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兩岸專利權審查的比較研究－以金融科技相關技術為例

A STUDY OF THE DIFFERENCES IN PATENT EXAMINATION CROSS-STRAITS - EXAMPLE OF FINTECH

林暐傑

國立台灣科技大學專利研究所碩士生

耿筠

國立台灣科技大學專利研究所教授

Wei-Jie Lin

Master, Institute of Patent,
National Taiwan University of Science and Technology

Yun Ken

Professor, Institute of Patent, 
National Taiwan University of Science and Technology


摘要

尋求技術性競爭優勢的經濟活動中，取得專利權以排除競爭者使用自己研發成果，是保護關鍵性資產的重要手段。在兩岸科技類商品貿易量持續成長的現況下，藉由專利保護創新技術而擁有競爭優勢，是兩岸貿易良競爭的重要議題。然而，相同創新技術在兩岸申請專利所能獲得的保護範疇是否相同，過往較少討論或僅就個別案件進行比較分析。本文採用同時以相同金融相關創新技術之專利申請案件與其後續審查結果為研究樣本，有系統性的比較審查結果之差異，以推論兩岸申請專利取得權利範圍的差異。

本文引用優先權制度篩選2012年至2019年之申請案為研究樣本，並交叉使用我國智慧財產局建置之全球專利檢索系統（GPSS）、中華民國專利檢索系統、歐洲專利局建置之Espacenet專利檢索系統與中國大陸國家知識產權局建置之本國專利檢索系統，以專利文件首頁資料進行研究樣本的檢索、篩選、比較，並採用人工逐篇檢視方式分析審查結果與審查理由。

從整體統計數據來看，相同創新技術在兩局分別申請專利後的狀況不同：一、台灣的核准率較高；二、兩局皆核准之專利的請求項項數差不多；三、兩局皆核准狀況下，在台灣請准之請求項1限縮比例較少而權利範圍較大。據此推論，在台灣取得的專利權利範圍較大。兩局皆不予專利的申請案，兩岸專利專責單位提出的核駁理由相當一致。

關鍵字：兩岸議題、專利核准率、金融科技、申請專利範圍、專利審查

ABSTRACT

In economic activities seeking technological competitive advantages, obtaining patent rights to exclude competitors from using one's own R&D results is an important means of protecting critical assets. With the continuous growth of cross-strait trade in technological commodities, it is an important issue for cross-strait trade competition to have a competitive advantage through patent protection of innovative technologies. However, whether the same innovative technology can obtain the same scope of protection when filing for patents on both sides of the Taiwan Strait is a topic that scholars have seldom discussed in the past, or they only conduct comparative analysis on case studies. This article uses the same patent applications of fintech-related innovative technology and its subsequent examination results as a research sample, and systematically compares the differences in the examination results to infer the differences in the scope of rights obtained from patent applications across the Taiwan Strait.

This study uses the priority claim to select the applications from 2012 to 2019 as research samples, and uses the first page information of said applications by searching the Global Patent Search System (GPSS) established by the Intellectual Property Office of Taiwan, Espacenet established by the European Patent Office, the domestic patent search system established by Taiwan and Mainland China to screen out appropriate samples. Manual reviewing is used at analyzing the examining outcomes and objection reasons.

From the overall statistical data, the situation of the same innovative technology after filing patents in the two offices is different: first, the issued rate in Taiwan is relatively high; second, the number of claims for patents allowable by both offices is similar; third, under allowable status, claim 1 in Taiwan has fewer limited and a boarder scope of rights. It can be inferred that the scope of patent rights obtained in Taiwan is relatively large. When the two offices do not grant a patent simultaneously, the objections reasons by both offices are quite consistent.

Keywords: Cross-Strait Issues, Patent Approval Rate, Fintech, Scope of Invention, Patent Examining

回目錄

台灣中油轉型策略研究

RESEARCH ON TRANSFORMATION STRATEGY OF CPC CORPORATION, TAIWAN

陳慶原

國立臺中科技大學會計資訊系碩士

鄭如孜

國立臺中科技大學會計資訊系副教授

Ching-Yuan Chen

Master, Department of Accounting Information,
National Taichung University of Science and Technology​

Ju-Tzu Cheng​

Associate Professor, Department of Accounting Information,
National Taichung University of Science and Technology​ 


摘要

自2016年4月22日巴黎協議生效後，為因應各國禁售燃油車政策，許多汽車製造商致力發展新能源車。台灣政府原擬自2030年新購公務車只能採購純電動汽機車，自2035年起禁售燃油機車，自2040年起禁售燃油汽車。儘管此政策於2019年宣佈暫緩實施，但由於新能源車普及化已是不可逆的趨勢，台灣中油股份有限公司（以下簡稱台灣中油）自成立起即以供應國內各種油品為主要業務，在此潮流下勢必對其造成衝擊，必須及早進行企業轉型以找尋生存契機。本研究目的為：一、釐清新能源車普及化將使台灣中油面臨哪些危機；二、觀摩國外石油大廠採取哪些轉型策略；三、探討適合台灣中油的轉型策略有哪些。

本研究認為短期內若禁售燃油車政策由全面純電動化折中為只禁純燃油車，對台灣中油的加油站業務影響將最小，氫能車成為市場主流次之，全面純電動化將對加油站營收影響最大。

關鍵字：中油、電動車、禁售燃油車政策、企業轉型

ABSTRACT

Since the Paris Agreement took effect on April 22, 2016, many automakers have been devoting themselves to developing new energy vehicles in response to the ban on the sale of fuel-powered cars in various countries. In Taiwan, the government initially proposed that starting from 2030, newly purchased government vehicles could only be pure electric vehicles, the sale of fuel-powered motorcycles would be banned from 2035, and the sale of fuel-powered cars would be banned from 2040. Although this policy was announced to be suspended in 2019, the popularization of new energy vehicles is an irreversible trend. CPC Corporation, Taiwan (CPC) has been primarily focused on supplying various petroleum products as its main business since its establishment. The trend will have an impact on it, and it is necessary to carry out enterprise transformation to find opportunities for survival as soon as possible. The purpose of this study is as follows: 1. To identify what crises CPC will face due to the popularization of new energy vehicles; 2. To learn from the transformation strategies adopted by major foreign oil companies; 3. To explore suitable transformation strategies for CPC.

This study believes that if the policy of banning fuel-powered vehicles is compromised from full-scale pure electric vehicles to only banning pure fuel vehicles in the short term, the impact on CPC’s gas station business will be the least, followed by hydrogen-powered vehicles becoming the mainstream of the market, while a complete transition to pure electric vehicles will have the maximum impact on gas station revenue.

Keywords: CPC, Electric Vehicles, Ban on the Sale of Fuel Vehicles, Enterprise Transformation

回目錄

由整合分析與系統性回顧來建構價值創造理論

VALUE CREATION THEORY CONSTRUCTION VIA META-SYNTHESIS AND SYSTEMATIC REVIEW

劉楚明

國立臺北大學企業管理學系博士候選人

陳宥杉

國立臺北大學企業管理學系特聘教授兼商學院院長

Chor-Beng Liew

Ph.D. Candidate, Department of Business Administration,
National Taipei University

Yu-Shan Chen​

Dean, College of Business & Distinguished Professor, Department of Business Administration,
National Taipei University


摘要

目前學術界各學派對於價值創造尚未有統一的觀點，本研究從各面向針對價值創造進行整合分析。價值有多重涵義與各角度研究，例如：金融財務、行銷、作業管理、經濟學、策略、知識管理以及價值論。本研究利用整合分析來探究價值與價值創造，也同時去挖掘潛在價值概念、缺失環節或新的價值與價值創造概念，並形成新的理論架構，而有助於未來研究和新知識，且進一步有助於學術界與社會之應用。

關鍵字：價值、價值創造、理論建構、整合分析、系統性回顧

ABSTRACT

This research study attempts to understand value creation by scholars of different research disciplines via systemic literature review. Due to the polysemous nature and different perspectives from various disciplines including finance, marketing, operation management, economics, strategy, knowledge management, and axiology, this research study focuses on analysis and meta-synthesis of various value and value creation related constructs. Identified concepts are linked to form a theoretical framework. The value creation process involves creation and capture, as well as exchange and usage.

Keywords: Value, Value Creation, Theory Construction, Meta-synthesis, Systemic Review

回目錄

進金生實業－運用數位轉型打造新節能服務商業模式​

ACMEPOINT TECHNOLOGY CO. - USING DIGITAL TRANSFORMATION TO BUILD A NEW ENERGY-SAVING SERVICES BUSINESS MODEL

許銘喬

朝陽科技大學企業管理系博士候選人

楊文華

朝陽科技大學企業管理系副教授

蕭世雄 

康博管理顧問公司執行長

鍾任琴  

朝陽科技大學天生講座教授

許駿紘

朝陽科技大學企業管理系碩士生

Min-Chiao Hsu

Ph.D. Candidate, Department of Business Administration,
Chaoyang University of Science and Technology

Wen-Hua Yang

Associate Professor, Department of Business Administration,
Chaoyang University of Technology

Shih-Hsung Hsiao

Chief Executive Officer, COMBO Management Consulting Co, Ltd.

Jen-Chin Chung

Chair Professor, Department of Business Administration,
Chaoyang University of Science and Technology

Jun-Hung Hsu

Master Student, Department of Business Administration,
Chaoyang University of Science and Technology


摘要

個案公司原只從事協助大型工廠客戶進行節能管理作業，但公司董事長擬拓展業務至性質迥異的商辦大樓客戶。在舊有的思維及模式下，第一階段的內部報酬率評估雖為不可行，但因董事長的不放棄，團隊重新思維並應用價值工程於節電工程－硬體－的改變，從而得以拓增客源，增加營收與獲利。然而因軟體－顧客服務未隨之改變，再度出現令人意想不到的挑戰。團隊改弦易轍應用服務藍圖，再次將不可能變為可能。透過兩階段－硬體與軟體（服務）－的演進，不僅讓公司從既有的工廠節能跨足到商辦大樓，也因此開展出嶄新的節能服務商業模式。

關鍵字：內部報酬率、價值工程、服務藍圖

ABSTRACT

The case company originally only engaged in energy-saving management for large factory clients, but the company's chairman proposed expanding the business to commercial office building clients with different characteristics. Under the existing mindset and business model, the internal rate of return for the first stage was evaluated and determined to be unfeasible. However, because the chairman refused to give up, the team reevaluated its options and applied value engineering to the “hardware” component (i.e., energy-efficient system). As a result, the case company expanded its customer base and increased its revenue and profits. Nevertheless, the “software” component (i.e., customer service) was not improved so that the company encountered new unanticipated challenges. Accordingly, the team transferred to made use of the tool of service blueprint and finally make impossible to be possible again. Through two stages of hardware and software improvements, the case company was able to expand its customer base from factories to include commercial buildings, paving the way for the construction of a brand-new energy-saving business model.

Keywords: Internal Rate of Return, Value Engineering, Service Blueprint 

回目錄