Patent Warehouse: Strategic Alliances for Commercialization of Intellectual Property in Central & East Europe
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nasplib_isofts_kiev_ua-123456789-1146982025-02-09T11:37:35Z Patent Warehouse: Strategic Alliances for Commercialization of Intellectual Property in Central & East Europe Laur, J.D. Shin, D. Vari, S.G. Technologies, innovation management and technology transfer 2005 Article Patent Warehouse: Strategic Alliances for Commercialization of Intellectual Property in Central & East Europe / J.D. Laur, D. Shin, S.G. Vari // Наука та інновації. — 2005. — Т. 1, № 4. — С. 56-62. — англ. 1815-2066 DOI: doi.org/10.15407/scin1.04.056 https://nasplib.isofts.kiev.ua/handle/123456789/114698 en Наука та інновації application/pdf Видавничий дім "Академперіодика" НАН України |
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Technologies, innovation management and technology transfer Technologies, innovation management and technology transfer Laur, J.D. Shin, D. Vari, S.G. Patent Warehouse: Strategic Alliances for Commercialization of Intellectual Property in Central & East Europe Наука та інновації |
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Laur, J.D. Shin, D. Vari, S.G. |
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Laur, J.D. Shin, D. Vari, S.G. |
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Patent Warehouse: Strategic Alliances for Commercialization of Intellectual Property in Central & East Europe |
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Patent Warehouse: Strategic Alliances for Commercialization of Intellectual Property in Central & East Europe |
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Patent Warehouse: Strategic Alliances for Commercialization of Intellectual Property in Central & East Europe |
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Patent Warehouse: Strategic Alliances for Commercialization of Intellectual Property in Central & East Europe |
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patent warehouse: strategic alliances for commercialization of intellectual property in central & east europe |
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Видавничий дім "Академперіодика" НАН України |
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Technologies, innovation management and technology transfer |
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Patent Warehouse: Strategic Alliances for Commercialization of Intellectual Property in Central & East Europe / J.D. Laur, D. Shin, S.G. Vari // Наука та інновації. — 2005. — Т. 1, № 4. — С. 56-62. — англ. |
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Наука та інновації |
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56
Special Issue
© SCIENCE AND INNOVATION. 2005
Special issue.2005.V 1.N 4.P. 56–62.
PATENT WAREHOUSE:
STRATEGIC ALLIANCES
FOR COMMERCIALIZATION OF INTELLECTUAL
PROPERTY IN CENTRAL & EAST EUROPE
*James D. Laur
J.D., Deputy General Counsel, Department of Legal Affairs, Cedars#Sinai Medical Center
**Douglas Shin
B.A. (J.D. candidate '06), Loyola Law School; Technology Transfer Intern, Department of Academic
Affairs, Cedars#Sinai Medical Center
***Sandor G. Vari
MD, International Research and Technology Transfer Manager, Burns and Allen Research Institute,
Department of Academic Affairs, Cedars#Sinai Medical Center
*Attorney James D. Laur received his Juris Doctor (J.D.) degree, cum laude, from the Boston College
School of Law in 1986. In addition, Mr. Laur received his Bachelor of Arts (B.A.) degree, cum laude, with a
double major in Political Science and Philosophy from the University of California, Los Angeles (UCLA)
in 1983. Mr. Laur worked as an associate attorney in the International Corporate Department of the Dutch
law firm of Van Doorne & Sjollema Advocaten (Rotterdam, The Netherlands) from 1986 to 1989. From
1989 to 1991, Mr. Laur worked in the Corporate Department of the law firm McDermott & Trayner
(Pasadena, California). From 1991 to the present, Mr. Laur has been an attorney in the Legal Affairs
Department of Cedars!Sinai Medical Center (Los Angeles, California). Mr. Laur is currently Cedars!Sinai's
Deputy General Counsel and is primarily responsible for all intellectual property (patent/trademark/copy!
right) matters for Cedars!Sinai's Burns & Allen Research Institute and is lead counsel for Cedars!Sinai's
Technology Transfer Office. Mr. Laur is a frequent speaker on intellectual property issues and the manage!
ment of technology transfer programs in the academic sector. E!mail: James.Laur@cshs.org.
**Douglas Shin graduated from the University of California, San Diego with a Bachelors of Art (B.A.)
degree in History and a minor in Biology. He is currently a third year law student at Loyola Law School in
Los Angeles and a member of the Loyola Law Review. He is a candidate for a Juris Doctor (J.D.) degree in
the Spring of 2006. In addition, Mr. Shin is an intern in the Technology Transfer Office at Cedars!Sinai
Medical Center.
***Short resume of Sandor G. Vari, MD is available in the article: Research and Innovation Strategic
Alliance of Cedars!Sinai Medical Center and Central ! Eastern European (CEE) Academic Organizations.
57SCIENCE AND INNOVATION. N 4, 2005
Technologies, innovation management and technology transfer
I. INTRODUCTION
The "Patent Warehouse" is a concept involving
the creation of a strategic alliance among
Central and East European (CEE) academic
institutions in order to enhance each individual
institution's technology transfer efforts. The
Patent Warehouse has the potential to bring
participating CEE universities access to shared
innovation management expertise and, ulti!
mately, increased opportunities for licensing
and royalty income. The consortium would
essentially combine the efforts of participating
CEE institutions together, allowing members to
establish a more attractive intellectual property
(IP) portfolio and a stronger negotiating posi!
tion when dealing with outside companies
interested in IP placed by its members in the
Patent Warehouse.
This article addresses the need for CEE
institutions to come together and pool their
economic and technology transfer resources and
specifically discusses the proposed Patent
Warehouse concept that we believe could effec!
tively fill this need. Part II discusses the com!
pelling reasons for the proposed formation of
the Patent Warehouse. Part III provides the
blueprint for proper implementation and opera!
tion of the Patent Warehouse. Finally, Part IV
of this commentary will discuss both the bene!
fits and potential obstacles emerging from a
Patent Warehouse alliance.
II. THE CURRENT ENVIRONMENT
IN THE CEE COUNTRIES PREVENTS
EFFICIENT PROMOTION AND
MARKETING OF INSTITUTIONAL
INVENTIONS
With the unraveling of the iron curtain in the
late 1980's, the CEE countries became free to
participate in the free!market system. However,
CEE countries have been slow to implement
and take advantage of this system because of
pre!existing political, social and economic barri!
ers. Likewise, the academic institutions in the
CEE countries have struggled to efficiently
market and license IP produced in their facili!
ties.
CEE academic institutions currently have
informal or outdated policies, if any at all, about
intellectual property developed at their facili!
ties. Some institutions allow researchers to
retain full ownership of any IP created at the
institution while other institutions have more
control over IP created in their facilities. Some
institutions are confronted with contradictory
and often confusing overlay of ownership claims
to IP developed at the institution. The lack of
consistent administrative rules and clear
national legislation regarding the ownership
rights to IP created at academic institutions
throughout the CEE hurt both the inventors
and the institutions and, ultimately, also the
country itself. Inventors lose great opportuni!
ties for commercially appropriate licensing and
can severely underestimate the value of the IP
they produce and end up selling ownership
rights to for!profit companies for little, if any,
financial gain. Institutions also lose financial
opportunities because they may not provide suf!
ficient administrative support and incentive for
investigators to entrust the administration with
their IP. It goes without saying that if the IP is
being acquired without fair payment, the coun!
try loses the valuable income stream into its
academic institutions and the national economy.
Additional external factors such as political
corruption, constantly changing and often con!
tradictory legislation, intra!institutional
bureaucracy and lack of substantial foreign
investment in CEE countries have also con!
tributed heavily to the slowed transition to a
free!market system. As a result, it is easy for
large outside companies to exploit the
researchers and/or institutions by offering min!
imal financial compensation in exchange for
licensing rights or outright ownership of the IP.
58
Special Issue
SCIENCE AND INNOVATION. N 4, 2005
This inability to take advantage of market
opportunities is a familiar occurrence world!
wide at many non!profit and academic institu!
tions. For example, in 1968, Cedars!Sinai
Medical Center lost the opportunity to protect
and license the famous Swan!Ganz catheter
because the inventors sold the rights to the
device to an outside company for a mere
$10,000. The commercial distributors of the
catheter earned millions of dollars from the suc!
cess of the device, while Cedars!Sinai received
nothing. It is easy to imagine how the research
program of the academic medical center could
have been enhanced and further developed if
the institution had received a fair share of the
proceeds from the commercialization of the
technology developed in its laboratories.
Decades later, with a Technology Transfer
Office in place along with clear institutional
policies governing the ownership and responsi!
bility for marketing all IP from the institution,
Cedars!Sinai was able to license another device
called the Barath!Balloon catheter which, to
date, has earned over $28 million in royalty
income which has been reinvested into the insti!
tution's charitable mission of research and com!
munity service. This drastic reversal of fortune
occurred because Cedars!Sinai recognized that
valuable technology was being created in its
laboratories and, therefore, established and
enforced an IP policy allowing the institution to
effectively market its IP and foster a mutually
beneficial relationship between the institution
and its researchers.
The same turnaround is also possible for
CEE academic institutions if they take the
proper steps to implement an effective innova!
tion management system. Furthermore, a
Patent Warehouse alliance could greatly
enhance the potential economic rewards for
CEE institutions by leveraging the collective
expertise of the participants to evaluate the IP
in the Patent Warehouse and simultaneously
enhancing the bargaining position of member
institutions with potential licensees who are
more likely to be attracted to a broader and
deeper IP portfolio for licensing opportunities.
For CEE universities to reach their full poten!
tial with their technology transfer efforts, sever!
al steps are first required to implement an effec!
tive system of IP protection, promotion and
marketing.
III. THE FORMATION OF THE PATENT
WAREHOUSE INVOLVES COOPERATIVE
PATENT POOLING/MANAGEMENT AND
EXTENSIVE EDUCATION OF MEMBER
INSTITUTIONS' TECHNOLOGY
TRANSFER OFFICES
The alliance envisioned in a Patent Warehouse
would provide member institutions opportuni!
ties and expertise previously unavailable to
them. However, before an institution is in a posi!
tion to take advantage of the Patent Warehouse
alliance, a Technology Transfer Office with func!
tioning policies and procedures governing IP at
the institution needs to be in place. It is only
with its own institutional process in place can an
institution be a successful participant in the
Patent Warehouse and actually transfer IP
rights into the Patent Warehouse.
A. Each Member Institution Needs to Have
a Technology Transfer Office and
Administrative Support in Place to Help
Facilitate the Smooth Transition of IP
to the Warehouse
A Technology Transfer Office (TTO) exists for
the benefit and convenience of both the aca!
demic institution and the researcher producing
the IP. It is important for the institutions and
their researchers to work with their TTO
because the TTO can act as a buffer against
undue influence of an outside company interest!
ed in a researcher's IP. In addition, the TTO can
and, in fact, must be a strong advocate for the
59SCIENCE AND INNOVATION. N 4, 2005
Technologies, innovation management and technology transfer
researcher and the institution in its licensing
efforts. In order to be effective, a TTO needs to
be able to provide an honest assessment of both
the uniqueness and potential value of the tech!
nology within the particular field of science and
the relevant commercial market. A thorough
analysis of a technology's commercial value
often includes examination of competing tech!
nologies, market penetration potential, actual
commercial sales estimates and, if necessary, a
third!party marketing analysis of the technolo!
gy. A realistic IP valuation is crucial to a TTO's
success because the patent process is both
lengthy and costly. Patents are expensive to
obtain and maintain and should not be pursued
if the IP has no true licensing potential.
In addition, institutions need to recognize
the importance of establishing their legal claims
to the IP produced in their labs. The lack of
clear ownership rights in the IP leads to delays
in the licensing process at a minimum or, at
worst, makes the IP impossible to license at all.
An outside company will be reluctant to take a
license and invest in developing a technology if
the IP ownership rights are not clearly in the
hands of the institution. The academic institu!
tions in the CEE must work at the national
level, if necessary, to ensure that the ownership
rights in the academic field are clearly defined in
the relevant national legislation. Then, equally
important, the institution must ensure that it
has established and implemented policies and
procedures governing the disclosure, ownership,
management and ultimate commercialization of
inventions arising on campus. Many institu!
tions are coming to recognize that a key policy
for the success of an innovation management
process is a commitment by the institution to
share a percentage of the net proceeds from any
successful license with the individual inventor
or inventors of the technology licensed. By
rewarding inventors personally for cooperating
with the TTO, the institution can increase the
likelihood that its researchers will respect and
abide by the insitutional policies for managing
IP rights. It is also worth noting that a TTO
should work closely with outside legal counsel
during the valuation and patent prosecution
processes. Patent attorneys specialize in the
protection of IP rights and should be expected
to provide advice and assistance with the com!
mercial valuation process and licensing strategy
for a technology. However, the challenge for the
CEE academic institutions is the lack of experi!
enced personnel familiar with innovation man!
agement and the ability to afford legal profes!
sionals which is more and more necessary for the
TTO to be successful. Therefore, the Patent
Warehouse model may be an attractive solution
to providing this missing expertise and licensing
contacts for enhancing the probabilities for
technology transfer success.
B. The Patent Warehouse Will House
and Maintain Various Patent Portfolios
of Member Institutions
The Patent Warehouse system can consolidate
the individual IP portfolios of participating
CEE academic institutions into a collective aca!
demic powerhouse and, if structured correctly,
can provide the technology transfer expertise
missing at the individual institutional level. In
addition, the Patent Warehouse structure can
simultaneously increase the financial bargaining
position for each member. The system involves
trust, cooperation and a commitment to partici!
pate actively in the Patent Warehouse by CEE
institutions who agree to join the consortium.
First, as indicated above, each academic
institution must take control of new IP pro!
duced in its research facilities. The individual
TTO at each institution would need to be com!
mitted to placing technology from its institu!
tion into the Patent Warehouse. The Patent
Warehouse would then take the lead to assess
the potential value and, if appropriate, market
the IP to interested companies.
60
Special Issue
SCIENCE AND INNOVATION. N 4, 2005
C. The Patent Warehouse Will Have
a Qualified Manager With the Experience
and Expertise Necessary to Train TTOs and
Oversee Proper Valuation and Licensing
of the IP Portfolios in the Patent Warehouse
For the Patent Warehouse consortium to suc!
ceed, the presence of a well!qualified, experi!
enced manager is essential. The Patent
Warehouse management would be crucial to the
initial formation and maintenance of the con!
sortium. As stated above, CEE institutions may
determine that they currently lack the neces!
sary experience in the IP valuation and market!
ing processes. Cedars!Sinai Medical Center has
a long history in licensing and maintaining IP
portfolios. In addition, Cedars!Sinai has seen its
share of commercial licensing successes, learned
from past mistakes and has refined its IP valua!
tion and marketing policies over time. Cedars!
Sinai has been working with its partner academ!
ic institutions in CEE for the past few years to
provide educational assistance for establishing
an innovation management program and pro!
viding technology transfer services for the new
TTOs opened at the various institutions in the
region.
Initially, the Patent Warehouse would, we
believe, need to contract with an established
institution, such as Cedars!Sinai, to act as the
first manager for the Patent Warehouse and
assist in training and teaching TTOs in the con!
sortium. Over time, as member institutions gain
more experience by participating in the IP valu!
ation and licensing process, the Patent
Warehouse manager role should gradually tran!
sition from being served by an established and
experienced consultant to being managed com!
pletely by an individual or team that would,
optimally, come from the TTO staff at one or
more of the participating CEE institutions.
One primary goal, in fact, of the Patent
Warehouse model that we envision is the
empowerment of the TTO professionals by pro!
viding hands on education about technology
transfer best practices so that the institutional
members of the Patent Warehouse will all bene!
fit not only financially from successful licensing
activities but also through the dissemination of
know!how about innovation management to
the region.
IV. THE PATENT WAREHOUSE WILL
PROVIDE CEE INSTITUTIONS WITH
THE OPPORTUNITY TO FLOURISH
FINANCIALLY AND LEARN BEST
PRACTICES THROUGH HANDSKON
PARTICIPATION AND TRAINING, BUT
FACES FORESEEABLE OBSTACLES
A Patent Warehouse alliance gives participating
CEE institutions several important advantages.
First, the consortium arrangement allows mem!
ber institutions to include their IP into a bigger
portfolio of technology collected from other
institutions and held by the Patent Warehouse
which will attract more interest from potential
licensees. Second, member institutions would
have an easier time marketing and licensing
their technology because the TTOs and Patent
Warehouse manager would work together to
evaluate the IP and market it to companies
(either directly or as a part of a transaction with
a venture capitalist to create, for example, a
"spin!off" company). Third, the TTO profes!
sionals at each institution will be educated
about best practices for a successful innovation
management system and gain invaluable hands!
on experience with the basic steps of the
process: assessment, protection and commer!
cialization of IP rights. However, there are pre!
dictable obstacles that can hinder the growth
and undermine the potential for success of the
Patent Warehouse alliance.
Although the Patent Warehouse consor!
tium can serve as a platform to bring CEE insti!
tutions together, competition among the partic!
ipants and institutional self!interest can still be
61SCIENCE AND INNOVATION. N 4, 2005
Technologies, innovation management and technology transfer
present. Individual institutions may feel that
they are contributing more valuable IP and
licenses to the alliance than other member uni!
versities or feel reluctant to participate fully
until they see what the other participants will
be contributing to the Patent Warehouse. A
foreseeable result of this attitude is the tempta!
tion for a researcher or an institution to circum!
vent the consortium and attempt to broker a
deal independently with an outside company
which has shown interest in the technology. The
temptation to act outside the Patent Warehouse
increases when the IP appears to have poten!
tially high commercial value. The fact remains,
however, that the institution on its own will,
more likely than not, be unable to secure a
license from the company which maximizes the
return of value to the institution. Without the
access to the strength that the Patent
Warehouse would have brought to the negotia!
tion table along with the skills and expertise of
the Patent Warehouse management, the aca!
demic institution will find itself at a disadvan!
tage.
One way that the Patent Warehouse will be
able to overcome problem of institutional reluc!
tance to participate is by taking each opportuni!
ty that is in the Patent Warehouse and working
its best to negotiate licensing agreements that
lead to financial success. The successful market!
ing and licensing of IP in the Patent Warehouse
portfolio will go far in assure member institu!
tions that the Patent Warehouse alliance is the
best way for the institution to achieve its goal of
success with its innovation management sys!
tem. Each success, big and small, will combine
over time to reassure Patent Warehouse mem!
bers that this new concept is worthwhile. Other
institutions in the CEE region will undoubted!
ly also see the growing economic success of the
Patent Warehouse and will want to become
members and share in the financial and educa!
tional rewards. We envision that the Patent
Warehouse model can grow over time to incor!
porate IP from new institutional partners, how!
ever, each candidate for membership would
have to convince the existing membership that
they have the requisite ownership issues and
institutional innovation management policies
and procedures in place before the candidate
could be admitted into the Patent Warehouse
alliance.
As described above, the Technology
Transfer Office is an essential tool for institu!
tions and researchers to have in the promotion
of IP. While appointing qualified individuals to
TTO positions and providing adequate adminis!
trative support seems simple enough, the actual
integration and implementation of the TTO and
the IP policies into the institutional administra!
tive process and power structure can be lengthy
and often painful. In reality, the actual valuation
of IP can be difficult and remains a challenge for
even the most experienced TTOs in Western
institutions. This is the area where the Patent
Warehouse alliance would prove to be the most
helpful. The Patent Warehouse alliance would
lower the intimidating and steep learning curve
that TTOs typically face by providing intensive
education and close guidance about best prac!
tices for innovation management. In particular,
the Patent Warehouse manager would help
enhance the TTO's abilities by teaching and
guiding the crucial steps in the process of IP
valuation and licensing. This is similar to the
"Innovation Management and Technology
Transfer" (IMTT) training program that
Cedars!Sinai Medical Center has in place with a
number of academic institutions in the CEE. In
brief, the IMTT training program provides CEE
institutions with the basic building blocks of an
innovation management system, explains why a
TTO is necessary and teaches the institutional
leadership the necessary steps involved in
implementing a technology transfer program. A
number of CEE universities have participated
in the IMTT training program and have sent
representatives to visit Cedars!Sinai for a ten!
62
Special Issue
SCIENCE AND INNOVATION. N 4, 2005
day period to attend a consolidated series of
educational experiences provided by the tech!
nology transfer personnel at Cedars!Sinai.
One last challenge that CEE institutions
face in the establishment of a TTO and imple!
mentation of the related innovation manage!
ment polices is the distinct feeling of isolation.
Because the field of technology transfer is so rel!
atively new to the region's academic communi!
ty, there has been an absence of people experi!
enced in this activity and limited avenues for
professional development. The Patent
Warehouse alliance would serve to fill this void
and provide members with an additional per!
spective into the IP process. While most aca!
demic institutions must struggle on their own to
develop their own TTOs and implement new
and potentially unwelcome ownership polices,
individuals from the TTOs of institutions par!
ticipating in the Patent Warehouse would be
able to communicate freely with and learn from
their colleagues from other institutions. The
existence of a coalition allows each institutional
TTO the luxury of turning to other TTOs in the
alliance and the Patent Warehouse management
for advice, direction and, in some cases, simply
someone to commiserate with.
V. CONCLUSION
The academic community in Central and East
Europe is home to many of the world's top aca!
demics and research institutions and there is a
long historical tradition of scientific excellence.
However, these institutions have yet to reap
substantial economic benefits from IP devel!
oped in institutional research laboratories that
many Western academic institutions enjoy. The
formation of a Patent Warehouse alliance
would, we believe, serve to protect and promote
the innovations created at the universities and
allow the member institutions to receive fair
market value for the IP that arrises from their
research and administrative efforts. Despite the
existence of several foreseeable obstacles, the
successful licensing and return of revenue to
member institutions will ensure the success of
the consortium. Ultimately, the Patent
Warehouse is a model which could ensure that
CEE institutions receive a continuous revenue
stream from their inventions and allow both the
institutions and researchers to benefit by pro!
viding much needed funding for the research
programs and enhanced recognition for the
valuable advances made in the various fields of
science.
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/NLD (Gebruik deze instellingen om Adobe PDF-documenten te maken die zijn geoptimaliseerd voor prepress-afdrukken van hoge kwaliteit. De gemaakte PDF-documenten kunnen worden geopend met Acrobat en Adobe Reader 5.0 en hoger.)
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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
|