1. © 2013 EverEdge IP. Confidential.
Advisory Services
2013

2. Who are we?
 New Zealand’s largest technology and intellectual property
commercialisation firm.
 Advisory: Advise how to commercialise technology. Client
range: innovators to investors to Fortune 100 companies.
 Transactions: Broker the sale and purchase of intellectual
property assets. Deal range: 000,000 to 00,000,000.
 Technology: Invest in and commercialise IP-rich technology.
Technology range: all technologies - packaging to medical
devices to software.
We help our clients make money from ideas.

3. OUR TEAM.
Prof. Henry Bolanos (CT, USA)
Yale University, NPD & Innovation
Invented key hole surgery, 110+ patents, ex VP
R&D US Surgical Corp, Johnson & Johnson
Paul Adams (Auckland)
CEO & Founder
Founded 1 of Top 10 incubators in world. IP Manager,
BNT [NYSE: BC]. IAM300 Strategist.
Paul Davies (Auckland)
Director - IP
Patent attorney; ex-Head of Patents for Deacons -
largest law firm in Hong Kong.
Steve Steger (IL, USA)
Managing Partner, GIPLG
US patent attorney, brokered sale of Nortel’s patents
for US$4.5 billion. IAM300.
Garry Reynolds (Auckland)
Director - Commercialisation
30 years technology company experience incl. CEO,
Motorola NZ.
Principals /
Senior
Associates
Minimum two degrees;
highly experienced in law,
technology & business.
Dr. Chris Donegan (London)
Director - Transactions
Accenture, UBS, Euram Bank (AG) . PhD neuro-
biology. 3x IAM 300 Strategist.
Francis Rushford (CA, USA)
Director - Licensing
Executive VP, ICAP Capital Markets, Partner
Christie Parker & Hale, Lucent, 6 x IAM300
Shirley Schaefer (Beijing)
Director - Brand
Brand Master, Represents over 40 luxury brands
in China. Professor, Beijing University.

4. 1. Commercialising IP

5. Defining: “IP Commercialisation”
What is IP Commercialisation?
 Turning IP into economic or strategic value
 The most common form is making or selling
product that includes some form of IP in the
Product or Brand

6. Outright Sale
License
Manufacture & Distribution
Commercialisation Options
Reward($value)
Risk + Resource + Time
 Total vertical integration
 Outsource most processes

7. Strong vs Weak IP
Strong IP
Weak IP
No one
copies you.
Everyone
copies you.
Sustainable
margins.
Product failure Product success
No one
copies you.

8. Defining: “IP Commercialisation”
 Identification
 Assessment
 Development
 Protection
Exploitation
IPC =
 In terms of relative effort required and value contributed:

9. 2. What IP do I have?
You can only value and use what you
identify

10. How do I convert Intangible Assets into IP?
 An intangible asset becomes a piece of “intellectual property”
when it is converted into one of the recognised classes of
intellectual property:
 patent
 registered trademark
 registered design
 plant variety
 domain name
 unregistered trademark
 confidential information
 trade secret
 know how
 copyright
 integrated circuit layouts
 embedded secrecy

11. IP Classes in terms of volume & value
 Trade Secret /
Confidential Info
 Copyright
 Unregistered trademarks
 Registered TMs
 Patents
 Design Rights
 Domain names
 Plant Variety Rights
 ICLs
IP Protection =
Not free
Free

12. IP Asset Value
“It is estimated that by 2007, as much as 90% of the value of
the world’s top 2000 enterprises will consist of intellectual
property”
Building and Enforcing Intellectual Property Value,
An International Guide for the Boardroom 2003
PriceWaterhouseCoopers
Over the last ten years business growth from
intellectual property investment has been bigger
than that of business investment in their fixed
capital
'The Role of Intellectual Property Rights in the UK Market Sector‘
2011

13. If I identify it, do I own it?
WARNING
 IP Ownership on creation can vary with each
type of IP
 Agreements likely to dominate all
 Read all contracts for supply, especially of services!
 Do not assume your collaborator will recognise your
input!
 When in doubt ASK!

14. 3. The importance of assessment
Do your Research

15. Most IP never commercialised
 2004 study by Siemens estimated 90+% of all
EPO patents never commercialised.
 2002 P&G identified that 92% of its patents had
“no business value of any kind to P&G”.

16. Not all IP is of equal value
 I have identified I have some IP, but what is it
worth?
 Does the IP relate to a competitive advantage in
your business/product/service?
 Does it adequately protect that advantage?
 What is that advantage worth to my business?
 It all starts with assessment!

17. What do you learn from Assessment?
 Freedom to Operate – identifies the restrictions
on your ability to enter markets
 Protection Scope – determine the scope of your
IP by comparison with other IP, publications or
marketed products

18. What will my competitors do?
 Workarounds – Given the scope, what can
competitors legitimately do to compete? Does
this still leave you with a competitive
advantage?
Consider not only what is the same in
form but also in result

19. I have some valuable IP!
 Congratulations.
 Your reward is a lot more hard work.
BUT
 With identification and good assessment, you
can then protect with confidence.
 Despite the hard work of exploitation, your
chances of success have increased
immeasurably.

20. 4. Case Studies
There is always hope

21. Case Study: 500M units in 3 years.
>> Innovator
 Innovator approached EEIP with idea:
cup can eat from without a spoon.
 EEIP assessed idea > funded 18 months
R&D: development technology to
reduce plastic content by 35%.
 Developed commercialisation strategy
then executed plan: ‘07 licensed to
industry leader in NZ, ‘09 to largest
dairy player in world. Additional licenses
added every six months.
 RESULT: shipped 500M+ units. Royalty
on every unit, revenue in 000,000’s.
Client:
Industry:
Packaging
Markets:
USA Canada
Argentina China
Mexico Israel
Russia Spain

22. CASE STUDY >> SMALL ENTERPRISE
 Vineyard owner approached EE with innovative
viticulture technology.
 Assessed IP position, redirected R&D to
improve IP then built strong Commercialisation
Strategy.
 NZ trials major success, identified & negotiated
with 5 largest agricultural machinery players in
world.
 RESULT: licensed to major EU agri-machine
manufacturer at > 10% royalty per machine.
Won two major EU agri prizes. Retained NZ &
AU manufacturing rights, moving into non-
wine applications.
Client:
Industry:
Agri-technology
Markets:
NZ Australia
Europe Americas

23. Case Study: Failure to success
>> Stalled Start Up
 Early 2000s NZ software developed game
changing technology, filed a patent.
 Attempted to commercialise technology
for three years from NZ but failed.
 Approached EE in early 2011 with patent.
EE evaluated patent and determined
highly valuable. Worked to broker the sale
of the patent.
 Sold patent to Fortune 200 Silicon Valley
company for US$14,000,000. Highest
price ever paid for US patent in history.
 Returned $45 for every $1 invested to
shareholders.
Client:
NZ start up
Industry:
Software
Markets:
USA

24. EverEdgeIP Ltd.
EverEdgeIP Ltd
+ 64 9 489 2331
info@everedgeip.com
www.everedgeip.com