You are on page 1of 5

VALUATION AND NEGOTIATION OF TECHNOLOGY – STEP 1

PRESENTED TO:
KARLA NATHALIA TRIANA
COURSE TUTOR

UNIVERSITY OPEN AND DISTANCE-UNAD


BASIC SCHOOL SCIENCE TECHNOLOGY AND ENGINEERING
INDUSTRIAL ENGINEERING PROGRAM
MARCH, 2018

first Summary
Valuation of intangible assets in global operations
Farok J. contractor
When you can measure what you are speaking about, and express it in numbers,
you know something about it, but when you can not measure it, when you can not
express it in numbers, your knowledge is of a meager and unsatisfactory kind: it may
be the beginning of knowledge, but just have in your thoughts, advanced to the stage
of science.
Sir Kelvin
The last two decades of the twentieth century, a dramatic increase was in mergers,
acquisitions and alliances. These are now a permanent part of the economic
landscape. In most cases what is sought in these types of agreements are intangible
assets held by the acquisition target or potential ally signature.
In partnerships involving the acquisition is not the whole company, but only part of
its assets, ability or knowledge, which will be used in combination with the other
company. As such activity increases as part of a general trend towards outsourcing
and modularizarían of business functions, aided by the codification of tacit before or
intuitive knowledge of placing a value of money in a "package of knowledge" is a
function of crucial management. Whether in the context of a proposed merger,
acquisition, alliance, R & D, or the sale of patents, copyrights, trademarks, software,
or designs, calculating a value of intangible assets is a key issue in the practice of
management, from the point of view of the purchaser and the seller of the intangible
asset. Nevertheless,
This chapter aims to develop a set of principles or benchmarks that can be widely
applied in a variety of situations. It highlights the many situations in which the
valuation of intangible assets needs to be done.
Then the chapter the different types of corporate knowledge and their attributes are
described. Then endpoints for the transfer or sale of corporate knowledge, and
negotiation of knowledge and seller prospects are proposed acquirer. An example
of a trading license illustrates the principles.

When INTANGIBLE MUST be valued?


In addition to the important issue of the valuation of the stock market, there are
several circumstances of the business in which the intangible value that must be
measured.
1. sale, merger or acquisition. Does the acquiring company takes over the physical
assets or the firm bought, but what is the injection of new knowledge worth?
accounting measures do not match the economic or market-based values (Reilly,
1995). Many mergers and acquisitions are justified on the grounds of combinatorial
synergy between the knowledge base of the two companies. However, there could
also be combinatorial incompatibilities, the costs of knowledge transfer for many
years, and problems of cultural compatibility between the merging organizations.
2. sale, purchase or licensing of independent, such as trademarks, patents,
copyrights, databases, or technology assets. "Separate assets" are those that can
be detached from the company that owns and transferred, sold, or licensed to
another company. This could include any transferable or coded teaching knowledge
and intellectual property rights or markets. Here, only part of the intangible assets of
a company spun off another company, by a legal transfer agreement and / or by
forming another company in the use of knowledge transferred.
How much should the company licensing or acquisition of these assets pay?
3. Lawsuits related to the violation of intellectual property. Here courts must
determine the costs of infringement and sanctions.
4. calculations fiscal responsibility in the context of the transfer of intangible assets
and technology to affiliated companies, possibly in another nation.
5. corporate alliances. During negotiations on the formation of a joint venture (JV) or
the many other forms of strategic alliances, such as service management contracts,
franchise, ... and co-marketing, valuing the contributions of knowledge of each pair
is a key issue. This decides the equity of the company partners participation, royalty
rates and other charges.
6. Managing R & D put a value on potential future knowledge generated by
investments in R & D is key to selecting between competing project R & D and
assessment of the contribution of each partner in the co-development of the project.

Secondly Summary
Negotiation Excellence: Successful Deal Making scientific world
and often the most important step towards the successful negotiation is planning and
preparation. However, planning and preparation go beyond what negotiators must
do before trading. Because negotiation is a dynamic process communication
process information, where new, concerns, emotions, and goals may arise,
negotiators must also be prepared to deal with contingencies, and the factors that
can interfere with the search target . The purpose of this chapter, therefore, is to
provide guidelines for planning and effective preparation time before and during the
negotiation process, including guidelines for assessing the status of negotiation,
bargaining structure analysis,
negotiating parties enter negotiations because they depend on each other to meet
some needs, but also perceive the interests of the other party in conflict with their
own. Reach mutually acceptable agreement negotiating parties must cooperate and
understand each other. An essential component of effective preparation is to conduct
a well-rounded analysis of the situation of the negotiations, to understand not only
the own positions, interests, priorities and alternatives, but also those of
counterparts.
Analyze the negotiating context: Opportunities and constraints
Historical, economic, legal contexts and socio-cultural, all determine the codes of
conduct that the perception of what is allowed or not allowed negotiators way,
expected or not expected. Sufficient knowledge of the situation of trading enables
negotiators to identify the rules of the game, leverage resources, respect the rules
and constraints to deal with. For example, when Google publicly criticized China
Internet censorship as a violation of the rights of freedom of speech and threatened
to withdraw from China in January 2010, China not only made no concessions, but
also denied any conversation with Google in relation to his threat.
After two months, Google suspended its operation on land
This case was widely regarded as a lose-lose negotiation.
Planning and effective negotiation Preparation 3
Below this case is used to illustrate various aspects to consider in analyzing a
situation negotiation. Research has shown that quality deals with negotiators reach
is significantly influenced by their trading stories. When negotiations take place
across national borders, diplomatic histories and the dynamics of power in
international relations, can have a significant impact on the course of negotiations,
including what issues to be negotiated are, what is and it is not possible, and even
the types of results that can occur. Corporations doing business in different countries
to take into account all these issues.
For example, the dispute between China and Google, a company based in the
United States, but history can not be a guest at the quiet table. The early relationship
between China and Western countries was marked by a series of treaties inequality
that forced China to give up sovereignty in a number of ways in late 1900. It also
means understanding that China is a conscious nation in history that values both
knowledge of history and learn from it. If the foreign entities such as the US
government or US companies challenge their sovereign authority asking China to
change its policy regarding the Internet, much stronger now Chinese government
must reject and condemn such an attempt.
In addition, because the political system of China, Internet censorship is prescribed
by law. From the perspective of China, Google should have given sufficient 4 M Liu
and S. Chai consideration of this question before establishing a contractual
relationship with China. Negotiators distributive bargaining strategies used to
demand greater assess for themselves while using integrative bargaining strategies
to expand the pie for both sides.
For Google and China, companies are embedded in a political context in which
China and the United States, two of the most influential countries in the world have
had disputes based on values concerning human rights of long standing. When
Google raised the issue of human rights violation, automatically a business
transaction turned into a political dispute in China, which pushed away from making
possible concessions

You might also like