David Horner Concept To Market


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  • How IT can bring efficiency and innovative to businesses and accelerate global growth.
  • IT needs to have a clear understanding of business goals to leverage its resources to support the requirements. IT is a tool to enable business. By running more like a business, IT can better achieve a healthy balance between efficiency and innovation. With an aligned business vision, developing a common strategy will be cost efficient and seamlessly adopted. Will the information flow seamlessly across business units and add value? Can this be adopted across geographical boundaries, compliance, multicurrency support IT systems that understand business can create the right perception of a truly global player, quoting , ordering, inventory etc Cooperate IT tends to be governed more and more by consumerism - avoid these pitful by implementing IT policies Selecting the right tool for the job, difficult to more away from consumerism. IT policies Business is divided in units, treat IT the same and use the same business process flow rules Finance dept > Admin >Sales and back. Identify what part of the business that will benefit most and prioritise. Business units associated with large costs Retail > benefits for leading edge technology and IT is indispensible, online banking to help with finance and cash flow. IT Systems to track the supplier chain IT systems to collaborate effectively with customers globally. Marketing globally .
  • Collaboration - work colleagues, getting the same information available anywhere anytime, as in the office. Meeting through video/audio Moving workloads electronically to countries with more resources or favourable wage levels Being mobile but being able to use the same tools external to the office. VOIP, Email, instants messaging, presences aware Synchronising product/service launch Sensitive information is securely available anytime anywhere. Company information is protected at all times Web presence Appearing global and large, customised websites for different global markets Client can retrieve necessary information about the products/services, support documents, manuals Minimising calls to staff to retrieve trivial information Share working knowledge around the world Seamless worldwide ordering, billing and tracking Opening up new business opportunities Secure Portals - controlled access to sensitive information 5. Time difference, SLA around this, Backups and maintenances procedures
  • Centralisation has advantages as the information available is consist across all locations. Administration and support costs are lower. The challenge is how to have access to information anywhere, anytime. On the other hand decentralisation helps with the access problem information stored may not be complete replication is expensive Disaster recovery – hand in hand with a business recover plan. Standardisation – e.g. Laptops (brands), Automation of IT processes, Service levels to meet business policies Right service levels Growth – will the infrastructure support growth Support across time zone Outsourcing - balance between what can and cannot be achieved internally, it may be economical to outsource IT tasks such as implementation of new technologies but day to day support provided by internal IT. For smaller organisations with little on no IT skills, outsourcing may be the only option. Selecting the right partners to fill the gaps. Hosting ....
  • Domestic – smart / flexisaver International – cheap not always cheap, not always needing to fly the same carrier return, Internet – instant, one airline – you may want mixed – some sites are mixed, cannot change once ticketed, want support
  • David Horner Concept To Market

    1. 2. David Horner Concept To Market Julie Gill Infego Media The intent behind the $6m investment Challenge
    2. 3. David Horner Julie Gill <ul><li>www. concepttomarket.co.nz www. Infego.co.nz </li></ul><ul><li>Ph (09) 921 4000 (09) 375 6034 </li></ul><ul><li>M 021 970 648 021 512 764 </li></ul><ul><li>E davidhorner@ [email_address] </li></ul><ul><li>concepttomarket.co.nz </li></ul>
    3. 4. John Waugh UK Trade and Investment Grow your global business from the UK
    4. 5. Why the UK? <ul><li>The UK is an integral part of the global economy </li></ul><ul><li>The UK is an investment multiplier </li></ul><ul><li>The UK is a springboard for global growth </li></ul>
    5. 6. Our USPs <ul><li>The best environment for business </li></ul><ul><li>World class creativity and innovation </li></ul><ul><li>Gateway for international connections </li></ul>
    6. 7. www.uktradeinvest.co.nz 09 303 5010 [email_address] (And available today until 13:00) John Waugh
    7. 8. Your Market Richard Mclean Business Development Specialist Concept To Market
    8. 9. A quick checklist <ul><li>A real need for your solution </li></ul><ul><li>Choosing a route to market </li></ul><ul><li>Sales channels and partners </li></ul>
    9. 10. Some potential gaps <ul><li>Target customer </li></ul><ul><ul><li>Single identifiable buyer for your offer, accessible to your sales channel and well funded enough to pay for the whole product. </li></ul></ul><ul><li>Compelling reason to buy </li></ul><ul><ul><li>Vitamins vs. Painkillers </li></ul></ul><ul><li>Whole product </li></ul><ul><ul><li>Can we field a complete solution to the target customer’s compelling reason to buy? </li></ul></ul><ul><li>Competition </li></ul><ul><ul><li>Has the problem been addressed by someone else? </li></ul></ul>
    10. 11. Find a route to market <ul><li>The best way to find a route is to use a map </li></ul><ul><ul><li>Build a market map </li></ul></ul><ul><ul><li>A visual approach – removes clutter and offers insights that long documents cannot </li></ul></ul><ul><ul><li>Encourages thinking vertically and laterally and builds a deeper understanding of your customers, supply chain and competitors </li></ul></ul><ul><ul><li>Helps focus time and resources, consolidates market information from your key people </li></ul></ul><ul><ul><li>Helps you understand who is who and who is doing what to whom. </li></ul></ul>
    11. 12. ME +20 SME -2-5 Home User Retailers (Harvey Norman etc) Sample Market Map – Accounting software in NZ Home Office SME -6-20 Corporate Hardware and Software Distributors Software - Vendors Microsoft SAP MYOB Ingram Micro Hardware Manufacturers Toshiba Dove Renaissance HP A B Dell IBM Xero Chartered Accountants System Integrators
    12. 13. Sample market map (complex)
    13. 14. Sales Channels & Partners <ul><li>Why develop channels and partners? </li></ul><ul><li>Choosing partners </li></ul><ul><li>Setting objectives </li></ul><ul><li>Measurement </li></ul><ul><li>Communication </li></ul><ul><li>But first consider the alternatives </li></ul><ul><ul><li>Kick a big incumbent in the shins </li></ul></ul>
    14. 15. Richard McLean <ul><li>www.concepttomarket.co.nz </li></ul><ul><li>Ph + 64 9 921 4000 </li></ul><ul><li>M + 64 21 939 955 </li></ul><ul><li>E rmclean@concepttomarket.co.nz </li></ul><ul><li>Available here until the completion of today’s sessions or call sometime for a chat and coffee </li></ul>
    15. 16. Jason Rogers Partner James & Wells Protecting your ideas
    16. 17. What is IP? <ul><li>IP overview </li></ul>Types of IP protection <ul><ul><li>Two classes </li></ul></ul><ul><ul><li>Various forms </li></ul></ul>
    17. 18. <ul><li>Work out what are your competitive advantages </li></ul><ul><li>Break them down into following categories </li></ul><ul><ul><li>Knowledge based </li></ul></ul><ul><ul><li>Functional aspects </li></ul></ul><ul><ul><li>Look </li></ul></ul><ul><ul><li>Brand </li></ul></ul><ul><li>Then you know what IP protection/exploitation mechanisms can apply </li></ul>IP & Competitive Positioning
    18. 19. Intellectual asset management <ul><li>Goal is to manage the ideas, innovations and knowledge of the business to ensure: </li></ul><ul><ul><li>Freedom to operate </li></ul></ul><ul><ul><li>Ability to exclude others </li></ul></ul><ul><ul><li>Optimisation of returns </li></ul></ul><ul><ul><li>alignment with business strategy </li></ul></ul>
    19. 20. Creation and capture <ul><li>In order to capture, you must first be able to identify – know it when you see it </li></ul><ul><li>Once identified, must minimise risks of losing it until IP protection issues determined. </li></ul><ul><li>IP protection will depend on value extraction path </li></ul>
    20. 21. IP from an investor perspective <ul><li>Ownership </li></ul><ul><li>Freedom to operate </li></ul><ul><li>Scope of protection </li></ul><ul><li>Opportunity </li></ul>
    21. 22. Conclusion <ul><li>Resist public disclosures or commercialisation prior to filing for protection </li></ul><ul><li>Ensure tidy path to ownership </li></ul><ul><li>Take steps to protect aspects of competitive advantage </li></ul><ul><li>Complete freedom to operate searches </li></ul>
    22. 23. Jason Rogers Partner, James and Wells 03 961 2460 jasonr@jaws.co.nz (and available today until 13:00)
    23. 24. Colin De Freyne Tax Director Ernst & Young Limited Structuring Your IP Structuring Your Export Strategy
    24. 25. Main points for consideration for this topic – why they are important <ul><li>How should IP be structured? </li></ul><ul><li>NZ tax issues </li></ul><ul><li>Foreign tax issues </li></ul><ul><li>Sale / exit strategy </li></ul>
    25. 26. Ownership structures <ul><li>Typical NZ ownership structures </li></ul>IP Qualifying company (abolished?) IP Trust IP Partnership (limited partnership?) IP NZ Company
    26. 27. Ownership structures <ul><li>NZ Tax issues </li></ul><ul><ul><li>Impact on imputation and IC’s available to attach to dividends </li></ul></ul><ul><ul><li>Double taxation? </li></ul></ul><ul><ul><li>Transfer pricing (cross border transactions between associated parties) </li></ul></ul><ul><ul><li>Managing foreign withholding tax credits (non-refundable) </li></ul></ul>
    27. 28. Good / bad examples and scenarios that you should consider <ul><li>Losses and foreign tax </li></ul><ul><li>Sale of IP bundle </li></ul><ul><li>Dividends paid from royalties stream </li></ul>
    28. 29. Export Go Growth Optimiser
    29. 30. What you should do next – in preparation for developing your business plan and investment pitch <ul><li>Business structure / model </li></ul><ul><li>Operations and supply chain </li></ul><ul><li>Effective financing structures </li></ul><ul><li>Income tax / withholding tax management </li></ul>
    30. 31. Colin De Freyne Tax Director, Ernst and Young 09 300 8023 [email_address]
    31. 32. Ramesh Pindoria Director Password Ltd IT Strategy for global growth
    32. 33. IT is Business! <ul><li>Aligning IT with Business strategies </li></ul><ul><ul><li>Understand business needs </li></ul></ul><ul><ul><li>Shared business vision </li></ul></ul><ul><ul><li>Need vs. want </li></ul></ul><ul><li>Holistic approach to IT </li></ul><ul><ul><li>Business units </li></ul></ul><ul><ul><li>Suppliers </li></ul></ul><ul><ul><li>Customers </li></ul></ul>
    33. 34. What you should consider <ul><li>Collaboration, Mobility, Communicating Globally </li></ul><ul><li>Security </li></ul><ul><li>Web Presence </li></ul><ul><ul><li>Company website, Client Portals ,Secure portals </li></ul></ul><ul><li>Compliancy/Regulatory Requirements </li></ul><ul><li>System Availability </li></ul>
    34. 35. Challenges <ul><li>Second location – centralised or decentralised </li></ul><ul><ul><li>Costs, Access, Disaster Recovery </li></ul></ul><ul><li>IT Optimisation </li></ul><ul><li>Capacity Planning </li></ul><ul><li>Support </li></ul><ul><ul><li>Local and global </li></ul></ul><ul><li>Outsourcing, Hosting </li></ul><ul><ul><li>All, part or none </li></ul></ul>
    35. 36. Contact details Name: Dr Ramesh Pindoria Phone: 021 749 000 Email: [email_address] (And available today until 13:00) Quotes George Shaheen: “We do not treat Information with the same reverence that we treat human beings or money” Jack Rockart: “The value of IT depends upon how it is used strategically to improve the organization, not on how much it costs”
    36. 37. Holistic Approach to your travel budget Brendan Drury GM FCM Travel Solutions, Stage and Screen, CiEvents Proudly part of Flight Centre
    37. 38. Considerations for today <ul><li>Travel is one of the top 5 expenses in most businesses </li></ul><ul><li>Optimising the Travel budget </li></ul><ul><li>Travel and the Internet </li></ul><ul><li>What do your employees expect when they travel </li></ul><ul><li>Conference Incentives Events </li></ul>
    38. 39. Optimisation of the travel budget <ul><li>Is the Trip necessary ? </li></ul><ul><li>Air / Land </li></ul><ul><ul><li>Leveraging Preferred Agreements </li></ul></ul><ul><ul><li>Different Airfare types – flexible/ non flexible </li></ul></ul><ul><ul><li>Look at overall costs – hotel, taxi, airport car parking etc </li></ul></ul><ul><ul><li>Cheap fares - pros/cons </li></ul></ul><ul><li>Best Fare of the Day </li></ul><ul><li>Promotional Periods </li></ul><ul><ul><li>Oct/Nov – UK/Europe short life airfares offered </li></ul></ul><ul><li>Planning ahead </li></ul>
    39. 40. <ul><li>Management reporting </li></ul><ul><ul><li>Monitoring travel budget effectively </li></ul></ul><ul><ul><li>Changes </li></ul></ul><ul><ul><li>Lead in time </li></ul></ul><ul><ul><li>Consolidation of spend </li></ul></ul><ul><li>Travel Guideline/ Policy </li></ul><ul><ul><li>Drives behaviour / Savings </li></ul></ul><ul><ul><li>Control through authorisation </li></ul></ul><ul><li>Credit Facilities </li></ul><ul><li>Expense Management tools </li></ul><ul><li>Enhanced data through Credit Card </li></ul>Optimisation of the travel budget
    40. 41. Travel and the Internet <ul><li>Internet </li></ul><ul><ul><li>Purchasing </li></ul></ul><ul><ul><li>Airline, Hotel & Car Rental sites </li></ul></ul><ul><ul><li>Searching - time is money </li></ul></ul><ul><ul><li>Travel sites </li></ul></ul><ul><ul><li>Helpdesk / 24/7 </li></ul></ul>
    41. 42. Travel Policy & Staff Expectations <ul><li>Policy / Guideline </li></ul><ul><ul><li>As your company expands this will be come more relevant </li></ul></ul><ul><ul><li>Authorisation pros/cons </li></ul></ul><ul><li>Travel Allowance </li></ul><ul><ul><li>Implement realistic daily allowance </li></ul></ul><ul><ul><li>Set expectations through Travel Guideline/Policy </li></ul></ul><ul><li>Leisure travel tagged onto business trip </li></ul><ul><ul><li>Managing increasing leave </li></ul></ul><ul><li>Customer Care </li></ul><ul><ul><li>Travel Insurance </li></ul></ul><ul><ul><li>Danger spots </li></ul></ul><ul><li>Airline/Hotel memberships </li></ul><ul><ul><li>Lounge passes / FFP cards </li></ul></ul><ul><li>Visas / Passports </li></ul><ul><ul><li>Who has what passport ? </li></ul></ul>
    42. 43. Power of Events <ul><li>Meetings and events DO play a strategic role in driving business within any organisation </li></ul><ul><li>Face to face key </li></ul><ul><li>A survey, conducted by the MPI foundation concluded that :- </li></ul><ul><ul><ul><ul><li>96% of marketing executives use events within their total marketing mix </li></ul></ul></ul></ul><ul><ul><ul><ul><li>49% believe the importance of events is increasing </li></ul></ul></ul></ul><ul><ul><ul><ul><li>24% believe events provide the best ROI in marketing (18% Web Marketing/15% Sales Promotion/14% PR and 9% Print Advertising) </li></ul></ul></ul></ul>
    43. 44. Role of Events <ul><li>Incentive continues to grow </li></ul><ul><li>The difference between a good event and a great event comes down to a couple of key factors:- </li></ul><ul><ul><ul><ul><li>Extending the life of the event </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Matching the budget with the recipients </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Maintain brand consistency </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Show Stopper </li></ul></ul></ul></ul>
    44. 45. Ph + 64 9 638 0200 M + 64 21 919 609 E brendan.drury@fcmtravel.co.nz www.fcmtravel.co.nz We are happy to talk today or any other time that suits Brendan Drury
    45. 46. <ul><li>Have You Got The “A” Team? </li></ul><ul><li>Mark Robotham </li></ul><ul><li>NZTE Escalator Service </li></ul>
    46. 47. People Invest in People <ul><li>“ I Invest in people not ideas”…. “if you find good people, if they are wrong about the product they’ll make a switch…” Arthur Rock (VC Associated with formation of Intel, Apple) </li></ul><ul><li>“ It’s not the strongest species that survive, nor the most intelligent, but the most responsive to change” - Charles Darwin </li></ul>
    47. 48. <ul><li>Background - Linkage Team and other factors </li></ul><ul><li>Investor Check List </li></ul><ul><li>Leadership & Governance </li></ul><ul><li>Qualify People In </li></ul>Why The Team?
    48. 49. Business That Grow
    49. 50. Investor People Check List <ul><li>Team ≠ One person </li></ul><ul><ul><li>Virtual teams vs FTE </li></ul></ul><ul><li>Done it before </li></ul><ul><ul><li>Fantasy Factor = (Forecast / Actual) ± 20% </li></ul></ul><ul><ul><li>Start up and Enterprise experience </li></ul></ul><ul><ul><li>Bases Covered ( Core Craft – Sales - Finance ) </li></ul></ul><ul><li>Values – Motivation - Exit </li></ul><ul><li>Commitment </li></ul><ul><li>Coachable – Workable </li></ul>
    50. 51. Ready for Investment? Adapted from Tom McKaskill
    51. 52. Qualify People In ! <ul><li>Harnessing Gravity – Creating the “Zone” </li></ul><ul><ul><li>Values </li></ul></ul><ul><ul><li>Create Purpose and Vision </li></ul></ul><ul><li>Rapid growth </li></ul><ul><ul><li>Competency profiling – Lominger </li></ul></ul>
    52. 53. Establishing Advisory Group - Board <ul><li>Why </li></ul><ul><ul><li>Best people investment </li></ul></ul><ul><ul><li>Greatest tool to focus delivery to plan </li></ul></ul><ul><ul><li>Power of Virtual Teams </li></ul></ul><ul><ul><li>Power of multiple advisors </li></ul></ul><ul><ul><li>Long term 3 rd party perspective </li></ul></ul><ul><ul><li>True independence – principal issues </li></ul></ul><ul><ul><li>Break circular reporting models </li></ul></ul><ul><li>What Other Services – Medium Term Advisors do I need? </li></ul><ul><ul><li>HR Part Time Management </li></ul></ul><ul><ul><li>Sales – Marketing Coaching Mentoring </li></ul></ul><ul><ul><li>Financial Management </li></ul></ul><ul><ul><li>Incubation ( full suite of services) </li></ul></ul>
    53. 54. AG Makeup <ul><li>Complement Management team skills </li></ul><ul><li>Traditional (Finance, Legal, Industry) </li></ul><ul><li>Different AG for different stages (Seed, early stage, expansion, mezzanine) </li></ul><ul><li>Consistency pays </li></ul><ul><li>Empathy with Financial Environment and Dev Stage </li></ul><ul><ul><li>Industry  Strategic </li></ul></ul><ul><ul><li>Craft  Financial </li></ul></ul><ul><ul><li>Growth Experience  Team Player </li></ul></ul><ul><ul><li>Sales & Marketing  Time Available </li></ul></ul><ul><ul><li>Affordable  Compromise </li></ul></ul><ul><ul><li> Craft vs Business </li></ul></ul><ul><li>Experience ???  Passion </li></ul><ul><li>Maximum size </li></ul><ul><li>Marque members at appropriate stage </li></ul>
    54. 55. Teamwork = Conflict <ul><li>Conflict is central to team effectiveness because conflict is a natural part of the process that makes team decision making so effective in the first place. </li></ul><ul><li>Successful teams use conflict to arouse discussion and stimulate creative thinking . </li></ul><ul><li>Mediocrity occurs when teams choose to &quot;get along“, rather than challenge their assumptions and perspectives </li></ul>
    55. 56. <ul><li>What Makes A Great Deal ? </li></ul><ul><li>Mark Robotham </li></ul><ul><li>GM Escalator Service </li></ul>
    56. 57. Great Deals <ul><li>Deal of what? </li></ul><ul><li>Get Real </li></ul><ul><li>Great ! </li></ul><ul><li>Valuation </li></ul><ul><li>Forecasts </li></ul><ul><li>De Risking Business </li></ul>
    57. 58. Raising Shareholder Value <ul><li>Non Equity </li></ul><ul><ul><ul><li>License </li></ul></ul></ul><ul><ul><ul><li>Strategic Partnership </li></ul></ul></ul><ul><ul><ul><li>Joint Venture </li></ul></ul></ul><ul><li>Equity </li></ul><ul><ul><ul><li>Capital </li></ul></ul></ul>
    58. 59. Get Real ! <ul><li>Business or Hobby </li></ul><ul><li>Investment proposition </li></ul><ul><li>Valuation -> Equity Injection -> % shareholding </li></ul><ul><li>Average deal time 6 months – 24 months </li></ul><ul><ul><li>Management overhead 200hrs+ </li></ul></ul><ul><li>Trances – Milestones - Accountability </li></ul><ul><li>Invest in growth potential </li></ul><ul><li>Value of professional services – broker </li></ul><ul><li>Journey not a destination </li></ul>
    59. 60. Great Deals <ul><li>Return worth effort </li></ul><ul><ul><li>Better end result than organic bootstrap </li></ul></ul><ul><ul><ul><li>Lost opportunity cost </li></ul></ul></ul><ul><ul><li>Realistic (win – win) </li></ul></ul><ul><ul><ul><li>Every one benefits at exit </li></ul></ul></ul><ul><ul><ul><li>Increased shareholder value </li></ul></ul></ul><ul><ul><li>Simple </li></ul></ul><ul><ul><li>Fair </li></ul></ul><ul><ul><li>Maximised market tension – multiple interest </li></ul></ul><ul><ul><li>The deal is the beginning not the end </li></ul></ul>
    60. 61. Valuation <ul><li>You need $1,000,000 dollars to develop a new export market… </li></ul><ul><li>You are prepared to give up 20% of your business for the $1,000,000… </li></ul><ul><li>This implies: </li></ul><ul><li>Post money valuation $5,000,000 & </li></ul><ul><li>a pre-money (before the investment) valuation of </li></ul><ul><li>$4,000,000! </li></ul>
    61. 62. Expected Returns Company Stage ROI 5-year Increase in Capital SEED 60%+ 10x + STARTUP 50% 8x EARLY STAGE 40% 5x 2 nd STAGE 30% 4x NEAR EXIT 25% 3x
    62. 63. Valuation: A risk adjusted estimate of the businesses ability to make money in the future.
    63. 64. Valuation Methods <ul><li>Early Stage Space </li></ul><ul><ul><li>Market Value / Multiple – EBITA </li></ul></ul><ul><ul><ul><li>Most widely used - market benchmarked value </li></ul></ul></ul><ul><ul><li>Discounted Cash Flow (DCF) </li></ul></ul><ul><li>Reduce Risk = Increased Value </li></ul>
    64. 65. Believable Forecasts <ul><li>Sound Assumptions </li></ul><ul><li>Backed by action plans </li></ul><ul><li>Validated prospect customers </li></ul><ul><li>… </li></ul>
    65. 66. De Risk the business ! <ul><li>Revenue is King !! </li></ul><ul><li>Governance </li></ul><ul><li>Credible case studies </li></ul><ul><li>Scaleable business </li></ul><ul><li>Dependence on key individuals </li></ul><ul><li>Experience of team </li></ul><ul><li>Strategic partnerships </li></ul><ul><li>Licensing deals </li></ul>
    66. 67. <ul><li>Mark Robotham </li></ul><ul><li>GM Escalator Service </li></ul><ul><li>021 61 8850 </li></ul><ul><li>[email_address] </li></ul><ul><li>www.escalator.co.nz </li></ul>
    67. 68. Tax Considerations for Deals <ul><li>Vendor </li></ul><ul><li>Generally capital receipt (except taxable for patents [CB26]) </li></ul><ul><li>Company – watch: </li></ul><ul><ul><li>Related party transactions </li></ul></ul><ul><ul><li>Capital gain distributed on liquidation </li></ul></ul><ul><ul><li>Qualifying company </li></ul></ul><ul><li>Consider GST implications on sale </li></ul><ul><li>Purchaser </li></ul><ul><li>Depreciable property? </li></ul><ul><li>The copyright in software, the right to use the copyright in software or the right to use software are depreciable </li></ul><ul><li>Patents or right to use patents are depreciable at a SL rate over their legal life. </li></ul><ul><li>Offshore purchaser would need to seek their own specific advice. Some countries may have more favourable treatment than others. </li></ul><ul><li> </li></ul>
    68. 69. Licensing your IP <ul><li>Licensing agreement </li></ul><ul><ul><li>Licensor </li></ul></ul><ul><ul><li>Income stream may be a “Royalty” which will be a taxable receipt. </li></ul></ul><ul><ul><li>Definition of “Royalty” is extremely wide. </li></ul></ul><ul><ul><ul><li>Right to use </li></ul></ul></ul><ul><ul><ul><li>Supply of knowledge or information </li></ul></ul></ul><ul><ul><ul><li>Supply of assistance </li></ul></ul></ul><ul><ul><li>Licensee </li></ul></ul><ul><ul><li>Depreciable intangible property [Schedule 17] </li></ul></ul><ul><ul><ul><li>“ Right to use” </li></ul></ul></ul><ul><li> </li></ul>Would also need to consider where the ongoing R&D is to take place.
    69. 70. Colin De Freyne Tax Director, Ernst and Young 09 300 8023 [email_address]
    70. 71. Andrew Baker Managing Director IQ Ideas Ltd Been there, done that: the experience of raising investment funds
    71. 72. My experience <ul><li>Background </li></ul><ul><li>Proof of Concept </li></ul><ul><li>Proof of Market Acceptance </li></ul><ul><li>Proof of Commercial Viability </li></ul><ul><li>Proof of Scalability </li></ul><ul><li>Exit Strategy </li></ul>
    72. 73. Phone: +64 9 627 3571 Mobile: +64 21 377 644 andrewbaker @ IQideas.com www.IQideas.com m iQ ube™ - another great Kiwi innovation! Andrew Baker IQ Ideas