Module 4A IP PRESENTATION [modalità compatibilità] · ip4inno Module 4A new version IP...
Transcript of Module 4A IP PRESENTATION [modalità compatibilità] · ip4inno Module 4A new version IP...
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ip4inno Module 4A new version
IP COMMERCIALISATION
www.ip4inno.eu
IP COMMERCIALISATION
Commercialization and Economical Exploitation of I.P. Assets – An overview
Eli Guastalla - Meta Group Srl Vienna 03/11/2010
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The Disclaimer!
This training material concerns intellectual property and business strategies only in general terms.
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This training material should not be relied upon when taking specific business or legal decisions. Rather, professional advice should be obtained which suits the circumstances in question.
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ip4inno is brought to you by:
• European Commission, DG Enterprise & Industry• European Patent Office• 19 consortium partners in the first ip4inno project
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This module was updated by:Meta Group Srl www.meta-group.com
with funding from the EC and EPO
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By the end of this session you are expected to know more about I.P.
1. Understanding I.P. - basics
2. Strategic vision of I.P.
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2. Strategic vision of I.P.
3. I.P. assets in Technology Transactions
4. Valorization & Value of I.P.
5. Value Definition and Calculation methods Applied
6. About Licensing and contractual issues
7. Who can do the job?
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Understanding I.P. Basics
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Understanding I.P. Basics
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Registered intellectual property
PatentsDuration: up to 20 Y
Utilitymodels
IP rights with a certificate
Utilitymodels
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Duration: up to 20 Yexep- pharma
TrademarksDuration:10 years or life
modelsDuration: until 10 years
DesignsDuration: until 5 x 5
years
modelsDuration: until 10 years
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Unregistered I.P.
Require no formal application procedure, but come into existence automatically when certain types of intellectual property are created , most common are:
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• Copyright
• DATABASE Right
• Confidential information and trade secrets
• Industrial secrets
• Unregistered Design Right
• Unregistered Trade Marks
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Soft I.P. - 1
Other protectable /defendable forms of I.P. are :
Design (important for household & furniture etc)
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Know How , database, trade & industrial secrets (Coke), testing & industrial implementation (restrictive covenants')
Industrial experience, confidentiality agreements, R&D information,
GI – geographical indication of Origin (mainly food)
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Other soft I.P. - 2
Copyright (focus for writers, publishers, film maker, Collective licensing society, and software firms)
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Unregistered trade marks – important for short life-cycles products like textile & fashion design with short time to market, printed circuits topography
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Some definitions of Patent: You can say a patent is:
An agreement between the inventor and society
Alternative definition (legal):A patent is an exclusive right to commercially exploit the
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A patent is an exclusive right to commercially exploit the invention in a given country. Protection up to 20 years.
BUT ALSO .........
Prohibitive rightA patent forbids others commercially to: produce, sell, work, use, import and possess the invention
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What is patentable
Patentability applies to, inventions (technical teaching
with technical effect) that can be industrialised (not
necessarily with an economical advantage), that are new
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necessarily with an economical advantage), that are new
and essentially differ from current state of the ar t.
You can patent: products, production processes &/ or their use.
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All Exclusions
You can’t patent, among the rest: discoveries, business and math methods, SW, health treatment,
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business and math methods, SW, health treatment,
Neither can you patent objects or inventions which are either illegal or contrary to moral standard and public order (torture or killing methods)
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Utility Model(Some countries, typically UK , DK, S , N, doesn’t recognises it)
The ”Patent-system” for smaller inventions
Conditions:
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Conditions:•Solve a technical problem•New•Inventive step
Often used for ”small” inventions for limited time
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The Utility Model - 2A utility model is:
• an exclusive right only for 6 to10 years• allows the right holder to prevent others from exploiting
economically the protected invention• may also be negotiated
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• may also be negotiated• within 12 months a national utility model application can
be turned into a European patent application, if it fits to the European requirements
• protects mainly product (methods can be files in F, P, IR)• procedure are simpler and fees cheaper
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Trade Marks - short definition (1):
• A distinctive sign which identifies the goods and services of one company from those of another
• A trade mark helps consumers to identify and choose
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• A trade mark helps consumers to identify and choose between products/services based on their reputation and quality
• A trade mark is a word (alphanumeric) or sign /logo or both, which can be represented graphically and which is capable of distinguishing the trade origin of certain goods and services
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Types of Trade marks (2)
Trade marks can be a word, a logo, a combination of both, but also a form or a sound (i.e. jingles like Win Xp)
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Requirements for a good Trade Mark (3)
A good Trade mark , to get registration, must be:• Distinctive (Unique): “Nutella” “Swatch” • Not descriptive: “pure Olive Oil” “waterproof cloth”• Not Similar or Identical to others or deceptive: “for You /
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• Not Similar or Identical to others or deceptive: “for You / 4U”
Strong trade mark
Weak Trade Mark B P
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Exercise:
Identify different
forms of I.P. in
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these
products &
their content.
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Strategic Vision of I.P.
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VisionVisionVisionVision
StrategyStrategyStrategyStrategy
Management
Strategic Vision of I.P.
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Value
Generation
Management
Of I.P.
Value
Extraction
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Acquisition
Of I.P.
New Assets
Operations
(Ind. & Comm.)
€€Strategic Innovation
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In House
R&D
New Ideas &
Inventions
Patenting
StrategyNew Assets
Company’s
Strategy
Need for
InnovationMarket
Analysis
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Strategic role and scope of Intangible Assets protection
STATIC APPROACH to I.P. Often, though not always,I.P. System is used to oppose counterfeiters
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I.P. System is used to oppose counterfeiters
DYNAMIC APPROACH - A more creative use: Convert I.P to an entrepreneurial tool for the benefit of all parties
MAPPING: Intended as Territorial Extension of I.P. for their present and future use Both directly and indirectly (licensing and/or sale)
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• I.P. can be developed to generate cash flow benefit , to support the company’s image, to prepare new ventures (alone or with partners), to approach new markets, new territories, new lines of products.
IP - an effective Entrepreneurial tool -1
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• Typically R&D institutions, have, as their mission, the development and sale/license of their I.P. portfolio.
• Skill of R&D unit and ability to sell its outcome define the success.
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Benefit for the Company
Benefit to Share holders
Business Development,
Benefits to personnel
€
Beneficiaries …
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Investments in R&D & in house training
New Enterprises
Benefits to personnel
Increase intangible assets
€ Market & competitors knowledge
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IP - an effective Entrepreneurial tool -2
In case I.P. do not fall in firm’s strategy they can be:
• Licensed under semi or non exclusive terms in order to:• License to generate € in different market
• Licensed of co-distribution if we are weak in sales
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• Licensed of co-distribution if we are weak in sales
• Licensed in territories where we are not operating (yet)
• Licensed for “doors opening” scope (market scouting)
• Licensed in a market we want to softly penetrate
• Licensed for excess production capacity
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Not only Technical / industrial patents can be licensed but
also other I.P. like Trade Marks or Technical Know How
can be licensed to generate revenues in other market
IP - an effective Entrepreneurial tool -3
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can be licensed to generate revenues in other market
segments thus supporting the TM without direct presence
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Some more …
• I.P. Provide often a premium price on the market
• Attract investors
• Balance business relation with large firms
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• Balance business relation with large firms
• May constitute a securing tool for funding
• Contribute to increase market image
• Negotiable and in some cases “cash producer”
• Facilitate some business models (find franchisee)
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Valorization and Valuation of I.P.
Filing and having granted an I.P. is not a goal, just a tool
• I.P. valorization to obtain the best during life time of
goods and possibly prolong it
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goods and possibly prolong it
• Look for “push” effect on all firm’s activities
• Enter into agreements and new initiatives (start ups)
• Valuate to maximize company’s value for Market
reason & benefit of share-holders
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1. Understanding I.P. - basics
2.Strategic vision of I.P.
3. I.P. assets in Technology Transactions
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4. Valorization & Value of I.P.
5. Value Definition and Calculation methods Applied
6. About Licensing and contractual issues
7. Who can do the job?
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Why and for whom is it important to have an I.P. strategic vision
Considering previous slides it derives that:
• I.P. Affect ALL company’s departments
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• I.P. Affect ALL company’s departments
• I.P. Driven company requires specific attention and
sensitivity by all members
• Efficient , sustainable and effective I.P. policy provides
benefits to all involved business & social parties.
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I.P. ASSETS IN TECHNOLOGY
TRANSACTIONS
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TRANSACTIONS
31
I.P.’s are both the object of our transaction andthe main multiform tool available
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IP Creates Value in Many Ways
Exclusivity Value•Price Premium
•Reduced Manufacturing Cost•Increased Market Share
•Enhanced Customer
Option Value
Technology and protection may provide avenue for future
Exclusivity Value•Price Premium
•Reduced Manufacturing Cost•Increased Market Share
Option Value
Technology and protection may provide avenue for future
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•Enhanced Customer Satisfaction
•Blocking Value
may provide avenue for future investments
Defensive Value/Freedom to
Operate•Creates IP portfolio to
discourage lawsuits•Provides ability to compete
Trading Value
Value in trade for cross-licensing, licensing-out, or
sales
•Increased Market Share•Enhanced Customer
Satisfaction•Blocking Value
may provide avenue for future investments
Defensive Value/Freedom to
Operate•Creates IP portfolio to
discourage lawsuits•Provides ability to compete
Trading Value
Value in trade for cross-licensing, licensing-out, or
sales
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CORPORATE INTANGIBLE ASSETS -1
HUMAN RESOURCES
Knowledge
Education
INTANGIBLES
Inventions
Methodologies
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Education
Experience
Skills
Innovation Ability
Methodologies
I.P.I.P.
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KNOWLEDGE: To know with familiarity . Awareness.
EDUCATION: Learning , Erudition
HUMAN RESOURCES - 2
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EXPERIENCE: Practical Knowledge
INNOVATION ABILITY: Talent to invent
SKILL : Development of Aptitude
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CORPORATE INTANGIBLE ASSETS 3
… intangible assets
Inventions
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Methodologies
Processes & Documents
Patents
CopyrightKnow How
Trademarks
I.P.
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MONEYMONEY
OPERATIONS
CORPORATE
INTANGIBLESINTANGIBLES
I.P.
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OPERATIONS
GENERATE TANGIBLE ASSETS
economic and financial assets
INTANGIBLES
I.P
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1. Understanding I.P. - basics
2.Strategic vision of I.P.
3. I.P. assets in Technology Transactions
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4. Valorization & Value of I.P.
5. Value Definition and Calculation methods Applied
6. About Licensing and contractual issues
7. Who can do the job?
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Value
Value = The monetary worth of something
Numerical quantity assigned or determined by
calculation or measurement
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calculation or measurement
Value = A fair return or equivalent in goods,
services or money for something exchanged
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Why & What do we Evaluate
Why : Because I.P. are significant element of market competition and superiority
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What: Patents and utility models•Trade Marks and design•Copyright•KH & other unregistered I.P.
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more .... IP ValuationWhen Valuing Intangible Assets?
• Sale or license of patents (and related Know-How)• Bank loan or financing secured by intangible assets
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• Mergers and acquisitions• Joint-venture creation and company’s valuation• Increase Share Capital in capital contribution• Reward researchers• Manage IP portfolio• Bankruptcy and Court cases (reward creditors)
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Some consideration regarding the goods and I.P. we are looking at - 1
While we are eager to innovate (or make money) using sometime the shortcut of buying / selling technologies
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sometime the shortcut of buying / selling technologies or other I.P. We must consider few things:
1.The Technology 4.The Market2.The Patent 5.The type of firms involved3.The Products 6.General risks & benefits7.Buyer / seller ability & structure to support the process
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1.1 The Technology Characteristics
• To what degree is the technology developed
• Is Buyers infrastructure & Equipment related to the
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• Is Buyers infrastructure & Equipment related to the new technical needs
• Are we dealing with a break through Technology or not? Is KH needed?
• Is the personnel ready to accept NIH technology?
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1.1 Type of Technology and Know how (continued)
• Is the patent innovative or an improvement?
• Product or process?
• What KH is needed to implement the patent?
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• What KH is needed to implement the patent?
• To what extend is the KH innovative?
• R&D costs involved (past) and future?
• Benefit of new product /tech. Vs. competitors?
• Production costs?
• Target market?
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1.2 The Patent
• Other I.P. involved? (are there TM involved?
• Expiration date of I.P.’s
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• Expiration date of I.P.’s
• Are the I.P.’s already granted ? In Which Territory?
• Are the I.P.’s independent or not?
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1.3 The Product
• Does the product fits to our offering ?
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• Does the product fits to our offering ?
• Is our personnel able to support it ?
• Do we have a reputation for it ?
• To what extend the new products affect our firm?
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1.4 The Market
• Is the company familiar with the new market ?
• Does the firm knows the market (competitors,
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• Does the firm knows the market (competitors,
rules etc)?
• Does the firm have to build up a new
image/brand?
• Is the company able to face effectively the new
situation? The personnel?
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1.5 Type of firms involved
Exchanging or acquiring a license means a longcooperation between licensor and licensee during
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cooperation between licensor and licensee duringthe “transition” period are the companies able tocommunicate and cooperate adequately ?
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1.6 &1.7 Risks and benefits
All above mentioned points should lead to athorough analysis to decide whether such a new
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thorough analysis to decide whether such a newventure is suitable to the potential licenseecondition (SWOT).
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1. Understanding I.P. - basics
2.Strategic vision of I.P.
3. I.P. assets in Technology Transactions
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4. Valorization & Value of I.P.
5. Value Definition and Calculation methods Applied
6. About Licensing and contractual issues
7. Who can do the job?
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Value Definition &
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Value Definition & calculation Methods Applied
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Fair Value – What is It?
• The price that property changes hands between a willing buyer and a willing seller, neither being under any compulsion to buy or to sell, and both having reasonable knowledge of relevant facts
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reasonable knowledge of relevant facts
Willing Buyer(Licensee)
Willing Seller(Licensor)
€€€€
Property
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IP Valuation Methods
• Cost based methods (1)− Historic costs− Replication/replacement costs
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− Replication/replacement costs
• Market based methods: comparison with prices (2) achieved in similar IP transactions
• Income based methods (3)− Discounted Cash Flow (DCF)− Relief from Royalty method
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1- Cost Based Approach
• Value of IP = Fair market value of total cost incurred to develop or to replace or re-create similar IP to those that may already exist
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• Licensor wants at least as much they have spent• Licensee will pay no more for the IP than the cost of
re-developing it• Licensee avoids development effort and minimises
risk
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0-1-2-3
Financial discount calculation scheme
Cont… Cost based approach (Historic)
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CAPITALIZATION
Time axis (years)
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Cont….. Cost Based Approach
When to use the cost approach:
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• IP is at very early stage of development• When IP is not sufficiently defined yet
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Cont…. Cost Based Approach
Practical considerations:
• Can all IP costs be avoided by licensee?
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• Can you re-engineer the technology with, protected IP asset?
• Have IP development costs changed since licensor developed it?
• What is the cost of delayed –market entry?
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2 - Market Based Approach
• This method is based on identifying and comparing similar transaction; reason why:
• Licensee/buyer is not willing to pay more than others
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• Licensee/buyer is not willing to pay more than others have paid for similar IP
• Fair Value of Patent = Price paid in comparable, transactions
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Cont…. Market Based Approach
When to use market approach:
• When you can find sufficient (similar) transaction data
Comparison considerations:
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Comparison considerations:
• IP type• Industry• Market size• Forecast profitability• Deal terms• Similar counterparts
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3- Income Based Approach
Value is determined by considering future economic income expected from license (royalties)
Present Value of the expected future income
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Three key parameters:• Amount of the income stream• Duration of the income stream• Risk associated with the realization of the income
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Cont…. Income Based Approach
• How much can be earned from commercialization of the IP, and what is that in today’s currency (NPV)?
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• Income approach is the most commonly used valuation approach (gold standard)
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Example Income ApproachExcess Earnings
Cash Flow Produced by Products Based on IP
Allocation of Cash Flows to the IP
X
With IPRevenueCOGS (cost of goods)SG&A (General adm. &sale Costs)
Without IPRevenueCOGSSG&ATaxesCash Flow
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Allocation of Cash Flows to the IP
Value of Intellectual Property
Present Value of IP
=
Risk Factors
TaxesCash Flow
Discount RateProbabilities of SuccessDiscounts of Cash FlowsDiscounts to Value AllocationsPlus many others
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Example Income Based ApproachRelief from Royalties
Royalty Base, e.g. Sales
Royalty Rate
X
Market OpportunityMarket Penetration RatePrice Launch DateUseful LifePlus many others
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Royalty Rate
Royalty Revenue
Present Value of IP
=
Risk Factors
Discount RateProbabilities of SuccessDiscounts of Cash FlowsDiscounts to Value AllocationsPlus many others
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Overall Risk factors
While evaluating / negotiating bare in mind that :
• Marketed I.P. risk obsolescence, they become less competitive and require more support (marketing
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/promotion / incremental R&D
• New I.P. means also Technological and market risk
Do consider therefore: financial , technical and market risk factors.
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IP Option Value
• Investments in patents and technology often provide value by creating the option to invest additional funds at a later time if the opportunity appears attractive
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appears attractive• The option value created through investments in
patents and technology can be estimated using:
• Decision tree analysis• Option pricing models
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Decision Tree Analysis
€1500 €480
Period 1 Period 2 Payoff ExpectedPayoff
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€ 1000 € 80
€ 750 €225
€ 500 €150
€935Expected Payoff less Investment=Expected value€935 – €1000 = -65Rational decision is not to invest
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Decision Tree with OptionPeriod 1 Period 2 Payoff
High Demand
Probability = 80%
Low Demand
Invest € 500
€3000 €960
€ 2000 €160
Exp. Payoff
Expected Payoff less Investment=Expected value€2175 – €1500 = €675Rational decision is to invest
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Invest €1000
High Market Demand
Probability = 40%
Low Market Demand
Probability = 60%
Do not invest
High Market Demand
Probability = 50%
Low Market Demand
Probability = 50%
Low Demand
Probability = 20%
High Demand
Probability = 80%
Low Demand
Probability = 20%
€ 2000 €160
€ 1500 €480
€ 1000 €200
€ 750 €225
€ 500 €150
2175€
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1. Understanding I.P. - basics
2.Strategic vision of I.P.
3. I.P. assets in Technology Transactions
www.ip4inno.eu
4. Valorization & Value of I.P.
5. Value Definition and Calculation methods Applied
6. About Licensing and contractual issues
7. Who can do the job?
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About Licensing
and contractual issues
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and contractual issues
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Licensing, What for ??• General profit (extraordinary revenues.& protection)• Accessing Technology• Enter into R&D cooperation• Settle infringement cases
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• Settle infringement cases• Occupy (temporarily or not) non strategic markets• Study and Prepare new market penetration
(new territories / new areas of business)• To stand in the way of a competitor (stop him to
attack my market position or get down to agreement.
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In a bit more detail
1. Payments
2. Performance Obligations
3. Indemnities
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IP ownerLicensee
1. Permission to use IP
2. Warranties
3. Technical support?
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Licence Agreement - Typical Structure
• Parties• Recitals (preamble)• Definitions and subject matter
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• Definitions and subject matter• Operative Provisions
– Grant & restrictions, payments, performance obligations, warranties, confidentiality, indemnities, improvments, Royalties report, infringements, Terms & termination, duration , minimum results for licensee ....
• Signatures• Schedules
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Some types of license & license terms
• Type of license (sole, semi / non exclusive etc.)
• Territory and/or field of business granted
• Minimum royalties, sublicense right
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• Minimum royalties, sublicense right
• Changing royalties in lifetime of I.P. or Lump
• Sum for targets or Milestones achievements
• Is training and literature included?
• What else is licensed – TM, other soft IP ?
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Drafting and negotiatingIP licence agreements
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Main documents exchangedbetween the parties
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Preliminary documents
• Confidentiality agreement or Non Disclosure Agreement (NDA)
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• Term sheet - also called letter of intent, or Memorandum of Understanding (MOA)
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Warranties, obligations & Indemnities
Contract promises, eg typical warranties cover• That the licensor owns de-jura the IP• IP do not infringe third party IP and have no pending
issues
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Can you make the promise? Take the risk embedded?• Is it something within your knowledge or control?• Do you have insurance against the risk?
The Licensor shall indemnify and hold harmless the Licensee against claims and liability.
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1. Understanding I.P. - basics
2.Strategic vision of I.P.
3. I.P. assets in Technology Transactions
4. Valorization & Value of I.P.
www.ip4inno.eu
4. Valorization & Value of I.P.
5. Value Definition and Calculation methods Applied
6. About Licensing and contractual issues
7. Case Story Q&A
8. Who can do the job?
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Classroom exercise and discussion (1/2)Electro Ltd (start up firm with very poor finance) filed a patent regarding the technology that produces electricity from passing cars, that presses a certain surface at a given speed (low as 30-40 kmh).
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speed (low as 30-40 kmh). The pressure generated activate a turbine which operates a generator and finally power is conveyed to the grid. The traffic intensity, to achieve economically valid result must be, at least, 20,000 cars per day per lane or equivalent (a lorry of 15 Ton = 10 -12 cars) under these condition of traffic.
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The ROI (return on investment) is about 5 years as compared to 8 years in photovoltaic (the investment per lane , about 250-300K).
Classroom exercise and discussion (2/2)
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Please, consider:the market analysis (competitors, regulatory, approach to market, identify clients, business models) and suggest a possible approach to negotiate the technology.
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1. Understanding I.P. - basics
2.Strategic vision of I.P.
3. I.P. assets in Technology Transactions
4. Valorization & Value of I.P.
www.ip4inno.eu
4. Valorization & Value of I.P.
5. Value Definition and Calculation methods Applied
6. About Licensing and contractual issues
7. Case Story Q&A
8. Who can do the job?
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Who can do job?
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Who can do job?
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1. Understanding I.P. - basics
2.Strategic vision of I.P.
3. I.P. assets in Technology Transactions
4. Valorization & Value of I.P.
www.ip4inno.eu
4. Valorization & Value of I.P.
5. Value Definition and Calculation methods Applied
6. About Licensing and contractual issues
7. Case story Q&A
8. Who can do the job?
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I.P. Management, not an easy job, who can do it ?
In Academia : dedicated TT office
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In Companies : depends mainly on size,type of business (is it a regular activity ?)is it a technology based firm ?
OR Consultant & outsourced professional
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Outline the profile of a person suitable to be an I.P. Manager
For the last three hours or so we went through several subjects which deal with interdisciplinary issues now it is time to put in practice what we have discussed
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is time to put in practice what we have discussed
Exercise:
Please list main characteristics you think such a person should have to make this job
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Continue …………
He / She Should , in my opinion, haveknowledge and / or experience in:
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•Understanding basic production processes•Management and administration•Economy and marketing•General scientific and technical understanding•Regulatory and legal affairs knowledge
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• Basic IT knowledge and emerging technologies
• Sufficient knowledge of some 2-3 languages
Moreover the IP manager should have :
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• Communication skill, think positive
• Negotiation technique and ………..
• Ability to mediate
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…………………. And also
Some imagination , open and flexible mind …..Creativity and intuition
VERY PATIENT
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VERY PATIENTExperienced in business
Well, it can’t be a young inexperienced enthusiastic fellow ..................... but not necessarily Leonardo da Vinci …… GOOD LUCK
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1. Understanding I.P. - basics
2.Strategic vision of I.P.
3. I.P. assets in Technology Transactions
4. Valorization & Value of I.P.
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4. Valorization & Value of I.P.
5. Value Definition and Calculation methods Applied
6. About Licensing and contractual issues
7. Case Story Q&A
8. Who can do the job?
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Classroom exercise and discussion (1/2)Electro Ltd (start up firm with very poor finance) filed a patent regarding the technology that produces electricity from passing cars, that presses a certain surface at a given speed (low as 30-40 kmh).
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speed (low as 30-40 kmh). The pressure generated activate a turbine which operates a generator and finally power is conveyed to the grid. The traffic intensity, to achieve economically valid result must be, at least, 20,000 cars per day per lane or equivalent (a lorry of 15 Ton = 10 -12 cars) under these condition of traffic.
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The ROI (return on investment) is about 5 years as compared to 8 years in photovoltaic (the investment per lane , about 250-300K).
Classroom exercise and discussion (2/2)
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Please, consider:the market analysis (competitors, regulatory, approach to market, identify clients, business models) and suggest a possible approach to negotiate the technology.
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Thank you for your attention!
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Any questions or comments from the audience?