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Oliver Gassmann
Title
Prof. Dr.
Last Name
Gassmann
First name
Oliver
Email
oliver.gassmann@unisg.ch
Phone
+41 71 224 72 21
Homepage
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1 - 10 of 18
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PublicationDer Plattform-Navigator: Chancen der Plattformökonomie realisieren(Hanser, 2023-10-13)
;Wolfgang BronnerPhilipp SutterType: book sectionVolume: 3 -
PublicationPlatform Economy: Converging IoT Platforms and Ecosystems(Springer, 2021)
;Bronner, WolfgangFerrandina, FabrizioPlatform companies like Airbnb, Amazon, or Google dominate our economy, and many more are on the rise to disrupt entire industries. In fact, eight of the ten most valuable companies worldwide follow a platform business model. Their success depends heavily on developing and sustaining network effects. This makes it almost inevitable for managers to analyze their own opportunities and risks in the platform economy. For traditional and product-focused companies, the Internet of Things has created new opportunities for platform business. In this article, we explain how the underlying platform mechanics work and bring together the perspectives of IoT, platform, and ecosystem. Using three successful but distinct IoT platform examples, we illustrate that platforms are not only for digital players and highlight key success factors for any practitioner looking to develop and manage an (IoT) platform.Type: book section -
PublicationPatent Strategies in the Networked EconomyThis article discusses the opportunities and risks that come along with patents in the new tech business. It takes into account several examples from tech companies that experienced lawsuits and conflicts with competitors over inventions in scheme, code, technology, and shape. With the rise of automated monitoring, communication, and travel, companies should prepare for a more aggressive and value-driven patent strategy and fiercer requirements for enforcement of those patents. Be aware, these patents also may cover software and algorithms. It must be said, however, that the right to a patent does grant automatically exclusive use and prevention of imitation, nor freedom of action.Type: book section
Scopus© Citations 3 -
PublicationOut-Licensing in Pharmaceutical Research and Development(Wiley-VCH, 2016)
;Gerrit Reepmeyer ;Markus HinderSeventy percent of pharmaceutical companies expect their collaborations will primarily take the traditional forms of out-licensing products or technology. Whereas research alliances, in-licensing, and co-development are quite established and traditional collaboration approaches, many established pharmaceutical companies have long considered out-licensing a difficult task. The purpose of this chapter is to illustrate how out-licensing by pharmaceutical companies can contribute to an increase in research and development (R&D) efficiency. A case study of Novartis demonstrates how the out-licensing can be successfully adopted and managed. Successfully executed out-licensing programs provide pharmaceutical firms with several benefits such as additional revenue generation, cost- and resource effectiveness, and mitigation of R&D related risks. -
PublicationPatent Management Throughout the Innovation Life Cycle(Wiley-VCH, 2016)
;Markus HinderEffectively managing and optimizing the value of a patent portfolio is a major challenge for many firms, especially those in knowledge intensive industries such as the pharmaceutical, biotechnological, and chemical industries. However, insights in effective patent portfolio strategies are rare. In this chapter we investigate how firms successfully manage and optimize their patent portfolios to increase their overall competitiveness. We find that successful patent portfolio management is rooted in managing the patents throughout the innovation life cycle. Based on the findings of ten case studies, we derive a holistic patent life cycle management model that reflects five distinctive phases of patent management: exploration, generation, protection, optimization, and decline. We conclude with commentary about how our findings can be used in practice. -
PublicationGeschäftsmodell als Gral der Digitalisierung(Hanser Verlag, 2016)
;Dopfer, Martina ;Schmeiss, JessicaSutter, PhilippType: book section -
PublicationManaging the Intellectual Property Portfolio(Springer International, 2014)
;Nicole ZieglerFiona SchweitzerManagement of intellectual property has increasingly been recognized as a powerful instrument of corporate strategy and a main source of competitive advantage. Patents have become ever more important for firms in order to protect technologies from imitation, achieve a stronger position in global markets, strengthen the firm's technological leadership, and enable the trading of intellectual assets. A company's patent strategy should be derived from corporate strategy and intend to both help generate new business potential and secure existing and realized potential. To this end, successful patent management follows technology management, since it is strongly linked to the life cycle of technologies. Five distinctive phases reflect the activities of patent life cycle management. While in the first two phases, explore and generate, the firm accumulates new competences about a new technology, these competences remain at a high level in the protect and optimize phases. This is true even for the decline phase, although here, the firm may decide to discard the patent.Type: book section -
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PublicationRevolutionizing the business model(Springer, Cham, 2013)Schweitzer, F.Type: book section
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