We're often asked what questions directors and management teams should be asking around intangible assets in order to understand how these can be leveraged. Here we've prepared a 'cheat sheet' of the top 10 questions to ask to determine just how well your company is managing its intangible assets.
Despite being so critical, intangible assets still don’t feature on most board or company agendas. This is especially apparent when you look at intangible asset risk, which is often regarded as either not important at all, or important but not urgent. This article looks at the top five intangible asset risks.
As the saying goes “if you build it, they will come”. However, in today’s knowledge based economy, ‘building it’ yourself is not necessarily the strategy that will create the highest return on investment. Instead, higher margin returns are increasingly owned by those who license or sell intangible assets, either instead of, or in addition to, solely deploying (building) products.
Intangible assets are the only real lever that can move enterprise value beyond cash flow multiples. To fail to actively manage – or account for – intangible assets is to effectively ignore your fiduciary duties as a director or manager. This includes ensuring that intangible assets are factored into any valuation in a way that accurately reflects the company’s true worth.
Intangible assets represent over 87% of all company value today and are the real drivers of growth and profitability for most businesses. Failing to take the time to identify and manage these valuable assets not only represent a major missed opportunity to extract value but is also a potential breach of a Directors fiduciary duties.
Intangible asset risk is often regarded as either not important at all, or important but not urgent. But when things go wrong, things can become catastrophic quite quickly. Hear Paul Adams, CEO of EverEdge Global, discuss what companies need to consider when it comes to mitigating intangible asset risk.
Companies don’t spend millions of dollars filing intangible assets such as patents, trademarks and plant variety rights to stuff them in the bottom drawer.
Today, more than 87% of a company’s value and earnings growth is derived from intangible assets and it follows that companies will aggressively defend these assets – including through litigation, if necessary.
Ineffective or “free” intellectual property strategies are costing NZ companies millions. It’s a strange reality but most NZ businesses spend more on coffee than they do on their intellectual property strategy.
In the last article we surveyed some of the technical and reputational risks presented by companies trying to extract value from a key intangible asset: their data. Now we look at some key legal risks.
There is no question that data, correctly leveraged can deliver huge benefits. Over 87% of company value today is now in intangible assets and data, alongside brand, software code and confidential information, are critical to everyday business. Your customer list? That’s data. Your inventory management system? That’s data. In fact many of a company’s most basic functions from invoicing to advertising would grind to a halt without data.
Historically intellectual property strategists have tended to divide the world into two broad camps with the “hard rights” (such as patents, trademarks and copyrights in code) sitting somewhat aside from “soft rights”, such as know how, branding and distribution, and copyright in designs and product concepts. However, the combination of such hard and soft rights can often produce outcomes where the whole is worth far more than the sum of its parts.
Over the last 24 months cyber-security has exploded into public consciousness as organisations from Ashley Madison to the Democratic National Committee have been successfully targeted in cyber-security attacks.
Building an export business is full of challenges: exchange rates, import regulations, foreign cultures, remote staff and endless international flights. The rewards of exporting are high, but so are the costs and risks.