IDEAS & FOCUSED SOLUTIONS
We will help your business in your sector, your financial market, your service sector, your product sector to change, protect and exploit your business opportunities so that your company can grow and become more profitable using innovative modern management methods and techniques. We will position ourselves as your partner supporting your business critical activities with powerful and reliable license applications. We invest in developing methodologies and tools that allow us to exactly define your requirements and help you exploit these throughout the total lifecycle of your company. We will ensure that we will work with you to successfully deliver your products and services to your customers.
As Universities or Management Schools are always looking for “innovation” as evidence of a productive and creative mind, we can help you to create an environment that supports the idea of Intellectual Capital Accounting“ and where students or participants are continuously and effectively engaged in using intellectual capital (& accounting) as part of a new business model of high quality and significance.
So our goal now is to support universities and training schools through every stage of introducing this new business model, allowing you to excel. We deliver 45 face-to-face training programmes and online resources providing a continuum of development for postgraduate students through to established academic staff.
Furthermore our MBA training programs reflects best practice approaches to quality management education worldwide. Built in a style that reflects the trending programs that are currently prevalent in Europe, ASA, Asia, Australia, Canada, and other nations. We provide a cutting edge learning experience that rivals those offered at the world’s leading and innovative business schools. Primarily targeting pre-experience aspiring professionals and students from diverse international and academic backgrounds, the program aim is to prepare participants for future leadership roles.
STARTUPS and SME’s
Start-ups are not valued based on their historical earnings and tangible assets for the simple reason that they usually have none of those attributes, which is particularly true in first round financings.43 Instead, they are valued on their potential earnings power, which is usually extracted from the perceived calibre of their intellectual property.
Valuation in start-ups begins with the company’s founder. This value assigned is based entirely on his or her subjective perception of what the investment community would be willing to pay. How the entrepreneur’s ideas are transformed from a series of electronic brain signals streaming through synapses into revenue generating assets is a process that, in and of itself, also gathers additional intellectual capital.
Beyond the founders notion, the measure of value is related to the confidence levels the investors have in the revenue-generating potential of the intellectual capital
And finally the quality of the steps a company takes to execute his strategy can have significant value. Thus, portions of the strategy need to be patented, and most (if not all) of it should be described in a monetary value.
Even where firms invest in and patent their IP, they still have to do many other activities to successfully market the IP. Some of these include material management, production planning and control, quality control. Safety, branding, promotions, advertising, dealer development, etc. Each of this activity is perhaps an island of Intellectual Capital within the individual department of a company. When done consistently and in a coordinated manner, the islands join together and appear to give the IP an image which is larger than life, leading to its successful marketing. So IC is a superset of IP or – in other words – a firm may be able to obtain competitive advantage without IP, but it cannot obtain competitive advantage without IC.
For those reasons Intellectual Capital is an important source of an organization’s economic wealth and is therefore to be taken into serious consideration when formulating a company’s strategy. This strategy formulation process can be enhanced by fully integrating intellectual property and intellectual capital into management models, as shown in this paper.
INVESTORS and VC’s
Investors and Venture capitalists are key agents in the development of today’s knowledge economy. Their investing has put venture capitalists and private equity investors in the vanguard of analysing and valuing the potential of knowledge-based businesses. But are venture capitalists taking advantage of new tools available today to improve investment decisions and returns?
Being able to break down intellectual capital into specific components and communicate the status and value of each component can be a very powerful value enhancement. Some of the benefits of this approach include: It establishes a framework and vocabulary for discussion; it provides valuable information that cannot be gleaned from traditional financial reports; it focuses on future potential, not past performance of a company; and it can support the case for a much higher valuation
The rigor of an objective assessment is a welcome addition to the investing world. While venture investing will never be a science, it is only prudent to apply more discipline where possible. After all, VC funds need a liquidity event within a certain time frame to generate a return for the fund’s investors. Maximizing the return on the portfolio company’s intellectual capital can be a key component to success and a higher return on a venture capital investment.