercialization for making their specific regional contribution. Some research analyzed the model of patent commercialization, and discussed how universities should conduct patent commercialization for better performance;however, the majority of these researches neglect the issue of value creation, which is the core of patent commercialization model. Meanwhile, deviating from the needs of enterprises is often considered as one of the fundamental reasons hindering patent commercialization. Although some researchers proposed a patent commercialization model emphasized customer orientation, how customer-oriented strategy influence the design of patent commercialization model is still not clear. Therefore, through a case study on the patent commercialization practice of University of Utah, the U.S., this paper identified five elements of the business model of patent commercialization following the core logic of "value proposition-value creation-value capture", elucidated the value creation on the basis of analyzing the value network of patent commercialization, and discussed the customer orientation in the value creation.The results show that: First, the elements of the business model of patent commercialization include value proposition, process and activities, partnership, resource and capability and revenue model. Among the five elements, value proposition defines what value will be created;partnership, process and activities and resource and capability can be used for the elucidation of how to create value;revenue model displays how a university obtain value in patent commercialization. Second, the value network of patent commercialization is structured with nodes and lines. Nodes refer to the stakeholder of patent commercialization and lines refer to the value flow among these nodes. The value can be divided into patent and its derivative, cash income and invisible income. Third, the value network provides access to complementary resources for the stakeholder of patent commercialization. The stakeholder cooperates with each other and creates value together relying on certain resource through a series of activities. At last, the customer-orientated strategy of patent commercialization can be achieved by expanding the partnership with industries and developing a procedure for better participation of enterprises in patent commercialization.The paper provides reference and inspiration to Chinese universities for improving the model of patent commercialization and improving the efficiency of patent commercialization. First, universities may not only focus on the economic income in patent commercialization, but can also try to stimulate patent commercialization by emphasize the invisible income like knowledge, social reputation and so on. Second, Chinese universities shall take full advantage of the social organization like academy to form a value network for obtaining complementary resources and making up for the lack of market adaptability of their patents. Third, universities shall conduct patent value analysis during patent commercialization to increase the effectiveness. Forth, universities shall set up or entrust a special agency that is staffed with specialists for patent commercialization, which is conductive to risk reduction.