Research and Innovation Strategic Alliance of Cedars-Sinai Medical Center and Central – Eastern European (CEE) Academic Organizations
In 2000 Cedars!Sinai Medical Center (CSMC) has developed the "Innovation Management and Technology Transfer Training" (IMTT) Program and in 2004 the "Research and Innovation Management Training" (RIMET) Program to train scientists, physicians and healthcare managers at CSMC and i...
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Vari, S.G. Laur, J.D. 2017-03-12T20:46:15Z 2017-03-12T20:46:15Z 2005 Research and Innovation Strategic Alliance of Cedars-Sinai Medical Center and Central – Eastern European (CEE) Academic Organizations / S.G. Vari, J.D. Laur // Наука та інновації. — 2005. — Т. 1, № 4. — С. 50-55. — Бібліогр.: 11 назв. — англ. 1815-2066 DOI: doi.org/10.15407/scin1.04.050 https://nasplib.isofts.kiev.ua/handle/123456789/114697 In 2000 Cedars!Sinai Medical Center (CSMC) has developed the "Innovation Management and Technology Transfer Training" (IMTT) Program and in 2004 the "Research and Innovation Management Training" (RIMET) Program to train scientists, physicians and healthcare managers at CSMC and in Central ! Eastern European (CEE) Countries in research and technology transfer management. CSMC believes that it is essential for its partner universities to have the ability to protect the intellectual advances that arise from their laboratories and to negotiate commercially appropriate licensing deals. The IMTTTM and RIMETTM programs educate and train managers in research, innovation management, business development, and licensing to build a robust intellectual property portfolio and incorporate the institutional patent portfolios into a "Joint Patent Portfolio" (JPP) to connect academic organizations throughout CEE in an "Intellectual Property WarehouseTM" (IPWTM). en Видавничий дім "Академперіодика" НАН України Наука та інновації Technologies, innovation management and technology transfer Research and Innovation Strategic Alliance of Cedars-Sinai Medical Center and Central – Eastern European (CEE) Academic Organizations Article published earlier |
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Research and Innovation Strategic Alliance of Cedars-Sinai Medical Center and Central – Eastern European (CEE) Academic Organizations |
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Research and Innovation Strategic Alliance of Cedars-Sinai Medical Center and Central – Eastern European (CEE) Academic Organizations Vari, S.G. Laur, J.D. Technologies, innovation management and technology transfer |
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Research and Innovation Strategic Alliance of Cedars-Sinai Medical Center and Central – Eastern European (CEE) Academic Organizations |
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Research and Innovation Strategic Alliance of Cedars-Sinai Medical Center and Central – Eastern European (CEE) Academic Organizations |
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Research and Innovation Strategic Alliance of Cedars-Sinai Medical Center and Central – Eastern European (CEE) Academic Organizations |
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Research and Innovation Strategic Alliance of Cedars-Sinai Medical Center and Central – Eastern European (CEE) Academic Organizations |
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research and innovation strategic alliance of cedars-sinai medical center and central – eastern european (cee) academic organizations |
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Vari, S.G. Laur, J.D. |
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Vari, S.G. Laur, J.D. |
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Technologies, innovation management and technology transfer |
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Technologies, innovation management and technology transfer |
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2005 |
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English |
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Наука та інновації |
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Видавничий дім "Академперіодика" НАН України |
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In 2000 Cedars!Sinai Medical Center (CSMC) has developed the "Innovation Management and Technology Transfer Training" (IMTT) Program and in 2004 the "Research and Innovation Management Training" (RIMET) Program to train scientists, physicians and healthcare managers at CSMC and in Central ! Eastern European (CEE) Countries in research and technology transfer management. CSMC believes that it is essential for its partner universities to have the ability to protect the intellectual advances that arise from their laboratories and to negotiate commercially appropriate licensing deals. The IMTTTM and RIMETTM programs educate and train managers in research, innovation management, business development, and licensing to build a robust intellectual property portfolio and incorporate the institutional patent portfolios into a "Joint Patent Portfolio" (JPP) to connect academic organizations throughout CEE in an "Intellectual Property WarehouseTM" (IPWTM).
|
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1815-2066 |
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https://nasplib.isofts.kiev.ua/handle/123456789/114697 |
| citation_txt |
Research and Innovation Strategic Alliance of Cedars-Sinai Medical Center and Central – Eastern European (CEE) Academic Organizations / S.G. Vari, J.D. Laur // Наука та інновації. — 2005. — Т. 1, № 4. — С. 50-55. — Бібліогр.: 11 назв. — англ. |
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| first_indexed |
2025-11-24T18:35:59Z |
| last_indexed |
2025-11-24T18:35:59Z |
| _version_ |
1850486309167038464 |
| fulltext |
50
Special Issue
© SCIENCE AND INNOVATION. 2005
Special issue.2005.V 1.N 4.P. 50–55.
RESEARCH AND INNOVATION STRATEGIC
ALLIANCE OF CEDARSKSINAI MEDICAL CENTER
AND CENTRAL – EASTERN EUROPEAN (CEE)
ACADEMIC ORGANIZATIONS
*Sandor G. Vari
MD, International Research and Technology Transfer Manager, Burns and Allen Research Institute,
Department of Academic Affairs, Cedars#Sinai Medical Center
**James D. Laur
J.D., Deputy General Counsel, Department of Legal Affairs, Cedars#Sinai Medical Center
*Dr. Sandor G. Vari received his medical doctor degree in 1978, Budapest, Hungary and he completed his
surgical residency from 1978 to 1983 at the 1st Department of Surgery. From 1985 through 1990 he held
the position of assistant professor of surgery at Semmelweis Medical University Budapest. In 1988, he
received a fellowship from Brig Research Ltd., and in 1989 he was awarded a Fulbright scholarship to study
biomedical photonics at Cedars!Sinai Medical Center. After his research works in 2000 he became the
International Research and Technology Transfer Manager at Cedars!Sinai Medical Center Burns & Allen
Research Institute. In the same year he started the development of the "Innovation Management and
Technology Transfer Training" (IMTT) Program to assist Central and Eastern European Countries in the
implementation of institutional policies and procedures. In 2004 he commenced the "Research and
Innovation Management Training" (RIMETTM) Program to train scientists, physicians and healthcare
managers in Central ! Eastern European Countries. In 2005 he conceived the concept of the "Intellectual
Property Warehouse TM" (IPWTM), a joint patent portfolio management strategy for the Central and
Eastern European partners. E!mail: sandor.vari@cshs.org
**Short resume of James D. Laur, J.D is available in the article: Patent Warehouse: Strategic Alliances for
Commercialization of Intellectual Property in Central & East Europe.
Abstract: In 2000 Cedars!Sinai Medical Center (CSMC) has developed the "Innovation Management and
Technology Transfer Training" (IMTT) Program and in 2004 the "Research and Innovation Management
Training" (RIMET) Program to train scientists, physicians and healthcare managers at CSMC and in
Central ! Eastern European (CEE) Countries in research and technology transfer management. CSMC
believes that it is essential for its partner universities to have the ability to protect the intellectual advances
that arise from their laboratories and to negotiate commercially appropriate licensing deals. The IMTTTM
and RIMETTM programs educate and train managers in research, innovation management, business devel!
opment, and licensing to build a robust intellectual property portfolio and incorporate the institutional
patent portfolios into a "Joint Patent Portfolio" (JPP) to connect academic organizations throughout CEE
in an "Intellectual Property WarehouseTM" (IPWTM).
51SCIENCE AND INNOVATION. N 4, 2005
Technologies, innovation management and technology transfer
BACKGROUND
Innovation emerges from the interplay of uni!
versities, national laboratories, and industrial
firms in an environment shaped by a growing
body of governmental rules and incentives [1] .
Advances in the fundamental sciences
underlying health, such as biology, behavioral
sciences, and physics, are critical to the develop!
ment of new diagnostic and therapeutic tech!
nologies. Over the past 50 years, for example,
about 50 % of Nobel Prizes in Medicine or
Physiology were awarded to researchers who
discovered the structure and function of DNA
and 7 Nobel Prizes in Chemistry were awarded
to related work [2] . Most of this work, though
academic in origin, has had substantive indus!
trial implications. The revolution in genetics
and molecular biology spawned the biotechnol!
ogy industry [3, 4], which have from its incep!
tion been intimately tied, to academic scientists.
The industry's tendency to locate close to
research universities acknowledges the value of
star academic scientists in biotechnology [5, 6].
Today, academic scientists continue to serve 3
key functions in the biotechnology industry:
they facilitate knowledge transfer, signal the
quality of the indistries' research to capital mar!
kets, and help chart the scientific direction of
the industry [7].
Responding to the political and economic
shifts in the Central and Eastern European
(CEE) Countries toward a free market econo!
my, major universities have begun to create
research management and technology transfer
offices to facilitate the patent and licensing
processes. In addition, emerging high!tech and
biotechnology companies can struggle to sur!
vive because they often possess characteristics
that are more similar to academic laboratories
and, unlike large corporations, do not possess
the capital or resources necessary to achieve tar!
geted product development. Technology assess!
ment is seen as a mechanism for achieving effec!
tive and efficient use of resources; yet, institu!
tions have not fully utilized or implemented a
technology transfer program to maximize the
economic potential of their technologies. Aca!
demic institutions can encounter considerable
political, economic, and bureaucratic barriers
when they attempt to develop and implement
technology transfer offices and protocols [8].
PRESENT STATE
Medical Center is a nonprofit, tax!exempt aca!
demic medical center committed to expanding
the horizons of medical knowledge and improv!
ing the quality of care to its patients. Cedars!
Sinai has four charitable missions: the provision
of healthcare, community service, medical edu!
cation and biomedical research. Since its prede!
cessor hospital was founded in Los Angeles,
California, in 1902, Cedars!Sinai has grown to
become the largest voluntary hospital west of
the Mississippi and continues its traditional
focus on providing the finest healthcare possi!
ble. During the course of its one hundred year
history, many advances in all areas of healthcare
have been made and hundreds of thousands of
lives have been significantly impacted. More
than 1,800 physicians in virtually all!medical
specialties are on the Medical Staff at Cedars!
Sinai. They join more than 8,000 employees,
2,000 volunteers and 15,000 fundraising sup!
port group members to form a unique partner!
ship in delivering world!class medicine. Cedars!
Sinai physicians are leaders in basic and clinical
research, bringing advancements in medicine
directly from the laboratory to the bedside. In
addition, they teach over 245 residents and fel!
lows in nearly 60 graduate medical education
programs at Cedars!Sinai. The Technology
Transfer Office at Cedars!Sinai manages an
intellectual property portfolio of over 150
patents worldwide and received approximately
$14 million in royalty income from its licensing
program in fiscal year 2005.
52
Special Issue
SCIENCE AND INNOVATION. N 4, 2005
Cedars!Sinai Medical Center is an academic
center committed to expanding the horizons of
medical knowledge through biomedical resear!
ch. Through its charitable missions, the Medical
Center is committed to bringing the discoveries
made in its research laboratories to the market so
that the public can benefit from the scientific
advances made by our faculty. Through research
collaborations with Central and Eastern
European Academic Organizations the Medical
Center became aware of a distinct vacuum of
knowledge and understanding of research and
innovation management policies and intellectual
property. Due to this lack of knowledge, this
region has not been able to take full advantage of
the benefits of the intellectual property wealth
that can be found in its laboratories.
Cedars!Sinai developed an Innovation
Management and Technology Transfer Training
Program (IMTT) in response to requests from
collaborating institutions in the CEE for assis!
tance with the development of institutional
policies and procedures to enable them to man!
age their intellectual assets in an efficient and
effective manner. Initially, the program was
originally developed with four medical universi!
ties in Hungary and was structured as a part of
Cedars!Sinai's charitable mission of education.
The basic concept was that given that research
has no borders, Cedars!Sinai had an obligation
to share its best practices in technology transfer
with its sister academic institutions in the CEE.
In autumn of 2003, the Medical Center,
along with the Fogarty International Center at
the National Institutes of Health, hosted the
"Bridges in Life Sciences" symposium, present!
ing topics such as grantsmanship, innovation
management and research collaborations to par!
ticipants from over ten countries.
At present, the Bridges in Life Sciences
meeting concept has been presented all over
CEE in academic and research institutions from
Poland to Romania with great success, in an
attempt to fulfill the Medical Center's charita!
ble and educational mission and emphasize the
notion that research has no borders.
From 2000 the Medical Center is imple!
menting an Innovation Management and
Technology Transfer Training Program ("IMTT
Training Program") for academic institutions in
the Czech Republic, Hungary, Poland, Romania
and the Slovak Republic. In 2005, the Medical
Center extended its program and foster a rela!
tionship with institutions in Bulgaria and
Ukraine. Our IMTT Training Program has
three different stages:
– INTRODUCE
– INVOLVE
– IMPLEMENT
Each stage anticipates various levels of edu!
cation and training activities for the partner
university.
The universities in the CEE do not need to
build intellectual prowess because that is
already there. What the institutions need to do
is recognize the intellectual property that is
leaking from its laboratories and capture the
value so that the moneys earned from licensing
the innovations can be invested back into the
laboratories.
The first step in the IMTT Training
Program INTRODUCES the basic structure
and key elements of Innovation Management
and Technology Transfer functions to partner
universities and provides the university facul!
ties and administrations with an overview of
Cedars!Sinai's past experiences in technology
management.
During the INVOLVE stage an on!site eval!
uation is taking place at each partner and the
Medical Center through its expertise and
knowledge can help academic institutions
understand how to assess IP and utilize the
institution's strengths in specific research areas.
The Medical Center also provides knowledge
how to take advantage of market opportunities
53SCIENCE AND INNOVATION. N 4, 2005
Technologies, innovation management and technology transfer
for the technologies owned by the CEE part!
ners. CSMC's recommended key components
of an effective IP management strategy are the
IP survey, the investment strategy, the deploy!
ment strategy and the continuous maintenance
and monitoring system for effective develop!
ment of the IP strategy over time ("SWOT
analysis").
In the IMPLEMENT stage the Medical
Center provides a comprehensive in!house edu!
cation and training program "Research and
Innovation Management Training"
(RIMETTM) to train scientists, physicians and
healthcare managers at CSMC and in the
Central ! Eastern European Countries. The
principal objective of the RIMET Program is to
help in the development of solid research and
technology management policies, human sub!
ject and clinical trial management.
In the last 15 years CSMC learned the
intellectual property rights in upstream bio!
medical research belong to a large, diverse group
of owners in the public and private sectors with
divergent institutional agendas. Sometimes het!
erogeneity of interests can facilitate mutually
agreeable allocations ("you take the credit, I'll
take the money") [9] but in this setting, there
are reasons to fear that owners will have con!
flicting agendas that make it difficult to reach
agreement. When owners have conflicting goals
and each can deploy its rights to block the
strategies of the others, they may not be able to
reach an agreement that leaves enough private
value for downstream developers to bring prod!
ucts to the market. A more subtle conflict in
agendas arises between owners that pursue end!
product development and those that focus pri!
marily on upstream research [10].
A proliferation of patents on individual
fragments held by different owners seems
inevitably to require costly future transactions
to bundle licenses together before a industry
can have an effective right to develop these
products [11] .
Those are the main reasons CSMC and the
CEE partners decided to build a Joint Patent
Portfolio or "Intellectual Property
WarehouseTM" (IPW) on this way the collabo!
rative assessment of "patents of interest" can
help guide formulate an effective marketing
strategy. Once the "IPWTM" assembles its col!
lection of portfolio patents, CSMC and the
CEE Universities will work together to identify
valuable patents, potential licensees and CSMC
will be responsible for the effective portfolio
management.
RESULTS
The CEE Universities understood that the
establishment of a competent and effective tech!
nology transfer program is a long process. It can
take a minimum of three to five years for a uni!
versity to achieve the basic goals outlined in the
three different stages of the IMTT Training
Program and establish a functional and produc!
tive technology transfer program. For this rea!
son, Cedars!Sinai has decided that it is essential
to make its technology transfer infrastructure
and expertise available to Partner Universities
during this transition period. By working
together under a Technology Collaboration
Letter Agreement, Cedars!Sinai can provide
universities with the opportunity to take advan!
tage of Cedars!Sinai's existing technology
transfer office's expertise and experiences. If the
university has a technology which is potentially
valuable and would like Cedars!Sinai's assis!
tance, Cedars!Sinai can help the partner univer!
sity learn how CSMC assesses, protects and
commercializes intellectual property by actually
observing how Cedars!Sinai approaches the
innovation management process. More impor!
tantly, if the licensing effort for the technology
selected by the university is successful, then the
university will generate income for its program
during the transition time that is required
before a technology transfer program to be fully
54
Special Issue
SCIENCE AND INNOVATION. N 4, 2005
established. Any net royalty income from the
licensed technologies will then go back to the
Partner University to provide additional
research monies and to help finance the
Technology Transfer Office and its infrastruc!
ture at the university.
During the last 15 years, many companies
have approached CSMC to search its patent
portfolio and licensed several of them. Over that
same period, CSMC has become successful in
identifying innovations that have the greatest
potential to generate revenue. As a Broker,
CSMC has the expertise to assess the economic
value of patents and to identify target compa!
nies, products, and potential licensees for future
licensing efforts.
The broad scope of the Joint Patent
Portfolio will reflect the diversity of world!class
research projects carried out at the CEE Partner
Universities. The fundamental features of a
Joint Patent Portfolio initiated by CSMC
include the integration of complementary tech!
nologies, the reduction of transaction costs, the
resolution of conflicting patent positions and
the avoidance of costly patent infringement liti!
gation. Its effectiveness springs principally from
a consensus among the participants that indi!
vidual patent rights will remain at the owner
organization and will be made available to other
members on fair, reasonable and nondiscrimina!
tory terms.
Management of the Joint Patent Portfolio
involves a collaborative effort from outside
patent lawyers, business development/licensing
firms, intellectual property and financial organ!
izations and investors. Typical management
duties involve monitoring patent activity in a
specific technology area, or keeping updated on
competitors' patents. Consistent and continu!
ous management of the Joint Patent Portfolio
ensures that the participating CEE academic
organizations remain competitive in both
research development and licensing opportuni!
ties.
· The IPWTM would include patents on a
variety of materials and methods that play
important roles in biotechnology.
· The IPWTM would charge a fee for access
to the collection of portfolios; this way,
pharmaceutical and other healthcare com!
panies could examine and express their
interest in technologies within the Joint
Patent Portfolio.
· The IPWTM would charge the market
price for licensing services and reimburse
patent holders for licensing activities.
· The IPWTM would also provide patent
holders with a large share of the income
from royalties generated from the Joint
Patent Portfolio.
· The remainder of the royalty income will go
to the maintenance of "Intellectual
Property WarehouseTM" and will be
shared with the Broker (CSMC).
The Central and Eastern European (CEE)
Partner Universities who consider joining the
Joint Patent Portfolio and the Patent
Warehouse™ must make a long!term commit!
ment to the project.
CONCLUSION
The Central and Eastern European Academic
Institutions must have a strong research and
innovation management program and it is
important for them to understand that for!prof!
it companies will exploit and overwhelm aca!
demic institutions that are unprepared to pro!
tect and take control of the institution's innova!
tions. In effect, there is more that a university
and a professor can accomplish beyond the out!
55SCIENCE AND INNOVATION. N 4, 2005
Technologies, innovation management and technology transfer
puts of their research merely publishing peer!
review articles and increasing the individual's
academic status based on impact factors and the
citation index.
As an end result of the IMTT Program the
goal of the CEE Universities beside to make
available the outputs of their research also to
implement infrastructure and protect the out!
comes of their high quality scientific work.
Hence CSMC's main goal is to help the CEE
university administration and research commu!
nity understand that they can bring more value
to society by ensuring that the scientific out!
puts made at the university are brought to the
market as outcomes like new drugs, medical
devices, laboratory tests and treatment modali!
ties and on this way they will make a better
health care and healthier people in their coun!
tries. Those are the real socio!economic impacts
of the innovative research work.
After the implementation of a transparent
and effective IP strategy at the Central and
Eastern European (CEE) Academic
Organizations it will make them capable to
incorporate the institutional patent portfolios
into a "Joint Patent Portfolio" (JPP) and as an
end result of CSMC efforts the partners will
develop a commercially successful patent man!
agement strategy for the "Intellectual Property
WarehouseTM" (IPWTM).
REFERENCES
1. Science and Engineering Indicators. Washington,
DC: National Science Board; 2000.
2 B. Feldman. The Nobel Prize: A History of Genius,
Controversy, and Prestige. New York, NY: Arcade
Publishing Inc; 2000.
3. R. Henderson, L. Orsenigo, GP. Pisano. The phar!
maceutical industry and the revolution in molecular
biology. In: Mowery DC, Nelson RR, eds. Sources of
Industrial Leadership: Studies of Seven Industries.
Cambridge, Mass: Cambridge University Press; 1999:
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4. N. Rosenberg, RR. Nelson. American universities
and technical advance in industry. Res Policy. 1994;
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5. LG. Zucker, MR. Darby. Star scientists and institu!
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1996; 93: 12709–12716.
6. LG. Zucker, MR. Darby, MB. Brewer. Intellectual
human capital and the birth of US biotechnology
enterprises. American Economic Rev. 1998; 88:
290–306.
7. DB. Audretsch, PA Stephan. Company!scientists
locational links. American Economic Review. 1996;
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8. SG Vari, JD Laur. Learning from Lost Opportunities
& Sharing Best Practices. Journal of the Association
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(Cambridge Univ. Press, Cambridge, UK, 1989).
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/ENU (Use these settings to create Adobe PDF documents best suited for high-quality prepress printing. Created PDF documents can be opened with Acrobat and Adobe Reader 5.0 and later.)
/UKR <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>
>>
/Namespace [
(Adobe)
(Common)
(1.0)
]
/OtherNamespaces [
<<
/AsReaderSpreads false
/CropImagesToFrames true
/ErrorControl /WarnAndContinue
/FlattenerIgnoreSpreadOverrides false
/IncludeGuidesGrids false
/IncludeNonPrinting false
/IncludeSlug false
/Namespace [
(Adobe)
(InDesign)
(4.0)
]
/OmitPlacedBitmaps false
/OmitPlacedEPS false
/OmitPlacedPDF false
/SimulateOverprint /Legacy
>>
<<
/AddBleedMarks false
/AddColorBars false
/AddCropMarks false
/AddPageInfo false
/AddRegMarks false
/ConvertColors /ConvertToCMYK
/DestinationProfileName ()
/DestinationProfileSelector /DocumentCMYK
/Downsample16BitImages true
/FlattenerPreset <<
/PresetSelector /MediumResolution
>>
/FormElements false
/GenerateStructure false
/IncludeBookmarks false
/IncludeHyperlinks false
/IncludeInteractive false
/IncludeLayers false
/IncludeProfiles false
/MultimediaHandling /UseObjectSettings
/Namespace [
(Adobe)
(CreativeSuite)
(2.0)
]
/PDFXOutputIntentProfileSelector /DocumentCMYK
/PreserveEditing true
/UntaggedCMYKHandling /LeaveUntagged
/UntaggedRGBHandling /UseDocumentProfile
/UseDocumentBleed false
>>
]
>> setdistillerparams
<<
/HWResolution [2400 2400]
/PageSize [612.000 792.000]
>> setpagedevice
|