Dealmaking Using Real Options and Monte Carlo Analysis by Richard Razgaitis

By Richard Razgaitis

Using functional instruments to the unstable means of negotiatingPrognosticators follow Monte Carlo research (MCA) to figure out the chance and importance of an entire variety of destiny results; genuine ideas research (ROA) can then be hired to advance pricing buildings, or techniques, for such results. Richard Razgaitis' Dealmaking indicates readers the best way to observe those robust valuation instruments to various company tactics, comparable to pricing, negotiating, or residing with a "deal," be it a know-how license, and R&D partnership, or an outright revenues contract. Dealmaking distinguishes itself from different negotiating courses not just by way of treating negotiations as an more and more universal scenario, but additionally by way of offering a tool-based method that creates versatile, useful valuation versions. This forward-thinking consultant incorporates a number of checklists, case experiences, and a CD-ROM with the best software.Richard Razgaitis (Bloomsbury, NJ) is a handling Director at InteCap, Inc. He has over twenty-five years of expertise operating with the improvement, commercialization, and strategic administration of know-how, seventeen of which were spent within the commercialization of highbrow estate.

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Sample text

Regardless of these choices and complications, the box must be defined before the valuation process can begin if its result is to have a rational basis. So far, we have considered technology and rights as two elements of the box. What else is there? Well, the list is long indeed. Following are brief descriptions of additional possible elements that could be appropriate to and included in such a licensing box: Patents and other intellectual property (IP). This element could include pending patent applications, formalized trade secrets, copyrighted content and software, and even trademarks.

We will introduce the Box and Wheelbarrow in Chapter 3, and return to matters of pricing such elements in Chapter 9. Finally, Consummating, our final C, is about gaining agreement with all affected parties both internally and on the other side. This may involve revisiting Conceiving, to imagine an entirely different deal structure or even a Plan B. It almost always involves Comprising as in putting the seller’s offer (the Box) and buyer’s offer (the Wheelbarrow) in alternative more beneficial frameworks and perhaps values.

Two current examples of this situation have to do with corporate venture capital investments and corporate real estate holdings. In both cases, investments were made under late 1990s assumptions that are sadly out of harmony with early twenty-first century realities. The respective owners of such intellectual and real property assets are faced with holding onto them even when they are no longer part of their strategic plan or current requirements, or taking their lumps by selling for a present value far below their book value.

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