National Open and Distance University

School of basic sciences, Technology and Engineering

VALUATION AND NEGOTIATION OF TECHNOLOGY

Unit 1: Step 1 - Understand general concepts within the framework of the

problem Forum

GROUP: 212032_11

Presented by:
ESTEFANIA CALDERÓN STERLING
C.C 1.032.467.087

Presented to: KARLA NATHALIA TRIANA

Tutor

Pitalito Huila
2018
 Summary of Valuation of intangible assets in global operations.
Greenwood Publishing Group.

When you can measure what you are talking about and express it through numbers
you have a clear knowledge, otherwise it will be something scarce.

The alliances that different companies have made lately, look for the intangible
assets, which the allied company possesses, where the alliance needs to have only
part of the other company's assets, and as the activity increases, they will place a
monetary value.

Intangible values can be measured in the following circumstances:

- A sale, merger or acquisition of a company. The acquiring company will appropriate

the physical assets or the purchased company, but what value does the injection of
new knowledge have? The accounting measures do not coincide with the economic
or market values
- Sale, purchase or license of separable assets such as trademarks, patents,
copyrights, databases or technology. "Separable assets" are those that can be
separated from the company that owns them and transferred, sold or licensed to
another company. This could include any transferable, coded or teachable
knowledge, and intellectual property rights or markets.
- Demands related to the infringement of intellectual property. Here the courts must
determine the costs and sanctions for infringement.
- Tax liability calculations in the context of the transfer of intangible assets and
technology to affiliated companies, possibly in another nation.
- Corporate alliances. During negotiations on the formation of a joint venture (JV) or
many other forms of strategic alliances
- R & D Management. Putting a value on future prospective knowledge generated
by R & D investments is key to selecting among competing R & D projects
The measurement problem has become a global one, as the company's specific
experience and intellectual property are increasingly shared across the borders
between JV partners and strategic allies, and multinational companies extend the
reach of its operations around the world.

Differences in effective tax rates between nations continue to distort transfer prices.
The tax authorities also fight with international companies on the allocation of global
R & D expenses and the determination of "fair" license fees, with little theoretical
basis or empirical justification.
 Summary of Negotiation Excellence: Successful Deal Making World
Scientific

Planning and Preparation for Effective Negotiation

Negotiations have several uses and the sea to resolve a dispute or reach an agreement in
which neither party has been able to. The most important step towards a successful
negotiation is planning and preparation. Negotiation is a dynamic communication process
where new information, concerns, emotions and objectives may arise, negotiators must also
be prepared to face contingencies and factors that may interfere with the consequence of
the objectives.

Negotiation is often defined as three “I’s” — an interactionbetween two or more

interdependent parties who perceive incom-patible goals.

A sufficient understanding of the negotiation situation allows the negotiators to identify the
rules of the game, the resources to turn to, the rules that must be met and the limitations
that must be faced.

Aspects to consider when analyzing a negotiation situation.

- Evaluate the historical, political, legal and cultural context in which the negotiations
are carried out
- Evaluate the purpose of the negotiation: resolution of disputes resolution
- Assess the nature of the conflict: are the ideologies involved?
- Evaluate the temporality of the negotiation: of an opportunity or of a long term?
- Assess external constraints: is time a problem?
- Evaluate external constraints: place.
- Assess external constraints: Communication channels.
-

The diagnosis of the negotiation context must be complemented with a careful

analysis of the structure of the negotiation, including who are the parties involved,
 what issues should be negotiated, what are the positions, interests and preferences
of each party for these matters.

- Identify the negotiation parts. A part of a negotiation is any person or group that
pursues different objectives in the context of a specific negotiation. Who are the
parties may be obvious in some negotiations, but not necessarily in others
(Thompson, 2009).

- Define the issues. The number of issues each party brings into the negotiation tends
to have a strong influence on the strategies negotiators choose. Single-issue
negotiations, also referred to as zero-sum, distributive negotiations, generally entail
a competitive, win-lose approach (Lewicki et al., 2006).
- Understand the underlying interests. Identifying issues is about finding out what one
wants. Identifying interests is about asking oneself why one wants those things
(Lewicki et al., 2006)
- Consider alternatives. Once issues and interests are well known, negotiators need
to set specific parameters for the negotiation, such as the best deal they can hope
for (also referred to as the target or aspiration point) and the worst deal before they
should walk away (also referred to as the resistanceor reservation point).
- Create a scoring system and sort out preferences. Once nego-tiators have a clear
understanding of their underlying interests for all the issues they have identified, as
well as their BATNAs, it is important to sort out their own preferences.
- Determine the target/aspiration and reservation/resistance points.
- Assess your negotiation style.
- Practice perspective taking.
- Assess the relationship with the other party.