This document discusses technology transfer and its concepts. It defines technology as the practical application of science to commerce or industry. Technology transfer is defined as the process of sharing skills, knowledge, technologies, and methods among governments and institutions to make scientific and technological developments more accessible. The key modes of technology transfer discussed are licensing, foreign direct investment, and joint ventures. Developing countries can benefit from technology transfer through more efficient resource use, industrialization, and socio-economic development.
This document outlines various methodologies used by venture capitalists and investors to value companies. It discusses how equity proportions are allocated to investors based on required rates of return. Several valuation methods are examined, including the venture capital method, fundamental method, First Chicago method, discounted cash flow method, and rule-of-thumb valuations. The document also notes that actual deal valuations are influenced by current market conditions and bargaining power between investors and entrepreneurs.
This document discusses conceptualizing a model for technology transfer. It covers several key aspects: (1) the theoretical issues and systematic modeling of technology transfer, (2) the three aspects of technology transfer - general transfer, appropriate technology transfer, and sustainable technology transfer, (3) emphasizing political, commercial, and operational relevance dimensions in conceptualizing a technology transfer model.
New Capital _ The deal valuation,structure n negotationBTEC UTeM
This chapter discusses methodologies for valuing startup companies, including how equity is allocated to investors. It examines how deals are structured with terms and conditions, and how deals are negotiated and closed. The chapter analyzes an actual case study and provides outlines for teaching the material through lectures, case studies, exercises or a combination. It details methods venture capitalists use to estimate company value, such as determining required rates of return and ownership shares. The chapter compares theoretical pricing models to real-world deal structures and conditions, and outlines additional valuation techniques.
SEM5- NPD -Chapter2 development processesBTEC UTeM
The document discusses key aspects of product development processes and organizations. It addresses common product development activities, project milestones and review gates, standard development processes, and the roles of functional experts. It also covers defining well-structured development processes, coordinating cross-functional teams, and establishing organizational structures aligned with functions, projects, or both to facilitate product development.
This document provides an overview of the key sections and content that should be included in a business plan. It discusses that a business plan is a 25-35 page written document that explains all aspects of a new business venture and is provided to investors. The document outlines that an effective business plan includes an executive summary, company description, products/services, management team, and financial projections. It provides details on the content that should be covered in each of these main sections.
The document discusses harvesting entrepreneurial ventures. It examines the importance of first building a great company to create harvest options. Several harvest options are identified, including employee stock ownership plans, management buyouts, mergers and acquisitions, outright sales, and public offerings. Going public provides access to capital but has disadvantages like ongoing disclosure costs. Successful entrepreneurs often reinvest in their community and in new ventures after harvesting.
This document discusses technology transfer and its concepts. It defines technology as the practical application of science to commerce or industry. Technology transfer is defined as the process of sharing skills, knowledge, technologies, and methods among governments and institutions to make scientific and technological developments more accessible. The key modes of technology transfer discussed are licensing, foreign direct investment, and joint ventures. Developing countries can benefit from technology transfer through more efficient resource use, industrialization, and socio-economic development.
This document outlines various methodologies used by venture capitalists and investors to value companies. It discusses how equity proportions are allocated to investors based on required rates of return. Several valuation methods are examined, including the venture capital method, fundamental method, First Chicago method, discounted cash flow method, and rule-of-thumb valuations. The document also notes that actual deal valuations are influenced by current market conditions and bargaining power between investors and entrepreneurs.
This document discusses conceptualizing a model for technology transfer. It covers several key aspects: (1) the theoretical issues and systematic modeling of technology transfer, (2) the three aspects of technology transfer - general transfer, appropriate technology transfer, and sustainable technology transfer, (3) emphasizing political, commercial, and operational relevance dimensions in conceptualizing a technology transfer model.
New Capital _ The deal valuation,structure n negotationBTEC UTeM
This chapter discusses methodologies for valuing startup companies, including how equity is allocated to investors. It examines how deals are structured with terms and conditions, and how deals are negotiated and closed. The chapter analyzes an actual case study and provides outlines for teaching the material through lectures, case studies, exercises or a combination. It details methods venture capitalists use to estimate company value, such as determining required rates of return and ownership shares. The chapter compares theoretical pricing models to real-world deal structures and conditions, and outlines additional valuation techniques.
SEM5- NPD -Chapter2 development processesBTEC UTeM
The document discusses key aspects of product development processes and organizations. It addresses common product development activities, project milestones and review gates, standard development processes, and the roles of functional experts. It also covers defining well-structured development processes, coordinating cross-functional teams, and establishing organizational structures aligned with functions, projects, or both to facilitate product development.
This document provides an overview of the key sections and content that should be included in a business plan. It discusses that a business plan is a 25-35 page written document that explains all aspects of a new business venture and is provided to investors. The document outlines that an effective business plan includes an executive summary, company description, products/services, management team, and financial projections. It provides details on the content that should be covered in each of these main sections.
The document discusses harvesting entrepreneurial ventures. It examines the importance of first building a great company to create harvest options. Several harvest options are identified, including employee stock ownership plans, management buyouts, mergers and acquisitions, outright sales, and public offerings. Going public provides access to capital but has disadvantages like ongoing disclosure costs. Successful entrepreneurs often reinvest in their community and in new ventures after harvesting.
The document discusses developing and screening business ideas. It identifies the three most common sources of new business ideas as changing environmental trends, unsolved problems, and gaps in the marketplace. It also describes techniques for generating ideas such as brainstorming and focus groups. Finally, it outlines the five parts of the "First Screen" process for assessing the feasibility of a business idea: the strength of the idea, industry issues, market/customer issues, founder issues, and financial issues.
New capital _ The deal valuation,structure n negotationBTEC UTeM
This chapter discusses valuation methodologies, deal structures, and negotiations between entrepreneurs and investors. It examines how venture capitalists estimate company value using methods like discounted cash flow valuation and compares expected versus actual pricing in financing rounds. The chapter also explores how equity is allocated in deals and key deal terms. Challenges in negotiations are analyzed, like differing goals between entrepreneurs and investors regarding risk, time horizons, and control. Staged financing structures and their incentive effects are reviewed.
The document discusses various sources of financing available to entrepreneurs for starting and growing new ventures. It describes personal financing options like savings, loans from friends and family ("love money"), and bootstrapping. It also explains how to prepare for raising debt or equity financing through developing an elevator pitch and business plan. Specific sources of financing covered include business angels, venture capital, initial public offerings, bank loans, SBA loans, leasing, government grants, and strategic partnerships.
The document outlines the key sections of a business plan, including:
1) Executive summary - A short overview of the entire plan.
2) Industry analysis - Description of the industry size, growth, and structure.
3) Company description - Description of the company, products/services, history, and legal structure.
4) Market analysis - Analysis of the target market segments, buyer behavior, and competitors.
5) Financial projections - Pro forma income statements, balance sheets, cash flows, and assumptions.
The business plan provides information about the company, industry, market, and finances to both internal employees and external investors and stakeholders. The executive summary and management team sections are particularly
The document discusses irregular verbs in English and provides examples of their forms in the past simple and past participle tenses. It lists common irregular verbs like blow, break, catch, choose, come, do, and others. It provides exercises for the reader to practice conjugating irregular verbs into the past simple and past participle tenses and forming negative and interrogative sentences.
This document introduces Cuppla, an online collaboration platform that connects colleagues on a shared "Collaboration Page". It aims to overcome barriers created by organizational structures and physical separation. Cuppla allows teams to communicate, share files, and stay up-to-date with group projects in one central place. Key features include posting updates, commenting on documents, and accessing shared content from any device. The platform hopes to facilitate more convenient, fluid collaboration compared to ineffective email threads.
The document discusses various options for harvesting or exiting a successful business venture, including capitalizing on growth through an initial public offering, management buyout, merger or acquisition, or outright sale. It also emphasizes the importance of renewing the entrepreneurial system by reinvesting in new companies and community activities. Finally, it provides seven points of advice for entrepreneurial success, stressing the importance of passion, competitiveness, teaching others, managing cash flow, and viewing entrepreneurship as a human rather than just financial process.
The document discusses internal and external causes for business failure, as well as signs that a company may be in trouble. It outlines factors like recession, changes in management, lack of planning, and cash flow issues. The document also provides steps for turning around a troubled company, including cash flow analysis, determining available cash, cutting costs in areas like payroll and capacity, and considering longer-term solutions.
This document outlines the key topics covered in Chapter 15, which examines the valuation, structuring, and negotiation of deals between entrepreneurs and investors. The chapter will cover methodologies used to value companies, how equity is allocated to investors, how deals are structured including important terms and conditions, and how to negotiate and close deals. It will also analyze good versus bad deals and potential pitfalls entrepreneurs may face in venture financing deals. The document provides an outline of lecture materials that cover valuation methods, staged financing, structuring deals, and negotiating terms. It also lists exercises and case studies that can be used to teach these concepts.
The document discusses three perspectives on classifying technology:
1. The organization-managerial framework views technology as involving more than just machinery, and refers to the information, equipment, techniques and processes needed to transform inputs into outputs in an organization.
2. The techno-economics approach integrates technology and technical considerations into economic analysis, viewing technology as the means of transforming natural resources into produced resources.
3. The dynamic interaction components approach identifies four interacting elements - technoware, humanware, inforware, and orgaware - that represent the core technology, knowledge storage, and organizational control.
Technology can be viewed as a process involving the transfer and integration of resources, production methods, knowledge, and embodied knowledge in tools. It is a key driver of economic development and national competitiveness. There are various ways to classify technology based on its application, knowledge base, level of development, labor or capital intensity, and more. Viewing technology through engineering and economic approaches provides different perspectives on how it transforms inputs into outputs and impacts productivity. Ensuring the effective implementation and sustained use of transferred technology requires addressing factors like training, adaptation, infrastructure, and management practices.
This document contains a list of company names, codes, addresses, phone numbers, fax numbers, emails, websites, contact persons, and positions. There are over 100 companies listed from various states in Malaysia across many different industries. The list provides key contact information for each company.
The document discusses the key elements of a marketing plan, including marketing strategy, positioning, points of differentiation, pricing, promotional mix, sales process, distribution strategy. It provides brief definitions and examples for each element, emphasizing the importance of an overall marketing strategy that incorporates positioning of a firm's products or services relative to competitors, clear differentiation from other offers, and determining appropriate pricing, promotional, sales, and distribution approaches.
The document discusses key aspects of conducting a market analysis for a new business venture. It covers segmenting the market and selecting a target market segment based on factors like customer needs, size, and profitability. It also discusses analyzing competitors, estimating potential market share and sales, and gathering intelligence about competitors' positions and opportunities. The goal of the market analysis is to help define the business and ensure it has a well-thought out target customer base to focus on generating sales.
The document discusses the purpose and importance of a business plan. It explains that a business plan is used both internally to guide a business and externally to attract investors and stakeholders. The document provides guidance on the key components and structure of an effective business plan, including an executive summary, descriptions of the opportunity, team, and market. It also discusses different types of businesses and notes that a business plan should allow for changes during a startup's evolution.
The document discusses developing and screening business ideas. It identifies the three most common sources of new business ideas as changing environmental trends, unsolved problems, and gaps in the marketplace. It also describes techniques for generating ideas such as brainstorming and focus groups. Finally, it outlines the five parts of the "First Screen" process for assessing the feasibility of a business idea: the strength of the idea, industry issues, market/customer issues, founder issues, and financial issues.
New capital _ The deal valuation,structure n negotationBTEC UTeM
This chapter discusses valuation methodologies, deal structures, and negotiations between entrepreneurs and investors. It examines how venture capitalists estimate company value using methods like discounted cash flow valuation and compares expected versus actual pricing in financing rounds. The chapter also explores how equity is allocated in deals and key deal terms. Challenges in negotiations are analyzed, like differing goals between entrepreneurs and investors regarding risk, time horizons, and control. Staged financing structures and their incentive effects are reviewed.
The document discusses various sources of financing available to entrepreneurs for starting and growing new ventures. It describes personal financing options like savings, loans from friends and family ("love money"), and bootstrapping. It also explains how to prepare for raising debt or equity financing through developing an elevator pitch and business plan. Specific sources of financing covered include business angels, venture capital, initial public offerings, bank loans, SBA loans, leasing, government grants, and strategic partnerships.
The document outlines the key sections of a business plan, including:
1) Executive summary - A short overview of the entire plan.
2) Industry analysis - Description of the industry size, growth, and structure.
3) Company description - Description of the company, products/services, history, and legal structure.
4) Market analysis - Analysis of the target market segments, buyer behavior, and competitors.
5) Financial projections - Pro forma income statements, balance sheets, cash flows, and assumptions.
The business plan provides information about the company, industry, market, and finances to both internal employees and external investors and stakeholders. The executive summary and management team sections are particularly
The document discusses irregular verbs in English and provides examples of their forms in the past simple and past participle tenses. It lists common irregular verbs like blow, break, catch, choose, come, do, and others. It provides exercises for the reader to practice conjugating irregular verbs into the past simple and past participle tenses and forming negative and interrogative sentences.
This document introduces Cuppla, an online collaboration platform that connects colleagues on a shared "Collaboration Page". It aims to overcome barriers created by organizational structures and physical separation. Cuppla allows teams to communicate, share files, and stay up-to-date with group projects in one central place. Key features include posting updates, commenting on documents, and accessing shared content from any device. The platform hopes to facilitate more convenient, fluid collaboration compared to ineffective email threads.
The document discusses various options for harvesting or exiting a successful business venture, including capitalizing on growth through an initial public offering, management buyout, merger or acquisition, or outright sale. It also emphasizes the importance of renewing the entrepreneurial system by reinvesting in new companies and community activities. Finally, it provides seven points of advice for entrepreneurial success, stressing the importance of passion, competitiveness, teaching others, managing cash flow, and viewing entrepreneurship as a human rather than just financial process.
The document discusses internal and external causes for business failure, as well as signs that a company may be in trouble. It outlines factors like recession, changes in management, lack of planning, and cash flow issues. The document also provides steps for turning around a troubled company, including cash flow analysis, determining available cash, cutting costs in areas like payroll and capacity, and considering longer-term solutions.
This document outlines the key topics covered in Chapter 15, which examines the valuation, structuring, and negotiation of deals between entrepreneurs and investors. The chapter will cover methodologies used to value companies, how equity is allocated to investors, how deals are structured including important terms and conditions, and how to negotiate and close deals. It will also analyze good versus bad deals and potential pitfalls entrepreneurs may face in venture financing deals. The document provides an outline of lecture materials that cover valuation methods, staged financing, structuring deals, and negotiating terms. It also lists exercises and case studies that can be used to teach these concepts.
The document discusses three perspectives on classifying technology:
1. The organization-managerial framework views technology as involving more than just machinery, and refers to the information, equipment, techniques and processes needed to transform inputs into outputs in an organization.
2. The techno-economics approach integrates technology and technical considerations into economic analysis, viewing technology as the means of transforming natural resources into produced resources.
3. The dynamic interaction components approach identifies four interacting elements - technoware, humanware, inforware, and orgaware - that represent the core technology, knowledge storage, and organizational control.
Technology can be viewed as a process involving the transfer and integration of resources, production methods, knowledge, and embodied knowledge in tools. It is a key driver of economic development and national competitiveness. There are various ways to classify technology based on its application, knowledge base, level of development, labor or capital intensity, and more. Viewing technology through engineering and economic approaches provides different perspectives on how it transforms inputs into outputs and impacts productivity. Ensuring the effective implementation and sustained use of transferred technology requires addressing factors like training, adaptation, infrastructure, and management practices.
This document contains a list of company names, codes, addresses, phone numbers, fax numbers, emails, websites, contact persons, and positions. There are over 100 companies listed from various states in Malaysia across many different industries. The list provides key contact information for each company.
The document discusses the key elements of a marketing plan, including marketing strategy, positioning, points of differentiation, pricing, promotional mix, sales process, distribution strategy. It provides brief definitions and examples for each element, emphasizing the importance of an overall marketing strategy that incorporates positioning of a firm's products or services relative to competitors, clear differentiation from other offers, and determining appropriate pricing, promotional, sales, and distribution approaches.
The document discusses key aspects of conducting a market analysis for a new business venture. It covers segmenting the market and selecting a target market segment based on factors like customer needs, size, and profitability. It also discusses analyzing competitors, estimating potential market share and sales, and gathering intelligence about competitors' positions and opportunities. The goal of the market analysis is to help define the business and ensure it has a well-thought out target customer base to focus on generating sales.
The document discusses the purpose and importance of a business plan. It explains that a business plan is used both internally to guide a business and externally to attract investors and stakeholders. The document provides guidance on the key components and structure of an effective business plan, including an executive summary, descriptions of the opportunity, team, and market. It also discusses different types of businesses and notes that a business plan should allow for changes during a startup's evolution.
The document discusses the concept of appropriate technology for developing nations. It defines appropriate technology as choices that catalyze growth by considering technological, economic, social, political, environmental, and legal factors. Appropriate technology should be labor intensive, use low technology, and be knowledge-based. It should also satisfy criteria like effectiveness, affordability, cultural acceptability, and sustainability. The success of technology transfers depends on how appropriate the technology is for the conditions in the developing country.
This document discusses technology transfer models for developing nations. It describes several key challenges for developing countries, including lack of technological resources and skills. Effective technology transfer requires overcoming obstacles such as cultural differences, low incomes, and political instability. The success of transfers depends on long-term cooperation between host and home nations and stimulating marginal improvements. Developing nations must consider both internal and external factors to build appropriate technological infrastructure, orientation, skills, and production capacity through transfers.
The document summarizes key points from a talk given by Kenneth Morse at MIT on trends in entrepreneurship and venture capital investing. Some of the main topics discussed include the need for startups to focus on customers and revenue growth over flashy presentations, the shakeout of unsuccessful venture capital firms, and characteristics of successful entrepreneurs like leadership, bias toward action, and attracting top talent.