Technology Exports Joint Venture Abroad Technology Intelligence & Forecasting Global Trends in Technology Management

1. TECHNOLOGY
EXPORTS

2. Presented By-
Aastha Bhatia (001)
Aman Bhardwaj (007)
Ajit Akshay (005)
Sachin Mittal (032)
Somya Goel (034)

3. TECHNOLOGY EXPORT
Technology export can be –
technological disclosure,
technical guidance, technical
assistance, technology
assignment, and licensing.

4. Technology export includes:
1) Transfer of industrial property rights and other
rights related to technology (know-how).
2) Granting of licenses pertaining to industrial
property rights and technology (know-how)
3) Guidance on technology related to business
management.
4) Granting of licenses pertaining to patent rights
and utility model rights.
5) Granting of licenses pertaining to currently
claimed inventions and devices.
6) Granting of the right to use know-how.

5. Objectives of Technology
Export
1. Avoid infringement of another’s patent rights and other
intellectual property rights.
2. Enable access to know-how, which is normally
information kept secret by the other party
3. Earn royalties, make business safer, and raise cost
performance (buy time)
4. Opportunities for licensing agreements… When, where,
and how.

6. ADVANTAGES OF TECHNOLOGY EXPORT
• Can create fortunes worth billions of dollars for the
exporters as well as the early adopters .
• Technology can be adopted by developing countries
to improve living standards and security .
• Turn key projects can enable to exploit the expertise
without investing much in R&D and enable them to
save on time.
• Exports of technology by developing countries can
serve as an indicator of their technological develop
ment
• It encourages local technological capabilities of the
importer .

7. DISADVANTAGES OF TECHNOLOGY EXPORT
• One negative aspect of licensing is that control over
the technology is weakened because it has been
transferred to an unaffiliated entity .
• In certain developing countries, there also may be
problems in adequately protecting the licensed
technology export from unauthorized use by third
parties.
• It is not feasible to export all the technologies. Eg.
developed countries are cautious while exporting
nuclear power related technologies and products to
developing countries .
• Adopters may innovate and surpass the actual tech
nology exporting entity

9. Joint Venture is a win /win collaboration betwee
n two or
more people, sharing resources to solve commo
n
problems and achieve goals.
No limits, no catch, no selling, no manipulation,
no risk.
It can be called a Strategic Alliance or Partnerin
g as well.

10. Joint Venture
Joint Venture Co
mpany
Inputs
MNE
LOCAL FIR
M
HOME COUNT
RY
HOST COUNT
RY
Inputs
Share of Profit
Share of
Profit

11. DEVELOPING JV

12. Finding Ideas or Partners
• In the era of the Internet, finding opportunities for
exploiting an idea is sizeable together with remote,
or advertised, communicating.
• There are also the blogging networks as well the so
cial networking sites and search engines.
• There are also other venues to find a JV partner suc
h as seminars, exhibitions, directories and the plain
newspaper advertising of opportunities.
• One should not forget websites which have becom
e prosperous like eBay and Amazon.com, Wikipedia
, YouTube to name the most obvious. Forming JVs
with distributor and marketing agencies is possible
in this flat world to market a product. But finding a
n entrepreneur for a JV is another task.
• Nonetheless, there are risk-takers- venture capitalis
ts, angel investors and venture managers (see: Carri
ed interest) – especially in the high-tech industries l
ike IC chips or biotechnology.

13. Preparation/Planning
• One can here only underline the steps or info
rmation that will be needed by the JV candid
ate. They are:
– the objectives, structure and projected form of
the joint venture, including the amount of inves
tment and financing arrangements and debt
– the JV's products, their technical description an
d usage
– alternate production technologies
– estimated cost of equipment
– estimated technology transfer costs
– foreign exchange projections (where applicable)
– staff requirements and trainingfinancial projecti
ons
– environmental impact

14. SELECTING PARTNERS
• The ideal process of selecting a JV partn
er emerges from:
– screening of prospective partners
– short listing a set of prospective partners a
nd some sort of ranking
– due diligence – checking the credentials of t
he other party
– availability of appreciated or depreciated pr
operty contributed to the joint venture
– the most appropriate structure and invitati
on/bid
– foreign investor buying an interest in a local
company

15. INCORPORATION
• A JV can be brought about in the follo
wing major ways:
– Foreign investor buying an interest in a l
ocal company
– Local firm acquiring an interest in an exi
sting foreign firm
– Both the foreign and local entrepreneur
s jointly forming a new enterprise
– Together with public capital and/or ban
k debt

16. SHAREHOLDERS AGREEMENT
• This is a legal area and is fraught with difficulty as the laws
of countries differ, particularly on the enforceability of 'hea
ds of' or shareholder agreements.
• For some legal reasons it may be called a Memorandum of
Understanding. It is done in parallel with other activities in
forming a JV.
• Some of the issues in a shareholders' agreement are:
– Valuation of intellectual rights, say, the valuations of the IPR o
f one partner and,say, the real estate of the other
– the control of the Company either by the number of Directors
or its "funding"
– The number of directors and the rights of the founders to thei
r appoint Directors which shows as to whether a shareholder
dominates or shares equality.
– management decisions - whether the board manages or a fou
nder
– transferability of shares - assignment rights of the founders to
other members of the company
– dividend policy - percentage of profits to be declared when th
ere is profit

17. EXECUTE AND
REAP THE REWARDS!

18. Technology
Intelligence &
Forecasting

19. What is Technology Intelligence ?
• Technology Intelligence (TI) is an activity that enable
s companies to identify the technological opportunitie
s and threats that could affect the future growth and
survival of their business.
• The Centre for Technology Management defines 'Tec
hnology Intelligence' as "the capture and delivery of t
echnological information as part of the process where
by an organisation develops an awareness of technolog
ical threats and opportunities.”
• 'Technology Intelligence' aims to capture and dissemi
nate the technological information needed for strateg
ic planning and decision making.
• Companies install an intelligence system (technology, m
arket, business or competitive intelligence) to collect
and analyze information on market, product, and techn
ology changes and on other environmental transformat
ions in order to increase their decision-making qu
ality and competitiveness.

20. What is Technology Intelligence ?
Why Technology Intelligence?
• As technology life cycles shorten and business b
ecome more globalized; having effective T I cap
abilities is becoming increasingly important.
• T I provides an understanding of current & pote
ntial changes taking place in the environment.
• T I provides important information for strategic
decision-makers
• T I facilitates and fosters strategic thinking in
organizations.
• If conducted properly, T I leads to enhanced ca
pacity & commitment to understanding, anticipati
ng and responding to external changes

21. Levels of Technology Intelligence ?
Three levels of T I
• Macro level – technological trends & developments
which can influence entire economy / major sectors
• Industry or business level - technological trends &
developments which can influence specific industrie
s / businesses
• Program or project level – technological trends & d
evelopments which can influence specific technolog
y related program or project.
The above three levels differ in terms of
• Breadth of technology
• Clarity of trends
• Degree of precision of trends

22. Benefits of Technology Forecasting
• To maximize gain from events external to an organization
• To minimize loss associated with uncontrollable events ex
ternal to an organization.
• To maximize gain from events that are result of action ta
ken by an organization.
• To offset the actions of hostile or competitive organizati
ons
• To forecast demand for production and /or inventory con
trol.
• To forecast demand for facilities and capital planning.
• To forecast demand to ensure adequate staffing
• To develop administrative plans & policies internal to an o
rganization.
• To develop policies that apply to people who are not part
of the organization.

23. Techniques of Technology Forecasti
ng
• A. Techniques involving a group of exper
ts are :
– 1. Committees
– 2. Delphi
• B. Other Techniques based on historical
data are :
– 3. Exploratory Forecast
– 4. Normative Forecast

24. Committees
 It is a qualitative forecasting technique in which group
of experts are involved: this helps in avoiding individual
biases.
 These experts usually carry relevant experience and
may be drawn from internal and external sources.
 The number of experts in a committee depends upon
the importance/critical nature of the technology
forecast.
 If the forecast is highly important,7-8 or more experts
may be involved who meet on different occasions,
interact with each other, exchange their views and
develop consensus forecasts.

25. Delphi
 It is a qualitative forecasting technique in which a panel of
experts working separately and not meeting each other
arrive at a consensus through the summarising of ideas by a
skilled Coordinator/Moderator.
 The sets of experts taking part in Delphi is known as
“Panel”.
 Delphi sequence is carried out by interrogating a group of
experts with a series of questionnaires, which is written by
the coordinator.
 The coordinator summarises the written prediction and
again writes a new set of questionnaire .
 This process is repeated till the coordinator is satisfies
with the overall prediction synthesised from the experts.

26. 3. Exploratory Forecast
 An Exploratory Forecast starts with past & present
conditions and projects these to estimate future
conditions.
 The exploratory forecast is based on technology
push and is opportunity oriented i.e. searching for
future opportunities.
 Exploratory forecast implicitly assumes that
required performance can be achieved by
reasonable extension of past performance.
 Commonly used techniques of exploratory forecast
are : Trend extrapolation.

27. 4. Normative Forecast
 A Normative Forecast starts with future needs and
identifies the technological performance necessary
to meet these required needs.
 The normative forecast is based on market pull and
is mission / need –oriented i.e. finding ways for
meeting future needs.
 Normative forecast implicitly forecasts the
capabilities that will be available on the
assumption that needs will be met . Thus in case of
normative forecast, meeting needs on defined
future time is highly important

28. Exploratory & Normative Forecast

29. Global trend in
technology
management

30. New and Emerging Technologies
 Dealing with the acquisition, implementation, use and impact of
new and emerging technologies on business culture, practices, c
hannel and service delivery as well as meeting customer expecta
tions
 Cloud – Storage, Infrastructure, Application Processing
 BYOC – Use of Personal Devices for Business Activities
 Impact of Cloud On Service Oriented Architectures
 Social Networks
 Impact on business culture and communications
 Impact on technology requirements

31. 31
New and Emerging Technologies
Cloud computing - National Institute of Standards and Technology (NIST)
“the provision of computational resources on demand via a computer netw
ork’”
flexibility
and scalability
Cloud Computing
Advantages
security, privacy, avail
ability and continuity
Increased Risks
A more complete definition may include:
“cloud computing is the use of the Internet and virtualization concepts to cre
ate an environment in which individuals and organizations can place storage
and processing capacity, supported with communications, into the Cloud and
to which users can transmit, process and store information”.

32. 32
New and Emerging Technologies
“businesses are turning to the cloud as a means to accelerate the
rollout of functionality to support the business unit”.
Related Studies
For more information on cloud computing, see the ITAC Brief "Cloud Computin
g: A Primer" available on the CICA's website
Source: Deloitte Tech Trends 2011
This, however, results in applications that are “short on formal reli
ability, transactional integrity, security "
Source: Deloitte Tech Trends 2011
“cloud computing will increase from $17.4 billion in 2009 to $70 b
illion by 2015”
Source: IDC – Global Industry Analysts

33. 33
New and Emerging Technologies
Information Week Analytic - 2010 GRC Survey
Security defects in the technology
Cloud Computing Concerns
54%
51%Unauthorized access - leaked proprietary information
26%BCP - DRP
25%Service provider viability
Cloud computing also introduces privacy risks, Specifically, the Patriot Act whi
ch allows an American government agency to gain access to data residing on t
he cloud - without the cloud customer's knowledge.
Ernst & Young – Privacy Trends 2011

34. 34
New and Emerging Technologies
Social Networks
“Facebook and Twitter represent the move towards a world where compan
ies have the opportunity to gain closer connections with their customers.
“social networks leave behind “digital exhaust”, which "should be mined, p
roviding a rich source of insight on market positioning, consumer sentiment
and employee productivity“
Deloitte Tech Trends 2011
Mining Digital Exhaust May Create Privacy Problems

35. 35
New and Emerging Technologies
Mobile Devices
Consumer Reports predicts that tablet computer sales will number 50 mi
llion in 2011 and 100 million in 2012.
http://news.consumerreports.org/electronics/2011/05/tablets-computers-laptops-desktops-netbooks-
sales-consumer-use-surveys.html
Mobile devices, including tablets and smartphones, are representing a larg
er share of the computer market
More than half of computing devices sold globally will not be PCs
Non PC mobile devices ("smartphones, tablets and non-PC netbooks) will e
xceed the estimated 400 million PCs to be sold in 2011
Deloitte Canada 2011 TMT Predictions (Technology, Media, Telecommunications)
More than 25% of all tablet computers will be bought by enterprises".

36. 36
New and Emerging Technologies
Mobile Devices
RFID, proximity, embedded data gathering present risks included interce
ption of communications
NFC (Near Field Communications) will reduce the risk
“Smartphone manufacturers (e.g. Google Nexus S manufactured by Sa
msung and the Blackberry Bold 9900/9930 manufactured by RIM) are in
cluding near field communication (NFC) technology within their devices”
“Intuit demonstrated at the 2011 Google I/O Developer Conference thei
r GoPayment service, which uses NFC "to let consumers wirelessly pay f
or items on the go through just a touch of an NFC-enabled cell phone”
Deloitte Tech Trends 2011

37. 37
New and Emerging Technologies
New Technologies and New Uses of Technology Continue to Create Rick