Collection of Cases

IPAS (Intellectual Property Acceleration Program)
Operation Guide-Key Points of the Intellectual Property Support Program for Startup Supporters!-

With the release of the English version of“IPAS Operation Guide”

This handbook is the English translation of a guidebook that summarizes the operational
know-how of the Intellectual Property Acceleration Program for Startups (IPAS) for earlystage startups implemented by the Japan Patent Office.
IPAS has supported 104 companies over the past six years, and has achieved 94 businessalliances and three companies have exited after support. The handbook was originally created
to disseminate the startup support knowledge gained from this project to startup supporters.
Two years after the original publication, multiple projects modeled on IPAS have beencreated by public organizations such as local governments, indicating that the IPAS project
has been particularly successful in providing support. In this context, with the cooperation
and agreement between WIPO and the JPO, the JPO will strengthen WIPO's support for small

and medium-sized enterprises and startups in developing countries and is now releasing atranslation.
The key points of IPAS are as follows: a team of three people (a business expert, an IP
expert, and an associate mentor) is formed to help make an IP strategy that corresponds tothe business strategy; the knowledge-sharing program trains experts; a booklet of supported
cases is published; a demo day event is held to publicize startups; and content with tips forsupport is disseminated.
We are pleased that IPAS's now-how can connect the ambition to support startups acrossthe seas. We are very interested to see how IPAS support will impact the startup ecosystem
in developing countries and what kind of companies will emerge to drive society in the future.
We would also be honored if this handbook is helpful to anyone who supports startups. We
would appreciate your feedback on the IPAS program as you continue to provide support.

May 2024, Japan Patent OfficeWith the release of "IPAS (Intellectual Property
Acceleration Program) Operation Guide"In 2018, the JPO started the Intellectual Property Acceleration Program for Startups (IPAS)
to support the development of IP strategies for startups. Over the past four years, we havereceived more than 380 applications and supported 60 companies in developing their IP
strategies.
Developing an IP strategy is critical for startups built on innovative technologies andideas. However, there are challenges such as "we are aware of the importance ofintellectual property but do not know what to do" or "we have specific IP issues but have
put them on the back burner due to lack of resources, etc." IPAS has been initiated towork with such startups to jointly develop an IP strategy.
In order to develop a precise IP strategy, it is first necessary to have a well-developed
business strategy. This is because IP strategy changes with business strategy, andbuilding an IP strategy around the wrong business strategy may result in the wrong IP
strategy. For this reason, IPAS sends a team of business experts and IP experts to thestartup to first diagnose the business model and then follow the procedure to develop
an IP strategy accordingly. (Reference: IPAS Collection of Cases 2020 "Fundamentals
of Intellectual Property Mentoring as Seen through IPAS")
Also, the development of an IP strategy needs to be addressed at an early stage whenstarting a company. Delays in responding to IP issues may result in the inability to develop
the business as expected, as patents held by other companies may limit the strategic
options available to the company. For this reason, IPAS has mostly supported seed/earlystage startups.
If you look around the world, there are not a lot of startup support programs for IP
strategy development. For this reason, the JPO has prepared this booklet to introduce theoperation of IPAS, which has been developed through trial and error over the past four
years, to those who wish to plan and operate intellectual property support programs andother programs for experts, etc.
However, IPAS is only a model, and the methods presented may not be applicableeverywhere or without modification. We hope that the contents of this booklet will be
useful, even in part, as a reference when planning your own business, and that it will bean opportunity for you to become interested in the planning and operation of startup
support.
March 2022, Japan Patent Office01

Table of Contents
1.

History of startup support at the JPO

03

2.

How to support startups

04

3.

What is IPAS?

05

4.

How to use this handbook

07

5.

Explanation of each process
5.1 Main process
5.1.1 Open invitation for the startup to be supported
5.1.2 Recruitment and management of experts to serve as mentor
candidates

08
09

5.1.3 Matching startups with mentors

10

5.1.4 Mentoring - overview and preparation -11

5.2 Event management
5.2.1 Launch event for the startup to be supported

13

5.2.2 Demo Day (Results report meeting)14

5.3 Sub-process
5.3.1 Knowledge-sharing program

15

5.3.2 Spot mentoring

16

5.4 Expert committee (Meeting preparation)

17

Reference materials Operational considerations that emerged from thementoring results

19

Postscript

2102

Introduction

1. History of startup support at the JPO
Why do we provide "IP support" to startups?
In fiscal year 2017, the JPO conducted a survey on the challenges facing startups and how
to support them, which led to the launch of the IPAS and IP BASE projects described in this*1
handbook. The survey
highlighted two challenges.

Startups are too slow to become "aware" of an IP strategy.
Timing to become "aware" of IP
Positioning of intellectual property in the business strategy based on the timing of integration of IP
into the business strategy (by business field)
Machinery, electrical/electronics, IT, others (n=185)

IT（n=42）
Pharmaceuticals and biotechnology (n=31)

IP is integrated into the business strategy "before establishment”
IP is not integrated into the business strategy "before establishment”(Source: Japan Patent Office, "Intellectual Property Challenges Faced by Startups and the Ideal Form of Support Measures")

There are gaps between the needs of startups and the support measures
Comparison of the needs of startups and the support
measures of the support institutions

provided by supporting institutions
Development of a system for placing IP specialists instartup companies
Hands-on support from staff and support organizations
experienced in startup management

Supporting institutions (n=105)

Hands-on support from domestic and international VCs
and private accelerators

Startups (n=157)

Additional IP requirements for research and businessdevelopment grant applications(Source: Excerpts from the JPO’s "Intellectual Property Challenges Faced by Startups and the Ideal Form of Support Measures")*1: Fiscal 2017 JPO Industrial Property Rights System Issues Study Research Report "Study Research Report on Intellectual Property Challenges
Faced by Startups and the Ideal Form of Support Measures"

A mismatch between the goal of support and the content of support was suggested, and matching the goalof support and the content of support to the level of interest in intellectual property was suggested as asolution to this problem. That is, startups are divided into levels in terms of interest in intellectual property
and maturity of response. For startups that are not interested in intellectual property, support is provided topromote awareness of intellectual property through a gentle and broad connection (=weak tie) through theformation of a startup community, and for startups that are interested in intellectual property but not yet
ready to take action, support is provided through a strong connection (=strong tie) as in individual consulting.

03

Introduction

Main process

Event・management

Sub-process

Expert committee

2. How to support startups
How do we provide "IP support" to startups?
The JPO has been providing startup support that combines the two types of support for thesetwo challenges. One is a gentle, broad connection through the formation of a startup
community, and the other is the support of a strong connection through individual consulting.

Building a community for startup support through the IP BASE
project● We operate an IP portal site (IP BASE site), where we disseminate useful information, hold public seminars, organize workshops for members, participate in external
events, and distribute videos, etc. We create a "place" of gentle connections.

Dissemination of information through websites
Transmission of
information through video

Recognition of startup companies, etc. for

Speaking at events

outstanding IP activities

Individualized support program for startup entrepreneurs through the IPAS project● We support startups by forming an IP mentoring team consisting of business experts such as management consultants and venture capitalists, and IP experts such as
patent attorneys and lawyers(attorneys in particular) with startup support experience.

The JPO supports the expansion of the base of startups interested in intellectual property, thedevelopment of experts, and the creation of successful startups through the IP BASE and IPAS
partnerships.

04

Introduction

3. What is IPAS?
IP Acceleration program for Startups
IPAS is a project to create a team of business and IP experts to help diagnose and develop appropriate
business models for startups, and a product strategy, etc., and to develop an IP strategy.

1 Creation of an IP strategy that is appropriate for the businessFor startups that build businesses based on innovative technologies and ideas, the technologies and ideas themselves are assets.
Therefore, it is important to develop an "IP strategy" to establish policies and systems such as acquiring rights, accumulating knowhow, obtaining licenses, etc.
However, the early stages of a company require a great deal of effort, often resulting in a lack of resources for IP strategy and rights
acquisition, and core technologies and ideas are not adequately protected.

Startups

Mentoring from bothbusiness and IP perspectives

Startups sort out the current situation of the company,
ideas and other challenges, etc. and provide thementors to get advice based on this information.

IP Mentor
Patent attorneys,
lawyers(attorneys in particular)
etc. with startup support
experience

Business Mentor
Management consultants andventure capitalists

Support (Supplementary, Assistant)

Associate Mentor
Startup challenges expert

The mentoring team is made up of a variety of experts who have the skills and knowledge tosupport the challenges and needs of the startup company.
IPAS supports both IP and business strategies. This is based on the idea that IP strategy cannot exist independently of business strategy
and must be linked to an appropriate business model. For this reason, mentoring often involves diagnosing and discussing business strategy,
and then helping to develop an IP strategy in accordance with that strategy.

IP strategy development support

Step of
Step ofcreationcreationof an IPof an IPstrategy
strategy

Definition of
the customer
image and thevalue that thecompany
can offer05

Definition ofcompetitive
advantage anddevelopment
policyAbility to build
properties byanalyzing othercompanies

Extraction ofthetechnologicalelements ofthe company

Selection ofseeds to be
grantedrights andprocess input

2 What is IPAS from a planning and management perspective?
In the implementation of the IPAS project, the main participants are the startups to be supported and the experts who will mentor the startups. Effectively
engaging and aligning these two parties is the key to support.
For reference, the mentoring process of the 2021 project is shown as an example.

Startup growth stages

Maturity Period

Growth period

Establishment

periodEstablishment preparation

Main
process

Support the development of an IP
strategy through approximately six
months of mentoring

periodIP mentoring teamBusinessmentorIP mentor

Associate
mentor

Subprocess

Program for IPAS registered experts(Conducted approximately three times
during the fiscal year)

Short mentoring for startups notselected by IPAS (Conducted
approximately three times during the
fiscal year)

Relationships of processes organized from the perspective of planning and management

Open invitation for the startup to besupported
Launch event for the startup to
be supported

Demo Day

Knowledge-sharing
Recruitment and management ofexperts as mentor candidates

programMatching startups with mentors
Spot mentoring(Results report meeting)

Mentoring06

Introduction

4. How to use this handbook
This guide is intended to introduce the role of the organizer in managing IPAS projects, and to assist
readers in planning and managing IP strategy support programs.

Main process

IPAS project components(1) Open invitation for the startup to be supported

Preparation of application forms and creation of
selection criteria, as well as open invitation andselection of startups to be supported.

(2) Recruitment and management of experts to serve as
mentor candidates

Preparation of application forms and open invitation andmanagement of experts as mentor candidates.

(3) Matching startups with mentors

Overall

Sub-process

Event management(4) Mentoring

07

Launch event for the startup to be supported

Demo Day (Results report meeting)Knowledge-sharing program

Match the needs of selected startups with the skills of
mentor candidates.

Support the smooth mentoring process.
Arrangement of patent searches in support of thedevelopment of an IP strategy.
Announcement of the selected startups.

Aim to widely publicize the results of the mentoring program,raise awareness of the project's purpose, and expand the
project's scope.
Share business and IP knowledge with experts in theform of seminars and group discussions.

Spot mentoring

Provide spot mentoring of two hours per session forstartups not selected for the program.

Expert committee

Receive advice on the project as a whole from a broad
and professional perspective, including advice on theselection of the companies to be supported and the
support plans.

Introduction

5.1.1 Open invitation for the startup to be supported
The open invitation to the startup to be supported is an important factor in determining the
success or failure of the project. The eligibility criteria and the selection system will need to be
determined on the basis of the purpose of the project.

Flow from open invitation to selection

Application guidelines● The

purpose of the project is established, and support

Preparation, points of attention

Other information to be collected●

goals and content are specified. It is important to properly

how they found out about recruitment.

communicate the applicant's responsibilities, such as

Because the startup community changes soscheduling and application materials, as well as thequickly, effective advertising methods canbenefits of applying.
● It

should be clearly stated how the organizer will

manage the application information provided.

Each year, applicants are asked to indicate

change constantly.
●

IPAS obtains approval to provide information
to the Japan Patent Office and the Ministry of
Economy, Trade and Industry.

Preparation of the application form●

also helpful to provide information.

The application form consists of the following.

● Basic information (company size, capital, shareholder

composition, etc.)● Business model/target market● Company's technology and IP status/challenges it faces

Response to inquiries●●

inquiries and if eligibility criteria are● Active participation in mentoring

startups. In addition to having a dedicated website,

The process will run smoothly if theapplication guide includes frequently asked● The role of participants in mentoring within the company⚫ It is important that the application is noticeable toInquiries about the business content and theeligibility criteria are often asked.

● If there is any other expert support available

Recruitment and advertising

If other support projects are available, it isestablished during the planning phase.

Advertising media●

Not only advertising through press releases or
the startup community, but also advertisingpress releases, advertising to startup-related
associations, and holding orientation sessions forthrough the venture capital and IP expert

applicants are also effective.

communities can be effective.

Presentation guide andSelection

presentation format● Since a startup's commitment to participation is important●for mentoring,
IPAS also conducts a presentation review.In order toefficiently identify the current status and support

Some startups have never made apresentation specifically related to intellectual
property. The prepared presentation format

needs of startups, we have prepared a presentation

includes detailed examples. It is important for

guide and format that incorporates frequently asked

them to be able to easily identify the current

questions in advance.

status of intellectual property and support
needs.

08

Introduction

5.1.2 Recruitment and management of experts toserve as mentor candidates
This is a matching process to find experts who can address startup challenges. IPAS has
approximately 400 experts registered as mentor candidates to address a wide range ofchallenges. In order to find an expert who is suitable for the startup challenges among them, it
is important to compare these challenges with the expert's registration information.

Registration and management
flow of expert human resources

Organization of startup challenges
Each expert has their own area of expertise. The area of expertise needs to be matched withcorresponding startup challenges. The startup challenges and the technical fields are subdivided.

Preparation of the registration form

In addition to advertising in expert communities, word-of-mouth and recommendations from experts can also help
to facilitate the registration process.
IPAS accepts applications throughout the year, with consideration given to a mentor for the following year andbeyond.

Registration maintenance and information update
In order to keep registrants interested in the project and to keep them registered, it is also
important to hold knowledge-sharing programs and to ask them to update their information.

Example of items
for registration
Basic information (name, contact
form affiliation, work history)
information,
Occupation and qualifications
Specialized support content
Track record of support
Specialized intellectual property
Specialized IP strategy
Technical field
Information about intention to become amentor and schedule

09

Point!
●The areas of business and intellectual property areeach subdivided into approximately 20 categories, withcheck boxes and optional text columns.
● The areas of expertise are easy to understand when
the names of specific companies and the content of
the support are presented.
● This is important because each type of intellectual
property, such as patents, trade secrets, andtrademarks, has a different methodology.
● Technologies are divided into four major fields andapproximately 60 subfields for registration. It is
important to update the fields based on the relevant
fields and include optional text columns for moredetailed information.
● Scheduling information, including availability for
mentoring, is also important.

Introduction

5.1.3 Matching startups with mentors
Matching startups with mentors is an important process that affects the success or failure ofmentoring. IPAS assembles a three-person team of a business mentor, an IP mentor, and an
associate mentor for matching to address startup challenges from multiple perspectives.

Comparison of key factors and expert characteristics informationconsidered in matching
Startup information used for matching
Business models and target
markets:Business

Corresponding expert information

:IP
:Both

Work history and optional text column● Experts who can mentor with appropriate

The business model and the target
market of the startup will be identified
from the application.

competitiveness are matched considering the type ofbusiness such as business to consumer, business tobusiness, as well as special markets such as medical
care.

Business-related issues andscope

Specialized support content(business), etc.

Business-related issues are wideranging, including research anddevelopment, business cooperation,
capital policy, and market expansion.
This information is important for
matching business mentors.

IP-related issues and scope
IP issues vary widely depending on thetype of intellectual property and themethod of protection (contracts, patentfilings, trademark strategy, etc.). This
information is important for matching IP
mentors.

Technical field
Technical

fieldsarehandledwithreference to items, which are divided
into about 60 types, so that any fieldof the startup can be handled.

● Business-related issues vary due

to differences inbusiness models, stage of development, and otherfactors. An appropriate business mentor for issues
is selected based on subdivided areas of support,
track record, and optional text columns.

Specialized support content (IP), etc.
● Patent Attorneys, Lawyers(attorneys in particular)

with a forte in patents, in contracts, etc. arematched to IP issues according to the type of
intellectual property (patent, data, trademark, etc.),
status (pre-application, pre-PCT application,
confidential management, etc.) , business model(self license, license, etc.), and other factors. IP
mentors are selected based not only on their
qualifications, but also on their areas of expertiseand optional text columns.

Technical field● Depending on the nature of the issues and thebalance with other items, consideration will be given
to the candidate's familiarity with the startup's
technical field. Work history and track record are also
helpful.

10

Introduction

5.1.4 Mentoring - overview and preparation The following is an example of what the secretary does to clarify requests to the mentoringteam and to ensure the smooth delivery of advice.

Items to prepare in advance

Points of attention

Conflict of interest and NDA
confirmation

Support plan and reference
examplesGoals and support plans are set up to makesure that the results will be achieved within
the time frame.

Meeting minutes
The format is prepared so that the day's
progress and homework assignments are clear
in addition to the understanding of thementoring content.

File sharing methods
Secure and convenient file servers should be
used instead of e-mail attachments for sharing
large volumes of documents.

Any factors that may affect the schedule, suchas the length of the patent search, will be
communicated in advance.

Schedule adjustment
To streamline mentoring scheduling, it iseffective to use a scheduling tool and holdmentoring sessions on a regular basis.

It is important for the organizer to have an idea in advance of who will do what. Clarification of roles andgoals ensures that the mentoring process is effective.
The organizer must support and encourage the startups to be proactive.
It is also useful to have occasional meetings between mentors and the organizer (team meeting) without thestartup to discuss mentoring goals.

11Introduction

5.1.4 Mentoring - basic procedure Below are examples of mentoring support provided by the organizer to make the most efficientuse of mentoring time while minimizing the burden on mentors and startups. Please use this as
an example, although there are other ways to proceed.

Preparation, points of attention

Flow before and after mentoring

Several days before the meeting

Confirm that all members are included to be
notified of the meeting request. For the firstcontact, it is necessary to pay attention tocheck that the messages are not in the spam
mail folder.
Have the phone numbers of all participants inthe meeting in case there are connection
problems or sudden changes in the meeting

Mentoring progression

schedule.

Beginning:

During the meeting: Minutes are taken.
Rephrasing is requested in cases of ambiguity or poor
audio.

After mentoring
Sharing materials, requesting review of meeting
minutes, notification of next meetings, andconfirmation of homework assignments arehandled.

Immediately after the mentoring begins, the organizer will actively break the ice to ensure smooth progress.
In the middle stages of mentoring, the organizer helps keep the schedule on track by explicitly confirming theagenda and conclusions.
If participants miss opportunities to speak or stray from the discussion, it is best to give them a chance todiscuss separately.

These collections of resulting cases of IPAS are presented on the last pages.
14 Challenges that Startups Face and How to Deal with Them: Lessons from Experiences in IP strategy
SupportEvaluation and Support for Venture Capitalists

12Introduction

5.2.1 Launch event for the startup to be supported
IPAS organizes two events: "IPAS Kick-Off" to introduce the selected startups to be supported,and "Demo Day" to publicize the results of the mentoring when it is completed. For reference,
below are the details of the implementation for FY2021.

Tips 1IPAS kick-off
PurposeViewers areencouraged to "listen"
to the presentation fora better understanding
in the comments foreach field. It's best to
explain using relatableideas. For example,
connect the topics toskills you learned inschool.

Announcement of the selected startups

Agenda●Introduction of IPAS project●

Comments of the Organizer on each field●

Introductory presentation by each startup (6 minutes x 20 companies)

Timing of events Between the selection of the company to be supported and the start of mentoring

How to●Hybrid event with online and offline (YouTube live)

host

●

Requires advance request; a viewing link will be provided to attendees●

Presentations are recorded and streamed online●

Introduction of IPAS project; the commentary for the fields will be live streaming

eventsTips 2

DemoDay
PurposeAgendaTiming of events

Presentation of results upon completion of mentoring●

Introduction of IPAS project●

Presentation of results report by each startup (6 minutes x 20 companies)●

Round-table discussion with representative mentoring teams (15 minutes x 4 teams)

End of month when project completes

How to●Hybrid event with online and offline(YouTube live)

host

●

Requires advance request; a viewing link will be provided to attendees

events●Presentations are recorded and streamed online●

Introduction of IPAS project; round-table discussions are live streaming

The QR code and URL for viewing the archive are introduced on the last page.
Main expected viewers(1) Entrepreneurs(2) Experts

Startups interested in othercompanies' business models andthose preparing to start their own
businesses.
These are potential candidates forthe following year.

Experts interested in mentoringand other startup support.
Affiliates of intermediaryorganizations, such as university
IP departments, are also
expected.

Companies that find promising
startups and consider investing,partnering or acquiring them.

Point!
Startups are always looking for a place to gain visibility or "prestige" and appeal to investors and partners.
A high-profile event will make the project more attractive and is expected to attract a large number ofapplications. Similarly, since the program is conducted by the JPO, viewers interested in startup IP strategy
can be considered in addition to the expected viewers mentioned above. Therefore, it is effective to plan
events (e.g., polls, round-table discussions, etc.) that will keep participants and viewers interested rather
than ending as a simple introductory event.

13

Introduction

5.2.2 Demo Day (Results report meeting)
The purpose of holding a results report meeting after mentoring is to (i) publicize theresults of the mentoring and raise awareness of the purpose of the project, and (ii)
expand the scope of the project for both potential experts and startups participating in
the next term.
In IPAS2021, the meeting was designed for startups that may apply to IPAS, IP andbusiness experts that may register as IPAS experts, VCs, new business planners fromlarge companies, and actors in innovation industries such as media.

Event organization flow

Planning
Organize event goals
Decide who to target, quota, and time
Select presenters
Select a date and location

Preparation
Create a schedule up to the day of the event
Share advertisements/announcements

Points of attention

Based on the purpose of the results reportmeeting, the direction and detailed program of theevent will be discussed.
The availability of startups and mentors will be
confirmed in advance, and the date and time will
be arranged to maximize participation.

Main contents

The presentation includes the startup's
business introduction and the results of the
IPAS mentoring.

Assign roles to event management members
Prepare a time table for the event
Prepare various equipment
Preview event location

Implementation
Record for archival distribution
Have a backup system in case of problems

Follow-up
Request to answer a survey
Distribute archives
Analyze survey results and implement for the
futureRound-table discussion with startups andmentors

Point: It is important that all members of thestartup and the mentoring team talk about how
the mentoring was conducted, etc., so that theaudience has a clear picture of the mentoringprocess.

Care should be taken not to include confidential information or strategic goals in both pitches
and round-table discussions.
The following cases require attention.
Include copyrighted material from others
Problematic cases
Include confidential information in slides/oral presentations
Comparative advertising: Comparisons using specific names, suchas that one's technology is superior to "X" from company "Z."14

Introduction

Sub-process
Knowledge-sharing program

5.3.1 Knowledge-sharing program
A knowledge-sharing program is an event-type program in which information
accumulated by experts through startup support in both business and intellectual
property is shared with other experts.
Aim (1)

Aim (2)To share knowledge from mentors withexperience in both intellectual property andbusiness to experts with little or no experiencein startup support.

To gain new knowledge and insights, expand thescope of activities, and share knowledge bydiscussing and understanding the challenges
faced by startups and the characteristics of theirbusiness.

Program implementation flow

Implementation method

Planning stage
Plan and create a structure
Decide who to target, quota, and time
Select presenters
Decide how to implement

LectureA format in which a speaker addresses a specific topic

Notification

Pros

Effective for sharing knowledge on specifictopicsInformation can be easily communicatedwith slide presentations

Cons

Knowledge retention is difficult

Pros

Immersion experience for participants
Effective for the intended sharing of
knowledge

ConsKnowledge retention is difficult
Results vary depending on the topic setting

Prepare an application form
Send notification by e-mailSend reminders

Implementation
Prepare a time table
Prepare presentation materials
Perform rehearsal
Record for archival distribution
Have a backup system in case of problems

Follow-up
Thank participants for their participation
Request to answer a survey
Distribute archives
Analyze survey results and implement for the
futureRequire a facilitator and advance preparation

A form of actual discussion by the audience on subjects
that are pre-arranged in advance
Pros

Effective for the practice and retention of theknowledge
Unexpected insights and discoveries comefrom discussion

Cons

Results vary depending on the subject
Require a facilitator and advance preparation

Point!
For a knowledge-sharing program, it is best to consider the demographics of the participants and choose a topic
accordingly. Setting up "questions" within the program will naturally elicit opinions from speakers and participants. In
addition, a combination of formats can be used to engage participants and encourage participation.

15

Introduction

Sub-process Spot mentoring

5.3.2 Spot mentoring
Spot mentoring is a sub-program that provides a one-time, two-hour mentoring session
for startups that could not be selected for regular mentoring.
Aim (1)

Aim (2)

Preparation, points of attention

Program implementation flow

Set program date and time andsecure location●

IPAS conducts spot mentoring three times ayear with four to six companies at a time,
but the more times and the more companies
the better.

Recruitment●

The application materials for regularmentoring can be used to reduce theburden on startups.

Matching points
Additional interviews with startups are also
useful for matching. In some cases, theinformation on the application may beinsufficient or there may have been a change
in circumstances.

Conflict of interest checks
In many cases, confidential information and trade
secrets before patent applications are filed aredealt with. IPAS requires conflict of interest
checks.

Matching and selection●

This is essentially the same as regularmentoring.

NDA execution
Confidentiality is important for safe consulting forstartups. Organizer request that all persons, otherthan licensed professionals (e.g., patent attorneys
and attorneys) who are required to maintain

Conflict of interest checks, commissioning
conflict of interest between the startup
and the mentor will be reviewed prior toformal assignment. Execution of the NDA isalso highly recommended.

confidentiality, sign the NDA.

● Any

Mentoring points
The following is information that should be

Mentoring● For a fulfilling mentoring experience, it is effective to sharethe details of the consultation in advance.
● Questionnaire surveys should also be conducted forcontinuous improvement.

shared with mentors in advance.
●

Basic information for startup●

What you want to discuss●

Patent gazettes, etc. that have been filed

Since this is also an opportunity for the organizer to make plans for the following years and to gauge mentor
readiness, it is advisable to use the questionnaires to get feedback on the process and the needs of thestartups, and to analyze the results for use in selecting mentor candidates for the following years.

16

Introduction

5.4 Expert committee (Meeting preparation)
In the operation of IPAS, the expert committee is established to provide advice from a
broad and expert perspective on the selection of supported startups and the confirmationof support plans.
Flow to expert committee meeting

Determination of the role of theCommittee
The IPAS committee selects the startups tobe supported, confirms the mentoring plans
and reviews the project results.

Preparation, points of attention

Selection criteria
There are three possible criteria for selecting
committee members.

(1) Technical field
Whether experts have a wide rangeof technical areas by considering thenature of the project

Selection of members for thebalance of the committee
The members of the IPAS Committee havebeen selected to provide a balance ofexpertise in a wide range of areas,
including affiliations (how they have been
involved in supporting startups), hands-on
investments, management practices,
intellectual property, and contracts.

Requesting to serve on a committee
and commissioning
Confidentiality (definition of confidentiality
and obligations) and conflict of interest
checks with the company to be supported
should be established in advance. The
more experienced a person is, the greater
the risk of conflict of interest is.

Scheduling
Meetings should be scheduled well inadvance, as experienced experts are usuallybusy.

(2) Balance between businessand intellectual property
Whether the committee can coverboth business and intellectual
property(3) Awareness of social issues
Whether experts on social issues andindustrial development issues are
involved

Notes on requesting to serve on acommittee
When asking an expert to serve on acommittee, it is important to explain the
IPAS project and the expected roles of thecommittee members so that they fully
understand.

Committee meeting
Narrow down the points to be discussed at
the committee meeting. By sharing
materials in advance, discussions on the
day of the meeting can be conductedefficiently.

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Conflict of interest confirmation
Conflicts of interest must be reviewed
before information about applicant
companies is shared with members of theExpert Committee.

Introduction

5.4 Expert committee (Review to select companies tobe supported)
In selecting the startups to be supported, organizer conduct an effective review with thehelp of the expert committee.

Review process flow

Points of attention

F i r s t and second round reviews(Conducted by the organizer)
The first round of review is a document
review, and the second round of review isan interview review with presentations.

Final reviews (Conducted by anexpert committee)
The final review is an interview with an expert
committee.
Below are examples of key items to review.
A IP

The final review is generally apresentation by the CEO. During thereview process, the companies to besupported are determined throughinterviews of the managers of theapplicant companies with experts in thefields of intellectual property,
management, investment, andacademia.

IP and technology

Issues/Support content

Sociality
B Business feasibility
Business content

Issues/Support content

Commitment
C Corporate
Governance/Personality

Communication skills

Need for support

Each year, improvements are made to the first and second round reviews based on cases where mentoring
was effective. Prior to the review, the expert committee will exchange views on the proposed improvements
and the presentation guide, which will systematically elicit the information required for the review.
During the final presentation review, the expert committee members will ask questions and evaluate thecompanies directly. The evaluation is conducted from the viewpoint of intellectual property, business feasibility,
corporate governance and personalities comprehensively and broadly from an expert's point of view along withthe evaluation criteria.

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Reference materials

Operational considerations that emerged from thementoring results
In order to continuously improve the project, questionnaires were sent to mentors andstartups who had completed mentoring, and the results were analyzed based on theopinions of the expert committee. Here are the results of the analysis.

Startup factors that influence mentoring outcomes

Commitment of mentor participant
Mentoring requires the startup itself to take stock, organize and present its own situation as
material for discussion with the mentor. Therefore, active information sharing andspontaneous identification of issues by startup mentoring participants is necessary. It is
helpful if the organizer asks the startups to secure the expected time at the time of the open
invitation. This way the startups can visualize the required commitment.

Commitment of management team
It is difficult to fully discuss the business strategy if only the IP staff participates in thementoring. Therefore, the IP strategy may be inappropriate because the business diagnosis
cannot be performed. Since the IP strategy is optimized based on the right business model,
the commitment of the management team is also important for in-depth discussions about
the business.

Startups’ preconceptions about the issues
Some startups may have a negative reaction to trying to figure out their issues, thinking
that "they have already studied the business strategy internally" or "consulted with outside
experts."

Once an IP strategy has been established, it must be translated into a concrete implementation plan.
There are significant advanced cases in which the concrete development roadmap, application plan, revenue
and expense plan are made, so that the strategy alone does not turn out to be just a picture of the future.
The combination of highly engaged startups and experienced mentors makes mentoring more successful.

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Reference materials

Operational considerations that emerged from thementoring results
Mentoring team factors that influence mentoring outcomes

Mentoring team structure
To facilitate mentoring, it is preferable to include at least one person experienced in mentoringon the mentoring team. Even if the mentor's expertise and experience are sufficient, a lack offacilitation skills can prevent effective mentoring. In such cases, the team will hold teammeetings at appropriate times to discuss measures and make improvements, mainly with those
who have had mentoring experience.

Level matching skills
If a startup is unable to respond to a request from the mentors, it is important to distinguishbetween "lack of commitment" and "lack of understanding due to lack of expertise." In thelatter case, the situation is improved by showing concrete ways to compile materials andexamples of information sources to be researched with an easy-to-understand explanation.
The willingness of mentors to receive information is also important.

Mid- and long-term perspectives
Although mentoring satisfaction is high because the most recent issues have beenaddressed, there may be no contribution to strategic business expansion. It is important toprovide advice on current issues in order to build a relationship of trust, but it is also
important to provide mentoring with an eye on the bigger picture of the business in order tolink mentoring to the startup's own growth.

Prompt IP research
The use of IP research is essential for IP strategy planning. It is important that the organizer
urges the team to conduct the IP research as early as possible so that the results can bethoroughly analyzed within the mentoring period.

As for the mentoring team, there are cases where the mentors have introduced strategic frameworks andtemplates for startups to think about and describe their strategies, which has helped startups organize theirissues and solve problems. In addition, the mentoring content is documented to serve as a guide for startups
so that they can operate on their own after the mentoring is complete.

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Postscript
We hope that this booklet will interest you in planning and managing an IP strategy support program and/or an
expert program. The following are websites that may be useful for planning and operations.

Collection of resulting cases of IPAS
The collections of resulting cases of IPAS describe the mentoring activities and lessons learned from the mentoring activities over the past three years.

14 Challenges that Startups Faceand How to Deal with Them

Evaluation and Support for
Venture Capitalists■

Collection of cases 2018
It summarizes the pitfalls of IP
valuation and support and how
to avoid them, and provides
examples of what has actually
happened when investing instartups, aimed at investors
who invest in startups.

◼ Collection of cases 2019
It presents the 14 challenges
that startups tend to face,
divided into "businessmodel/seed strategy," " IPstrategy," and " filing strategy,"
and how to deal with each.

https://ipbase.go.jp/assets/pdf/jireishu-e.pdf

https://ipbase.go.jp/assets/pdf/venture_tebiki_e.pdf

Reference websites (Japanese only)
IP BASE (IP community portal site):"The First Site to See" for startups
and "The Site to Connect" with IP
experts

https://ipbase.go.jp/

X

IP BASE
ChannelYouTubeDemo Day 2020
YouTubeKick-Off 2021
YouTube@IP_BASE

https://www.yo

https://youtu.b

https://youtu.b

utube.com/c/IP

e/tc5DJb_kCQI

e/uIDnZmnqTd

IP BASEIP BASE

Facebook@IP_BASE

BASEIntellectual Property Acceleration Program 2021
Issued in March 2022
Policy Planning and Research Division, Policy Planning and Coordination Department, JPO
NTT Data Institute of Management Consulting, Inc.

Contact
Startup Support Team,information
Policy Planning and Research Division,
Policy Planning and Coordination Department, Japan Patent
Office, 3-4-3 Kasumigaseki, Chiyoda-ku, Tokyo 100-8915,
Japan
E-mail:PA0950@jpo.go.jp

IPBASE ENGLISH PAGE
https://ipbase.go.jp/learn/english/

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