Petrash(1996)認為無形資產是企業創造財富的重要基礎，而良好的無形資產管理有助於企業創造財富與展現價值。在眾多無形資產，專利目前是企業展示、保護創新最常使用的手段。目前許多組織擁有大量的專利，要如何有效管理並運用專利是本研究關心的議題。
一般而言，專利管理大致可以分成三大活動，專利盤點—記錄公司所擁有的專利；專利評價—分析這些專利的價值；專利加值運用—利用專利獲得最大的收入。本研究主要針對後兩者進行研究，從文獻探討中，如專利管理、專利評價、專利加值運用…等，了解各活動現有的作法，透過文獻與實務結合，以策略群組的概念，將專利評價與加值運用連結，建立一套完整專利管理作法。
本研究以國立清華大學擁有的152案專利實證研究對象。以問卷調查進行專利評價活動，利用主成份分析，萃取影響專利價值的四個因素；使用集群分析將專利分群，建立四個策略群組：「研發投資導向」、「商品授權導向」、「市場應用導向」、「標準建立導向」。最後，對四個策略群組的專利，依各個專利的技術生命週期、商業-法律構面評估，提供後續加值建議。

Petrash(1996) argues that the intangible assets is the source of wealth creation for the companies. Patent is the most popular mechanism that uses in exhibiting and protecting the company’s intangible assets. Many companies have a large amount of patents, so the research concern is to examine how the companies manage and leverage the patents effectively.
In general, patent management includes three major activities: recording the patents the company owns; analyzing the value of these patents; exploiting the patents to maximize revenue. The study focuses on the second and third activities. Through reviewing the literatures and applying the concept of strategic group, the research builds a series of processes in patent management.
The study demonstrates the processes by a case of National Tsing Hua University. It applies the questionnaire for analyzing the value of patent, and utilizing the Principal Component Analysis to find four factors that influencing the value, including the potential of technology leading, the possibility of commercializing, the capacity of market application, and the defense of litigation. In the exploiting the patent to maximize revenue, the study employs the Cluster Analysis to form four patent strategic groups, including R&D-Investment oriented, Commercializing oriented, Market-Promotion oriented, and Standard-Creation oriented. Finally, the study suggests the value-add activities depend on each patent of technology life cycle and business-legal assessment.

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