If any enterprise wants to stay in the market for a long time, it will inevitably involve intellectual property issues. In today's world, the acquisition of corporate value has shifted to rely mainly on the utilization of intangible assets, especially intellectual property rights. In the current financial crisis, we must rely more on and use intellectual property rights to protect ourselves, so that we can have strong adaptability and risk resistance. The specific strategies for managing intellectual property rights are as follows: Actively promote product (technological) innovation and continuously enhance the competitiveness of enterprises. The so-called competitive advantage of an enterprise is ultimately determined by the value it can create for customers, but how much of this value It depends on the core competency of the enterprise - product (technological) innovation. After all, the value increase brought by the improvement of service and product quality and the reduction of costs are limited. Only the value brought by new products developed through product (technology) innovation is unlimited. 1. Increase investment and conduct market-oriented innovation. Research and development is the only way for enterprises to achieve sustainable development. Only when enterprises develop products and core technologies with independent intellectual property rights can they survive and develop in the competition. During the economic recession, cash flow is very important for enterprises, but looking back at the economic crisis from 1989 to 1991, the successful leaders among American high-tech companies used the reverse application of operating expenses during the economic recession. Law. That is, during the recession period from 1990 to 1991, its R&D expenditures, sales and management expenditures, and advertising expenditures were all higher than those of less successful peer companies, by 22.1%, 14%, and 9.2% respectively. In the subsequent economic expansion period, compared with less successful peer companies, only R&D expenditures were still higher, but the rate was reduced to 8.8%, and the other two expenditures were 14.2% and 3.4% lower respectively. This means that for small and medium-sized enterprises, if funds are sufficient and conditions permit, they can consciously invest during the recession period and develop new technologies and products based on their own characteristics. It is worth noting that innovation requires a certain cost and also has the risk of failure. Due to limited strength, small and medium-sized enterprises must be cautious when choosing product (technological) innovation projects. The better way to deal with it is to act within their capabilities and do what they can. Make breakthroughs and innovations within the field and scope. 2. Cooperate with "Lianfa" and establish a technical alliance. The "Lianfa" model includes seeking help among enterprises. Suppliers and other channels can become important sources of innovation inspiration. Core technologies related to the lifeblood of industry development cannot be conquered by a single company in a short time. Resources can be integrated through technology alliances, which on the one hand reduces the cost of acquiring intellectual property rights and on the other hand increases the possibility of acquiring new intellectual property rights. It can also make the industrialization of patented technologies that cannot be completed by a single or a small number of technologies a reality. The technology within the alliance can be used and developed together without having to buy it on the market, thus enabling the companies participating in the alliance to gain a competitive advantage. 3. Acquire high-quality assets of overseas companies. The acquisition of assets is the transfer of the target company's physical assets or intangible assets such as patents, trademarks, and goodwill. The target company's subject qualifications will not change in any way, and the acquirer does not have to bear any responsibility for the target company's own claims and debts. The outbreak of the financial crisis has created more opportunities for acquiring assets, reducing the acquisition costs and risks of enterprises. Purchasing high-potential assets can complement resources and increase the scale and asset strength of enterprises. 4. Be good at making use of expired patents. When an enterprise has no conditions, it can select relevant technologies from expired patents in a targeted manner as the starting point for continued research, development and innovation. An expired patent does not mean that the technology is worthless. Although there are many patents that have expired or been terminated early for some reason, their technical content still exists and they also have a certain market value. Moreover, there is no need to pay patent royalties when using expired patents, which can save companies a lot of expenses and shorten research. development time. Establishing a corporate brand Brand refers to the brand name of a company and its products, including trademarks, manufacturer names, service marks, etc. Product trademarks and service trademarks are direct identifiers of brands, but brands are by no means the same as trademarks. Brand is the embodiment of the external and internal quality of goods, and the most convincing representation of corporate culture, learning and innovation. Famous domestic and international brands provide consumers with the value and enjoyment of material and spiritual, technical and artistic, traditional culture and modern fashion.

Famous brands with international reputation embody the company's years of continuous innovation, scientific management, excellent quality, excellent service and corporate culture. They are a powerful weapon for companies to obtain the right to prioritize the allocation of market resources. Its brand value has expanded from the corporate level to the social level, and even to the country, the home of the company. A brand with international influence, penetration, and competitiveness can gain recognition and yearning from the domestic and international public. The reputation and integrity of the brand can be transformed into consumer loyalty; a big brand with international visibility and global reputation is The national treasure and national pride are excellent vehicles for maximizing profits in international competition. The intellectual property attributes of a brand are not only reflected in direct identifications such as product trademarks, service marks, manufacturer names and brands, but also rely on the support of advanced technology, the guarantee of excellent quality, the support of honest management, and the foreshadowing of advanced culture. Therefore, corporate brand building is a systematic project. The financial crisis is tantamount to an industry reshuffle. The result will inevitably be that resources are concentrated in advantageous companies and brands. Brand building is becoming more and more important. Companies that focus on product R&D and manufacturing but neglect brand building will inevitably struggle in the fierce competition. will be in a passive position. The company's business model needs to change from OEM to ODM (Original Design Manufacturing), and then further to OBM (Own Branding Manufacturing). Obtaining income from operating intellectual property rights Intellectual property operations include patent licensing, patent buy-out and sell-off, cross-licensing between patent owners, trademark licensing, business model and standard licensing, brand licensing and other intellectual property transaction activities. After possessing intellectual property rights, they must be fully utilized; if they are not utilized and left idle, it is not only a waste of resources, but also makes any behavior related to obtaining or owning independent intellectual property rights meaningless. Intellectual property management is not only an extension of the company's independent innovation achievements, but also a booster for the company's further independent innovation. It has become an important means for enterprises to directly make profits, promoting enterprises to achieve a virtuous cycle of "R&D - intellectual property rights - profits and then investment in R&D". When operating intellectual property rights, enterprises should scientifically evaluate the value of the relevant intellectual property rights. Licensing companies must actively manage licensees and deal with the inherent risks and errors related to intellectual property licensing. "Three parties" cooperate to solve the capital bottleneck problem. Although the China Banking Regulatory Commission has proposed to allow companies to use proprietary knowledge and technology, licensed patents and copyrights as pledges to help companies obtain financing to make up for the lack of guarantees and collateral, some urgently needed financial support For small and medium-sized enterprises, this new form of financing is not easy to use in reality. The most important part of intellectual property pledge is the evaluation of intellectual property. As an intangible asset, there are not only differences in the value assessment of intellectual property, but also differences in the estimation of the product market. In addition to evaluating the value of the patent right itself, the expected value of the use of the invention should also be evaluated. Compared with traditional real estate mortgages, intellectual property rights are less liquid than real estate, so disposal is correspondingly difficult. However, banks currently do not have specialized institutions to evaluate the intangible assets of corporate proprietary technologies, so there are greater risks in technology evaluation. How to help companies in the growth stage embark on the path of sustainable development and meet their financing needs? This requires the cooperation of "three parties": 1. The government intellectual property management department must improve the registration and management of intellectual property pledges, the intellectual property management department must establish an information communication mechanism with banks, and relevant government departments must establish an intellectual property trading market and provide policy support. 2. Banks should establish loan risk control and compensation mechanisms, rationally design intellectual property pledge credit varieties, simplify the loan process, and use relevant intermediaries to carry out intellectual property pledge financing. 3. Enterprises should strengthen the management of intellectual property rights. For enterprises, when conducting intellectual property pledge financing, they must provide intellectual property asset pledges that indeed have greater commercial value. At the same time, they must choose an evaluation agency with high industry recognition to issue an evaluation report and abide by the principle of good faith. Implementing R&D human resources outsourcing measures Human resource outsourcing means that enterprises outsource one or several human resource management tasks or functions according to needs and hand them over to other enterprises or organizations for management in order to reduce labor costs and maximize efficiency. In the current crisis, talent outsourcing allows organizations to focus resources on activities related to the company's core competencies.

In a crisis situation, companies do not have much energy to pay attention to other links in the company's value chain. Outsourcing can not only reduce costs, but also recruit talents from all over the world for its own use, further enhancing the company's competitiveness. ?"Natural selection, survival of the fittest." Darwin's theory of evolution more than a hundred years ago established the only law of species evolution, that is, in a crisis, only the species with the strongest adaptability and the flexibility to change in the face of crisis can survive. , and then reproduce. As an enterprise, it will either become strong under the laws of competition, or it will be eliminated. In the face of the financial crisis, excellent companies know how to use their own advantages and external resources to seek transformation or upgrading. As the saying goes, "if you are poor, you will change, and if you change, you will succeed." Companies that remain unchanged and hesitate in the crisis can only perish in the brutal competition. Financial crises can be scary for unprepared businesses. From the perspective of the economic cycle, financial crises are normal. This is a process of survival of the fittest and a cyclical process: a large number of homogeneous competing companies exist, and resources and markets are limited, causing some relatively disadvantaged companies to be affected by the economy. The impact of fluctuations is also the result of the adjustment of social resource allocation. Obviously, companies that have survived must learn to first consider which strategy can sustain the life of the company during a crisis. Only an intellectual property management strategy that suits the company's own conditions can bring it the expected benefits. Every enterprise will inevitably face cyclical ups and downs of varying degrees during business operation. "Laozi" says: "Misfortune lies where blessings depend, and blessing lies where misfortunes lurk." When everyone thinks it is a crisis, it is an opportunity. 's coming. Following this logic, companies can weigh the pros and cons and find the market strategy that is most suitable for the current situation, so that they can remain invincible when the next cycle comes.