Sign-ups have started for directed reading projects on complementary topics related to software valuation. Students can sign up using the instructor's section ID for either an undergraduate or graduate course in EE or CS. Topics, draft, and final report due dates are provided. The syllabus was also outlined, covering principles of software valuation, intellectual property, business models, and other related issues.
This is based on the Executive Summary Workshop I have been conducting in the past two months for NTU Ideas Inc. It also focus on the following topics: (1) Identification of Idea and Opportunity, (2) How to write an executive summary and (3) Resources required for setup in Singapore.
This is oldish set on an engineering-based approach to sharing diverse and heterogeneous data. It complements a paper about to be published in a Springer collection by Tansel et al. as well as recent Health care record systems discussions.
This is based on the Executive Summary Workshop I have been conducting in the past two months for NTU Ideas Inc. It also focus on the following topics: (1) Identification of Idea and Opportunity, (2) How to write an executive summary and (3) Resources required for setup in Singapore.
This is oldish set on an engineering-based approach to sharing diverse and heterogeneous data. It complements a paper about to be published in a Springer collection by Tansel et al. as well as recent Health care record systems discussions.
TechZen Consulting Director Joydeep Chakraborty sharing his thoughts with the engineering students of MCA, M.Tech and B.Tech, his perspective about the new age corporate challenges. The lecture included the software industry trend in the backdrop of various technical and skill challenges. A new paradigm discussion about how the industry is preparing to face the global recession. How should the university, faculty and the students gear up, to face the new opportunities and what are the new technology trends that they should be focusing on.
You will learn about implementing the Demand Metric Product Business Case Template that is included in the AIPMM ProdBOK Productivity Tools which new AIPMM Premium Level Members receive as part of their membership kit.
Architects and Designers do understand the principles of design. While delving on Requirements without paying heed to the needs to identify latent needs is a challenge
Building Effective Business Models in Emerging MarketsDr. Amit Kapoor
Presentation on "Building Effective Business Models in Emerging Markets" delivered by McCord at Asia Competitiveness Forum 2012 in Thought Leadership Track
Introduction
Innovation is a central element of business growth strategy within companies that aim to generate added value for their customers, the company itself, and other stakeholders. While many company executives and business leaders agree that in order for their companies to survive today’s increasingly global marketplace, they must face the unpleasant truth that there may have to be fundamental changes in who they are, what they do, and how they do it. Few executives feel their companies are good at the specific processes and tactics frequently tied to successful innovation, such as generating breakthrough ideas, selecting the right ideas, prototyping, and developing business cases. We will provide insights to help you define and implement a process to drive innovation within your company using a sustainable approach to ignite business growth.
Key Takeaways
1. Discover insights.
• Discover unmet customer needs
• Identify customer segments
• Know your competitive landscape
2. Align strategies with needs.
• Create alignment
• Communicate strategic objectives
3. Mind your company’s culture.
• Focus on shared values
• Eliminate organizational silos
4. Adopt a process.
• Integrate innovation
• Identify key resources
• Define key deliverables
5. Deliver value, success will follow.
• Direct the internal value chain
6. Align your business model
• Use leading productivity tools
• Make your business case
Connect with me for more information regarding AIPMM membership or certification courses in your area.
Let me know how I can help you create and implement a product strategy and product planning process successfully to grow your technology-based business.
Hector Del Castillo, AIPMM
linkd.in/hdelcastillo
Keys to Successful M&A: Transparency, Security, and ProcessSecureDocs
http://www.securedocs.com - Webinar presented by Nat Burgess and co-hosted by The Corum Group and AppFolio SecureDocs. Learn why the current M&A environment is so favorable to tech company owners and CEOs, the “Eight Stages to Optimal Outcome” from Preparation through Integration, and how to leverage new technology to ensure both transparency and security during a transaction.
Tutorial on how Software can be valued as a business. Three sections. The roles of Intellectual capital, comprised of human capital and intellectual property (IP). Protectiing IP. Routine and non-routine profit Allocation. The final section deals with taxtation and how multinationals avoid taxation be moving rights to profit from software to tax havens
Tutorial on how software can be valued in a global business setting. IThe last section covers multinational tax avoidance. enabled by moving rights to profit from software assets into tax havens.
TechZen Consulting Director Joydeep Chakraborty sharing his thoughts with the engineering students of MCA, M.Tech and B.Tech, his perspective about the new age corporate challenges. The lecture included the software industry trend in the backdrop of various technical and skill challenges. A new paradigm discussion about how the industry is preparing to face the global recession. How should the university, faculty and the students gear up, to face the new opportunities and what are the new technology trends that they should be focusing on.
You will learn about implementing the Demand Metric Product Business Case Template that is included in the AIPMM ProdBOK Productivity Tools which new AIPMM Premium Level Members receive as part of their membership kit.
Architects and Designers do understand the principles of design. While delving on Requirements without paying heed to the needs to identify latent needs is a challenge
Building Effective Business Models in Emerging MarketsDr. Amit Kapoor
Presentation on "Building Effective Business Models in Emerging Markets" delivered by McCord at Asia Competitiveness Forum 2012 in Thought Leadership Track
Introduction
Innovation is a central element of business growth strategy within companies that aim to generate added value for their customers, the company itself, and other stakeholders. While many company executives and business leaders agree that in order for their companies to survive today’s increasingly global marketplace, they must face the unpleasant truth that there may have to be fundamental changes in who they are, what they do, and how they do it. Few executives feel their companies are good at the specific processes and tactics frequently tied to successful innovation, such as generating breakthrough ideas, selecting the right ideas, prototyping, and developing business cases. We will provide insights to help you define and implement a process to drive innovation within your company using a sustainable approach to ignite business growth.
Key Takeaways
1. Discover insights.
• Discover unmet customer needs
• Identify customer segments
• Know your competitive landscape
2. Align strategies with needs.
• Create alignment
• Communicate strategic objectives
3. Mind your company’s culture.
• Focus on shared values
• Eliminate organizational silos
4. Adopt a process.
• Integrate innovation
• Identify key resources
• Define key deliverables
5. Deliver value, success will follow.
• Direct the internal value chain
6. Align your business model
• Use leading productivity tools
• Make your business case
Connect with me for more information regarding AIPMM membership or certification courses in your area.
Let me know how I can help you create and implement a product strategy and product planning process successfully to grow your technology-based business.
Hector Del Castillo, AIPMM
linkd.in/hdelcastillo
Keys to Successful M&A: Transparency, Security, and ProcessSecureDocs
http://www.securedocs.com - Webinar presented by Nat Burgess and co-hosted by The Corum Group and AppFolio SecureDocs. Learn why the current M&A environment is so favorable to tech company owners and CEOs, the “Eight Stages to Optimal Outcome” from Preparation through Integration, and how to leverage new technology to ensure both transparency and security during a transaction.
Tutorial on how Software can be valued as a business. Three sections. The roles of Intellectual capital, comprised of human capital and intellectual property (IP). Protectiing IP. Routine and non-routine profit Allocation. The final section deals with taxtation and how multinationals avoid taxation be moving rights to profit from software to tax havens
Tutorial on how software can be valued in a global business setting. IThe last section covers multinational tax avoidance. enabled by moving rights to profit from software assets into tax havens.
1. Sign-ups start
CS207 #2, 5 Oct 2012
Gio Wiederhold
http://infolab.stanford.edu/people/gio.html
Complementary Directed Reading Projects:
1. define the topic you‘d like to study and email me a brief memo.
I can either provide readings then or we can discuss it further by appointment
2. Sign up for a directed reading course at your level (UG or Grad) in EE or CS.
Use my Directed course Section Id, either 17(CS) and 65(EE).
The number of units should be about the (number of hours/week you plan on) / 4.
3. Draft due 19 Nov. Feedback from me 25 Nov. Final report due 7 Dec.2010
4. Topics later today. Pointers to references: see main WikiPage
10/6/2012 CS207 Fall 2012 1
2. Syllabus:
1. Why should software be valued?
2. Open source software. Scope. Theory and reality
3. Principles of valuation. Cost versus value.
4. Market value of software companies.
5. Intellectual capital and property (IP).
6. The role of patents, copyrights, and trade secrets.
7. Life and lag of software innovation.
8. Sales expectations and discounting.
9. Alternate business models.
10. Risks when outsourcing and offshoring development.
11. Licensing.
12. Separation of use rights from the property itself.
13. Effects of using taxhavens to house IP.
10/6/2012 CS207 Fall 2012 2
3. Review: Knowing
what software is worth
• Allows rational design decisions, as
Allocating development efforts
Programming investment for long-lived SW
Understand limit to Software Life
• Allows rational business decisions, as
Choice of business model
Where and when to invest
How to assign programming talent
• Improve focus of education in software
Consider quality, not just quantity in assignments
Effectiveness of curriculum
10/6/2012 CS207 Fall 2012 3
4. Economic
Loop again
10/6/2012 CS207 Fall 2012 4
5. Value
Profit margins are the excess left after
CoGS [Cost of Goods Sold] and business costs
(SG&A, capital cost, tax) are are deducted
Conclusion from last week
If goods are sold based on their creation cost, there is no
accounting for the value added due to their uniqueness.
If anyone can compete profit margins will be modest.
• Uniqueness has value because it raises profit margins
• Uniqueness in software (etc.) is not a tangible
10/6/2012 CS207 Fall 2012 5
6. Quick definitions:
Intangibles
In a business there are 3 parts that have value
(Contribute to potential income)
1. Tangible goods: buildings, computers, working capital
2. The know-how of management & employees
3. Intellectual property: Software, designs, methods,
trademarks, etc.
• 2. + 3. make up the Intangible Capital of a company.
• Software is an intangible good
If it is owned then it is Intangible Property
10/6/2012 CS207 Fall 2012 6
7. Intangibles
• Product of knowledge by
Cost of original >> cost of copies
1. Books authors
2. Software programmers
3. Inventions engineers
4. Trademarks advertisers
5. Knowhow managers
6. Customer Loyalty
Interacts with long-term quality
10/6/2012 CS207 Fall 2012 7
10. Approaches
to assess IP
• Technical alternatives
1. Income Prediction $
Based on expected sales, life, lag
2. R&D roll-over
Based on life and effectiveness of R&D
∫ ×1.?
• Broader alternative approaches
3. Market capitalization (Market Cap)
Covers everything the shareholders value
4. Comparisons with another existing businesses
With other companies based on industry, operational similarity
and then check their performance based on ratios
royalties gathered, costs/earnings (price/earnings needs market cap)
10/6/2012 CS207 Fall 2012 10
11. Fraction of
intangibles
• Principle
The sum of all future income
discounted to today (NPV)
Implicitly estimated by shareholders through the market cap
• Example: Market Cap value of a company (SAP, 2005)
Largely intangible – like many modern enterprises
1. Market cap = share price × no. of shares €31.5B 100%
2. Bookvalue = sum of all tangible assets € 6.3B 20%
Equipment, buildings, cash
3. Intangible value per stock market €25.2B 80%
Intangible/tangible = 4 x .
How much of it is software at SAP ?
10/6/2012 CS207 Fall 2012 11
12. Basis for SW
value as of today
• Sum of future income
Independent of cost
Sales = price x copy count
Maintenance fees if service subscription
• Minus sum of future costs
Cost of goods sold
Cost of marketing
Cost of doing business
Cost of maintenance
• Discounted to today
To account for value of money and risk
10/6/2012 CS207 Fall 2012 12
13. Discounting
• Standard economic accounting principle
Getting $1 next year is less valuable than getting $1 today.
1. If no risk of getting it later, discount by available interest rate
Say 4%, 1-year off is 1/1.04 = $0.962, 5-year is $0.822, 15 year only $0.555
Formally, use Federal bonds rates for that period
2. If there is a risk - likely in business – use risk experience
Say 15%+4%: 1-year is $0.84, 5-year is $0.42, 15 year only $0.074
Tables per industry are available (at a price), based on past experience
Discounting has a large effect on income estimates
Makes looking into the future less risky
10/6/2012 CS207 Fall 2012 13
14. Market cap :
Issues only a hint
• Stockholders don’t know what is really going on
Wisdom of the crowd ?
Are fed limited information
Indirect indicators are delayed: sales by principals
• Market cap is unreliable due to high variability
Market bubbles mislead Facebook lemmings
Option values are hard to judge startups 30$ of stock
• In a multi-product company
Allocate income to each product line
Over time, many factors should even out Never ignore it if available
10/6/2012 CS207 Fall 2012 14
15. For that hint: Adjust market cap
$M of some company
Reduced Market Cap
Deal with the argument:
“Market cap is due to bubble !”
10/6/2012 CS207 Fall 2012 15
16. A better, direct
approach
• Value the software specifically by expected
income over its lifetime
• But software is not stable over time: Slithery
Getting long-term income requires maintenance
Maintenance enables long-term income
• Much more so than other intangibles
Books, music,
• Similar to some intangibles that contribute to life
Costumer loyalty, trademarks
10/6/2012 CS207 Fall 2012 16
17. Maintenance
is beneficial
depreciation / year = 1 / lifetime
years
13
Lifetime maintenance cost
12
11
10 100%
9 90
8 80
7 70
6 60
5 50
4 40
3 30
2 20
1 10
0
PCs cars software intangibles
Typical Life 3years 5 years 12 years 18 years
Maintenance 2%/year 5%/year 15%/year 13.75%/year
Maintenance cost 6% 21% 80% most over asset life
Depreciation 33/y. linear 20%/ y. linear 8%/y. linear 12% geometric
10/6/2012 CS207 Fall 2012 17
18. Software is
slithery !
Continuously updated Life time
1. Corrective maintenance 100%
bugfixing reduces for good SW 80%
2. Adaptive maintenance 60%
externally mandated
40%
3. Perfective maintenance
satisfy customers' growing 20%
expectations
[IEEE definitions] Ratios differ in various settings
10/6/2012 CS207 Fall 2012 18
19. IP sources
• Corrective maintenance
Feedback through error reporting mechanisms
Taking care of bugs and missed cases, conditions
Complete inadequate tables and dimensions
• Adaptive maintenance
Staff to monitor externally imposed changes
Compliance with new standards
Technological advances
Keeping with viruses, spam etc.
Effort depends on number & volatility of external interfaces
• Perfective maintenance
Feedback through sales & marketing staff
Minor features that cannot be charged for
6-Oct-12 Gio W. CS207 2012 19
20. Topics for paper
• Something your are interested in / wondering
• Value in Apple [Current issue of Business week] about
• Value in Microsoft
• Value in Google or Its books-scanning effort
• Value in Facebook – market size for on -line advertising
• Value in a company you plan to start
• Value of education when starting a company
• Risk and cost of theft of IP
• Company failures -- real or potential (Sun, Yahoo, HP)
• Accounting for intangibles in 10-K, annual reports
• Current tax proposals ↓tax, ↑investment, ↑income, ↑tax
10/6/2012 CS207 Fall 2012 20
21. Next Class
• Cost of maintenance
resources needed
• Combine it with income
Estimate sales
• Subtract costs
Sales etc
• Discount it all
life if well-maintained
• Estimate current value
10/6/2012 CS207 Fall 2012 21