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Benchmarking National - PRO INNO Europe

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70<br />

BENCHMARKING NATIONAL AND REGIONAL SUPPORT SERVICES FOR SMES IN THE FIELD OF INTELLECTUAL AND INDUSTRIAL <strong>PRO</strong>PERTY<br />

Thus, for gauging the performance of a service, and depending on the service<br />

goals, not only the number of patents filed, but also the value of these patents<br />

as well as interdependencies and reciprocities with other IP protection<br />

methods have to be taken into account. Such interdependencies/reciprocities<br />

arise, for example, when companies refrain – as a result of advice taken from a<br />

support service – from patenting (resulting in a decrease or no change with respect<br />

to the measure “patent filed with support of the service”), and use other IP<br />

protection tools instead, e.g., a trade mark, which would mean an increase with<br />

respect to this indicator. The question then is how all the respective increases/<br />

decreases of the individual measures should be valued on an aggregate level.<br />

All in all, a clear distinction must thus be made for using the indicator “IPR title<br />

filed with support from the service” within a monitoring system and its usage for<br />

performance measurement. The evidence gathered points to a situation where<br />

particularly careful ex-ante planning is needed in order to develop a set of<br />

performance measures that (i) go beyond simple counting of patent or other IPR<br />

title applications and that (ii) are closely tied to the goals of the service. A service<br />

which, for example, has as its goal to foster only the best patent ideas is likely to<br />

take the value of the supported patents and their actual commercial success much<br />

more into account (which in turn probably entails fewer supported patenting<br />

projects) than a service which has the goal of helping SMEs get first experiences<br />

with the patenting process.<br />

Evidence from the user survey employed in the case study analysis<br />

One of the goals of the user survey conducted in the course of the case study<br />

analysis in phase 3 of the research was to assess the impact on the beneficiaries of<br />

the services, i.e., the outcome of the service activities seen at firm level by the user<br />

base. Two assumptions were made: First that a good practice service will not only<br />

encourage the usage of a particular IP protection method, but also discourage<br />

its use if it is not appropriate in the business context of the supported SME. This<br />

assumption entails that the usage/attention levels given to different IPR and<br />

informal IP protection tools may either decrease or increase, and no “positive”<br />

judgement concerning a particular direction of the change is a priori possible.<br />

Second, that the limitations presented above would not make it feasible to use<br />

metrics of the type “IPR instrument filed with support from the service” for<br />

measuring the outcome of the service.<br />

In order to assess the outcome and impact of the services, a more qualitative<br />

approach was chosen by applying the concept of “behavioural additionality” (see<br />

also OECD, 2006). In this context, it was aimed to capture behavioural and/or<br />

attitude changes – together with their direction – with respect to IPR-related<br />

activities which were induced by the services within the supported SMEs. Graph 16<br />

shows the aggregate results for all 15 case study services.<br />

The following observations can be made:<br />

� Most of the changes took place with respect to the aspects “general<br />

awareness” (which increased for 55 % of the users of the services) and<br />

“general knowledge management know-how” (which increased for 46 % of<br />

the users). The knowledge of the patent environment improved for about<br />

42 %. Thus, the three most important behavioural changes induced concern<br />

the IP and IPR know-how of the company.<br />

� The increased know-how has led to a significant share of SMEs pooling their<br />

IPR know-how with certain departments or persons – formal IPR responsibilities<br />

within the enterprise have increased in about 28 % of the supported<br />

enterprises.<br />

� Interestingly, and despite the patent centricity of most IPR services, patent<br />

usage within the company’s IPR strategy increased only with 27 % of the<br />

companies. Thus, a higher focus on patents ranks only fifth, if compared to the<br />

other aspects scrutinised.

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