Project Steering Committee Thursday, August 15, 2013 Co-Chairpersons:Clint Hinman Michelle Ziemba.
LES Presentation by Brian Hinman
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Transcript of LES Presentation by Brian Hinman
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Delivering innovation thatmatters to you
Brian HinmanCEO, Philips Intellectual Property and StandardsChief Intellectual Property Officer, Royal Philips
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Our vision At Philips we strive to make the world healthier and more sustainable through innovation.
Our goal is to improve the lives of 3 billion people a year by 2025.
We will be the best place to work for people who share our passion.
Together we will deliver superior value for our customers and shareholders.
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Founded in 1891, in Eindhoven, The Netherlands, to manufacture incandescent lamps and other electrical products. For more than 120 years, we have been improving people’s lives with a steady flow of ground-breaking innovations.
A born innovator
Philips’ founding fathers: Frederik, Gerard and Anton Philips
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Royal Philips
42%Healthcare
37%Lighting
21%Consumer Lifestyle
Est. 1891Headquarters inAmsterdam, Netherlands
113,000+Employees worldwide in 100+ countries
€ 23.3 billionSales in 2013Portfolio 70% B2B∽
$9.8 billionBrand value in 2013
* Based on sales last 12 months June 2014 (Excluding Central sector (IG&S)
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Presence in more than +100 countriesPhilips’ revenue across geographies
Growthgeographies
North America
Western Europe
Other mature geographies
36% 30% 26% 8%
1 Based on sales last 12 months June 2014 2 Growth geographies are all geographies excluding USA, Canada, Western Europe, Australia, New Zealand, South Korea, Japan and Israel
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Presence in more than +100 countriesPhilips’ seven largest markets
North America
€6,4billion
1 Seven largest markets by sales in 2013.
China
€2,9billion
Germany
€1,4billion
France
€915million
UK
€692million
Netherlands
€669million
Japan
€1,0billion
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Presence in more than +100 countriesPhilips has R&D sites and manufacturing in all continents
North AmericaEmployees: 29.233
R&D centers: 22Manufacturing sites: 40
EMEAEmployees: 41.829
R&D centers: 21Manufacturing sites: 25Latin America
Employees: 3.189R&D centers: 3
Manufacturing sites: 6
AsiaEmployees: 40.438
R&D centers: 13Manufacturing sites: 25
1 Source: Philips Annual Report 2013.
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We manage a dynamic portfolio and we turn unexpected possibilities into great innovations
+40 64.000 7%of sales
businesses patents in R&D
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We hold unique leadership positions globally
UltrasoundPatient Monitoring
Image-Guided interventions
Sleep Therapy Systems
Cardiovascular X-ray
Healthcare
Kitchen Appliances
Electric Hair Care Rechargeable Toothbrushes
Mother & Child Care
Male Electric Shaving
Consumer Lifestyle
LED Lamps High-performance LED
Automotive Lighting
Professional Luminaires
Lamps
Lighting
1 Global or Regional #1 or #2 position in the market
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Philips Brand: Bringing innovation and you together
With our global presence in over 100 countries - and our trusted brand, we are uniquely placed to understand the local challenges people face.
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Everyone working together to make Philips a stronger brand
One brand promiseConsistent brand experienceDriving brand preferenceGenerating brand value
9.8USD billion
Brand value Growth
Source: Interbrand Best Global Brands 2013 ranking
+8%vs. last year
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Business strategy
Key IP strategy input parameters IP strategyBusiness implications
• Identify risks and opportunity
• Review decision to enter a market / adjacency
• Review plans to continue a business
• Review R&D intensity and programs based on identified IP portfolio generation opportunity
• Identify M&A targets
Value model
• Define models: exclusivity, commercial, mitigation, defensive (incl. market penetration of our technology)
• Evaluate current patent utilization• Define exclusivity enforcement level• Use Sector IP benefits model to assess
IP value
• Define IP needs• Identify portfolio generation
opportunities• Right mix of patents, designs, trade
secrets & trademarks • Defined protection layers• Define country filing scheme• Define IP conditions for 3rd party
cooperations
IP portfolio management
Assess key parameters
Evaluate additional
parameters
• Philips basic IP position• 3rd party IP position• Industry maturity
• Business control points • IP risk• Identified
differentiating capabilities
• Technology characteristics
• Assess competitive technology landscape and trends
• Industry fragmentation and segment market shares
• Other barriers to entry• Role of software /
services / solutions• Importance of
platforms / ecosystems
We define IP strategies based on business strategies and key IP and industry parameters
FIRST VIEW
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• Define innovation needs for short – median – long term
• Create portfolio plan in accordance with IP strategy
Opportunity filtering
Case development
Case realization
IP needs identification
Expire
Maintain as is
Terminate
Capture value (license / enforce / litigation / sell)
Portfolio building On-going optimization / RevaluationNeeds
identification
• Assess inflow and build portfolio from all sources (internal & external)
• Deploy different IP portfolio building options covering relevant IP types in relevant countries
• Use IP acquisition pro actively to enter new domains
• Revaluate the portfolio in cycles with different views such that all IP is assessed at least once every 3 years to identify optimization needs
• Realize value via various ways: maintain or capture value (license-out / enforce / litigation / sell)
Strategy driven & strategy driving; Integrated Intellectual Asset Management
Pro-active IP portfolio management process enables structural capturing of IP value
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Philips has developed the world’s most sophisticated IP Benefits Model
Reliability
Recognition
Accountability
• Shows impact of IP in the period and going forward
• Bottom-up, granular approach by feature/product group
• Using multiple data points as reference
• Adequate level of recognition inside IP&S
• High level calibration done with each BG GM’s
• Alignment within each BG to ensure viability and acceptance of model
• Can be used:– As KPI for IP&S (NPV of
transactions)– For licensing vs exclusivity cases– To track under utilization of IP
potential by business– To flag the impact of expiring IP
protection– For long term target setting
towards businesses
StrengthsThe model enables to measure value enabled through key IP&S activities
• Quantify the IP component of business results (incl. details by feature, types of IP etc.)
• Create awareness on the importance of IP
• Measure the NPV of transactions realized and understand the value of our IP portfolio
• Aid resource allocation decisions (benefits vs. costs)
• Input for business strategy definition
• Reference tool for accounting treatments
• Overall objective is to maximize value out of the Philips IP portfolio
• Rigorous methodology for determining optimal IP value model for Philips
– Understand synergy (e.g. platform, data) effects
– Integrate perspectives from e.g. B/M, research
• Lean governance that ensures decision making at appropriate level
• Mechanism for addressing stalemates
Objectives
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Philips delivers innovation that matters to you
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