cs207 #1, 25 sep 2009infolab.stanford.edu/pub/gio/2013plus/software... · 1/18/2014 sstic 2013 3...
TRANSCRIPT
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1/18/2014 SSTiC 2013 1
Software Economics: How Do the Results of Intellectual Efforts
Enter the Global Market Place
SSTiC 2013, Tarragona, 22-26 July 2013.
Gio Wiederhold
Stanford University, Stanford CA
http://infolab.stanford.edu/people/gio.html
1/18/2014 1 CS207 fall 2009 SSTiC 2013
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Syllabus, part 1 22 July 2013 , 13:00-15:00
1. Background & Definitions
2. Why should software be valued?
3. Principles of valuation. Cost versus value.
4. Market value of software companies.
5. Intellectual capital and intellectual property (IP).
6. Methods based on comparisons.
7. Methods based on assessing life of software
8. Sales expectations and discounting.
9. Putting it all together in a simple business model.
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Syllabus, part 2 22 July 2013 , 19:00-21:00
1. Alternate business models.
2. Service models
3. Open source software
4. Freemium
5. Allocation among IP contributions
6. Estimating development efforts
7. The role of patents, copyrights, and trade secrets.
8. Advertising.
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Syllabus, part 3 25 July 2013 , 13:00-15:00
1. Licensing and Royalties
2. Separation of IP rights from the property itself.
3. Outsourcing and offshoring development. IP flow.
4. Effects of using taxhavens to house IP rights.
5. Changing taxation.
6. Summary
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Flow of
innovation
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Consumer
Pull
Research
&
Inno -
vation
Tool
building
Product
building &
marketing General
Technology
Push Business
needs
Government
responsibilities
Information
Technology
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Background
Two aspects to Software Economics 1.Minimizing the cost of building effective SW
Much literature exists, taught as part of SW engineering
Factors 1. Well educated scientists you 2. Good languages expressive and constraining 3. Good methods Waterfall, Spiral, Rapid prototyping,
Scrum, Extreme programming, Agile processes.
And when the work is done
2.Predicting & maximizing the benefits of the SW
the topic of this course 1/18/2014 6
1 2
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Current State
1. Software producers traditionally care about Cost of writing software
Time to complete products
Capabilities
2. When the value is a concern
Business people
Economists
Lawyers
Promoters
life
inconsistent
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What is the problem?
Say you create some great software and then ship it on a CD to a company that sells software.
• Let’s assume they get the exclusive right to the SW. What should the selling company pay you?
1. The cost of the CD and mailing it? about €10.-?
2. The amount it cost you to write the SW:
5 months at €10,000/month = €50,000.- ?
3. Half of their sales that year (~ 50% is their cost of selling) :
50% of 10,000 copies at €49.99 = €250,000.- ?
4. 50% of their €2M lifetime sales = €1,000,000.- ?
• How does what you get affect your obligations?
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Why is value a Concern
• Making decisions about creative tradeoffs
Elegance versus functionality
Rapid generation versus maintainability
Careful specification versus flexibility
• Dealing with customers
Dijkstra model: for self-satisfaction
Engineering model: formal process driven
Startup model: see if it sticks to the wall
• Gain respect: know what you are doing
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Computer Science vs. other professions
• Architects of buildings
Know if they are designing public housing or a castle
That helps specify the type of furnishing and fixtures: zinc / nickel
• Car Designers Produce ~1M/year or ~1K/year
Know if they are designing a people’s car or a Siddeley
That helps specify the level of sound insulation and parts’ life time
• Software scientists and engineers Don’t consider if the software will be widely used,
Bugs, when encountered by many customers, are costly
May spend much time refining software that will be used rarely
Not taught, no textbook 1/18/2014 10
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Value depends on use When the value is a concern
Business people Income from sales or businesses improvements
Price or license determination
Economists Effects on national productivity To an economist, reality is a special case, and usually the least interesting [Kenneth Arrow]
Lawyers Settlement of disputes and infringements
Promoters Motivating investments
Where is the scientist ?
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What’s left to value?
• Common software that is sold or licensed
• Software that enables Internet Services
• Software that is written inside companies to improve their business
• Software purchased from vendors by companies to improve their business
• Software purchased from vendors by government to improve its operations Military, Social Security, IRS, Healthcare, . . .
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Economic Loop
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Accounting
simplified
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Sales = units sold x unit price
Distri-
butor
markup
Rese
arc
h
Capi
tal
cost Ad
min
.ove
rhe
ad
Tax-es Profit
Operating
SW company revenue
Net
Gross P
rod
ucti
on
co
st
COGS
Earnings
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Assets MNC $
Plant Factories in the US and Malaysia
40M
Property Land in
Malaysia. Unsold
inventory 30M
Equipment
Manufacturing
tools & Office
equipment 50M
Cash &
equivalent
Bank, notes,
receivables due 100M
subtotal tangible assets 220M
Capitaliz’d
R&D
Mainly from
acquisitions 90M
Goodwill Left from the
$300M initial
acquisitions
after write offs 140M
total book assets 450M
Liabilities MNC $
Mortgages Factories and land
in the US & offshore 35M
Rents on
leases due
US land, offices all
over the world 15M
Obligations to
employees
Retirement, health care & employment contracts
11M
Debts and
interest due
Loans for
acquisitions & to
start subsdidiaries 50M
Reserve for
taxes due
Accumulated each
quarter before paid 9M
subtotal tangible liabilities 120M
Shareholders’
equity
$100M in excess
tangible assets plus
$230M in
intangibles. 330M
total book liabilities 450M = 1/18/2014 SSTiC 2013 15 1/18/2014 15
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Sales revenue = units sold x unit price
$$ Profit
Corporate revenue
Net income
Gross income
MNC ForestLabs
525M 140%
$99/unit
130%
375M 100%
$76/unit
100%
284M 76%
$56/unit
74%
250M 67%
$45/unit
59%
164M 44%
$40/unit
53%
154M 41%
$35/unit
47%
100M 27%
$33/unit
44%
after
Distri-
butor
markup
after
Prod-
uction
cost
CoGS
Income example
Operating income
Earnings
after
Research
SG&A R&D
after
Busi-
ness
over-
head
after
Taxes
after
Capital
cost
model | actual
MNC ForestLabs: gadgets pharma
high tech
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Value
Profit margins are the excess left after CoGS
[Cost of Goods Sold] and business costs
(SG&A, capital cost, tax) are deducted
Cost + If goods are sold based on their creation cost, there is no accounting
for the value added due to their uniqueness.
If anyone can compete profit margins will be modest.
• Uniqueness has value because it raises profit margins
• Uniqueness in software (etc.) is not a tangible
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Quick definitions:
Intangibles In a business there are 3 parts that have value
(Contribute to potential income)
1. Tangible goods: buildings, computers, working capital
2. The know-how of management & employees
3. Intellectual property: Software, designs, methods,
trademarks, etc.
• 2. + 3. make up the Intangible Capital of a company.
• Software is an intangible good
If it is owned then it is Intangible Property
or Intellectual Property
18 1/18/2014 SSTiC 2013 similar – distinction is metric
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Intangibles
• Product of knowledge by
Cost of original >> cost of copies
1. Books authors
2. Software programmers
3. Inventions engineers
4. Trademarks advertisers
5. Knowhow managers
6. Customer loyalty
Interacts with long-term quality
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Ownership
Claimed via
3. Patents
2. Copyright
1. Trade secret
More on those issues in Part 2
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Intellectual
Capital
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22
ongoing
IP sources • Corrective maintenance Feedback through error reporting mechanisms Taking care of bugs and missed cases, conditions Complete inadequate tables and dimensions
• Adaptive maintenance Staff to monitor externally imposed changes Compliance with new standards Technological advances Keeping with viruses, spam etc. Effort depends on number & volatility of external interfaces
• Perfective maintenance Feedback through sales & marketing staff Minor features that cannot be charged for 1/18/2014 SSTiC 2013
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• Technical alternatives
1. Income Prediction Based on expected sales, life, lag
2. R&D roll-over Based on life and effectiveness of R&D
• Broader alternative approaches 3. Market capitalization (Market Cap)
Covers everything the shareholders value
4. Comparisons with another existing businesses Find other companies based on industry, operational
similarity and then check their performance based on ratios royalties gathered, costs/earnings (price/earnings needs market cap)
Approaches
to assess IP
×1.? ∫
€
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Fraction of
intangibles • Principle
The sum of all future income
discounted to today (NPV)
Implicitly estimated by shareholders through the market cap
• Example: Market Cap value of a company (SAP, 2005)
Largely intangible – like many modern enterprises 1. Market cap = share price × no. of shares €31.5B 100%
2. Bookvalue = sum of all tangible assets € 6.3B 20%
Equipment, buildings, cash
3. Intangible value per stock market €25.2B 80%
How much of it is software at SAP ?
Intangible/tangible = 4 x .b
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Market cap :
only a hint Issues
• Stockholders don’t know what is really going on Wisdom of the crowd ?
Are fed limited information
Indirect indicators are delayed: sales by principals
• Market cap is unreliable due to high variability Market bubbles mislead . . . . . Facebook lemmings
Option values are hard to judge . startups 30% of stock
• In a multi-product company
Allocate income to each product line
Over time, many factors should even out
Never ignore the market capitalization if available
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of some company
26
To hide a bubble Adjust market cap
$ M
Reduced Market Cap
Deal with the argument:
“Market cap is due to bubble !”
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Expense Rollover A valuation based on cost
1. Collect the expenses ei over the total lag period p
2. Adjust the expenses by a discount rate d, ai= (1+d)p-i
3. For year i = 1 → p estimate the R&D retained ri =1- 1/p
4. Aggregate retained to the end date, R = Σ ri x ei x ai
5. From experience, publications obtain an expected expense
to income margin m; m can range from 1 to 20 ...
6. Expected value of IP V = m x R
But the estimation of m is verrrrrrrrrrry iffy
Technological advances are rarely stable
But used for a) advertising -- much untrustworthy data
b) stable maintenance component only
c) venture capitalist’s result assessments
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m≈2 in the first model we used
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Basis for Software
value as of today
• Sum of future income Sales = price x copy count
Maintenance fees if service subscription
• Minus sum of future costs Cost of goods sold
Cost of marketing
Cost of doing business
Cost of maintenance
• Discounted to today To account for value of money and risk Independ
ent of cost
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A better, direct
approach • Value the software specifically by expected
income over its lifetime
• But software is not stable over time: Slithery
Getting long-term income requires maintenance
Maintenance enables long-term income
• Much more so than other intangibles Books, music,
• Similar to brand intangibles Costumer loyalty, trademarks
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Software is
slithery !
Continuously updated
1. Corrective maintenance
bugfixing reduces for good SW
2. Adaptive maintenance
externally mandated
3. Perfective maintenance
satisfy customers' growing
expectations
[IEEE definitions]
Life time
Ratios differ in various settings
100%
80%
60%
40%
20%
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Maintenance is beneficial
Lif
eti
me m
ain
ten
an
ce c
ost
dep
recia
tio
n / y
ear
= 1
/ lif
eti
me
100%
40
0
20
70
30
10
80
90
60
50
1/18/2014 31 SSTiC 2013
years
4
2
7
3
1
8
9
6
5
13
11
12
10
PCs cars software intangibles Typical Life 3years 5 years 12 years 18 years
Maintenance 2%/year 5%/year 15%/year 13.75%/year
Maintenance cost 6% 21% 80% most over asset life
Depreciation 33/y. linear 20%/ y. linear 8%/y. linear 12% geometric
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Discounting
• Standard economic accounting principle Getting €1 next year is less valuable than getting €1 today.
1. If no risk of getting it later, discount by available interest rate
Say 4%, 1-year off is 1/1.04 = €0.962, 5-year is €0.822, 15 year
only €0.555
Formally, use Federal bonds rates for that period
2. If there is a risk - likely in business – use risk experience
Say 15%+4%: 1-year is €0.84, 5-year is €0.42, 15 year only €0.074
Tables per industry are available (at a price), based on past
experience
Discounting has a large effect on income estimates
Makes looking into the future less risky 1/18/2014 32 SSTiC 2013
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Current value
Prior investment has created what you have now
“a bunch of software”
That’s what’s to be valued
Based on reasonable expectations
• future maintenance will be needed to earn income
• future maintenance represents future investments
More “software code”
not promises of new innovations ← new IP
Later we look at other valuation/business models 1/18/2014 SSTiC 2013 33
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34
Technical
Parameters needed
IP is to be valued as of some specific date
1. Life of the IP in the product from that time on
The interval from completion until little of the original stuff is left
2. Diminution of the IP over the Life
A bit like a depreciation schedule, but based on content replacement,
until little IP is left. 10% is a reasonable limit.
3. Lag period*, interval from transfer to start of IP diminution • also called “Gestation Period
Effective Lag = the average time before an investment earns revenue
4. Relative allocation, if there are multiple contributors to income.
design, code, . . . .
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Crucial assumption
for a quantitative valuation
• IP content is proportional to SW size Not the value, that depends on the income =======================================
Pro: Programmers’ efforts create code
An efficient organization will spend money wisely
Counter: not all code contributes equally
early code defines the product, is most valuable
new versions are purchased because of new features
• Arguments balance out
it is the best metric we can obtain
1/18/2014 SSTiC 2013 35
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36
Maintenance
→ SW Growth Rules: Sn+1 = 2 to 1.5 × Sn per year [HennesseyP:90]
Vn+1 ≤ 1.30% × Vn [Bernstein:03]
Vn+1 = Vn + V1 [Roux:97] ([BeladyL72], [Tamai:92,02] [Blum:98] indications)
Deletion of prior code = 5% per year [W:04]
at 1.5 year / version
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37
Observations
• Linear growth has been observed, is reasonable
• Software cannot grow exponentially
Because no Moore's
Law
1. Cost of maintaining software grows exponentially with size
The number of interactions among code segments grow faster [Brooks:95]
2. Can't afford to hire staff at exponential *2
3. Cannot have large fraction of changes in a version
And get it to be reliable
4. Cannot impose version changes on users < 1 / year
5. Deleting code is risky and of little benefit
except in game / embedded code
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38
Price
remember IP = f(income)
• But --- Price stays ≈ fixed over time
like hardware Moore's Law
Because
1. Customers expect to pay same for same functionality
2. Keep new competitors out
3. Enterprise contracts are set at 15% of base price
4. Shrink-wrapped versions can be skipped
• Effect The income per unit of code reduces by 1 /
size →
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39
Growth
diminishes IP
at 1.5 year / version
For constant unit price
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40
Total income
Total income = price × volume (year of life)
• Hence must estimate volume, lifetime
Best predictors are Previous comparables
Erlang curve fitting (m=6 to 20, 12 is typical)
and apply common sense limit = Penetration
estimate total possible sales F × #customers
above F= 50% monopolistic aberration
P
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Staff Growth: Linear
Effort total = ½ E x T
A simple metric: lag vs completion=
Centroid of prior expenditure
here @ 33% (without discounting)
100 0.0 12.5 25.0 37.5 50.0 62.5 75.0 87.5
Overall
@0.33→
1/18/2014 41 SSTiC 2013
Lag measures Prior effort
E
T left
“Gestation period”
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capitalization of cost
allowed under GAAP
Distribution
to Sales
Costs
→ Centroid of
revenue
time →
Sales lag . ←−−−−−−−−−−−−−→
Sales
Manufacturing & distribution delay
←→
←→ marketing lag
Marketing
← C
osts
development lag ←─→ Centroid of total
development cost .. ~60%→
Research,
Design, Implementation
Testing
Centroid of pre- sales marketing costs part of investment: IGE
Development done →
Revenues →
1/18/2014 42 SSTiC 2013
Timing of expense
and income
Release to Production
Post-sales marketing, part of sales cost: CoGS
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done R&I
Testing
start
Effective lag =
Development period × Centroid fraction
Lag differs less than
development period
start
Testing
R&I done
start
R&I
Testing
done
done
done
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Sales models
1. Normal curve: simple, no defined start point
2. Erlang: realistic, more complex
both have same parameters: mean and variance
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0
2M
4M
6M
8M
10M
12M
14M
16M
18M
Erlang m = 12
Erlang m = 6
|
| end of time horizon
| 9 years
|
^ 50M when
| Erlang m ~ infinite
years →
sales
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%
100
90
80
70
60
50
40
30
20
10
0
0 1 2 3 4 5 years
Vn Vn+1 Vn+2
Depreciation
Normal
Erlang or Weibull
Sales curves
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Erlang sales
curves m=mean/variance
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Erlang m = 12
Erlang m = 6
|
| end of time horizon
| 9 years
|
^ 50,000 w hen
| Erlang m ~ infinite
For 50 000 units over 9 years
Flash-in-the pan
One-time promotion
Long-lived single product
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Ongoing
Version
Sales
Product Line sales
-
0.10
0.20
0.30
0.40
0.50
0.60
0.70
0.80
0.90
1.00
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
years
sale
s
Replacement
Product
approximation
Predicted product sales for 5 versions, stable rate of product sales 3 year inter-version interval, first-to-last product 12 years, life ~15 years
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Fraction of
income for SW
Income in a software company is used for
• Cost of capital typical
Dividends and interest ≈ 5%
• Routine operations -- not requiring IP
Distribution, administration, management ≈ 45%
• IP Generating Expenses (IGE)
Research and development, i.e., SW ≈ 25%
Advertising and marketing ≈ 25% Joint distributor & creator
These numbers are available in annual reports or 10Ks
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Recall:
Discounting to NPV
Standard business procedure
• Net present Value (NPV) of
getting funds 1 year later = F×(1 – discount %)
Standard values are available for many businesses
based on risk (β) of business, typical 15%
Discounting strongly reduces effect of the far future
NPV of €1.- in 9 years at 15% is €0.28
Also means that bad long-term assumptions have less effect
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Example
Software product
Sells for €500/copy
Market size 200 000
Market penetration 25%
Expected sales 50 000 units
Expected income €500 x 50 000 = €25M
What is the result?
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Combining it all
factor today y1 y2 y3 y4 y5 y6 y7 y8 y9
Version 1.0 2.0 3.0 4.0 5.0 6.0 7.0
unit price €500 500 500 500 500 500 500 500 500 500
Rel.size 1.00 1.67 2.33 3.00 3.67 4.33 5.00 5.67 6.33 7.00
New grth 0.00 0.67 1.33 2.00 2.67 3.33 4.00 4.67 5.33 6.00
replaced 0.00 0.05 0.08 0.12 0.15 0.18 0.22 0.25 0.28 0.32
old left 1.00 0.95 0.92 0.88 0.85 0.82 0.78 0.75 0.72 0.68
Fraction 100% 57% 39% 29% 23% 19% 16% 13% 11% 10%
Annual €K 0 1911 7569 11306 11395 8644 2646 1370 1241 503
Rev, €K 0 956 3785 5652 5698 4322 2646 1370 621 252
SW IP 25% 0 239 946 1413 1424 1081 661 343 155 63
Due old 0 136 371 416 320 204 104 45 18 6
Disct 15% 1.00 0.87 0.76 0.66 0.57 0.50 0.43 0.38 0.33 0.28
Contribute 0 118 281 274 189 101 45 17 6 2
Total 1 032 ≈ € 1 million
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Result of
Example Software product
Sells for €500/copy
Market size 200 000
Market penetration 25%
Expected sales 50 000 units
Expected income €500 x 50 000 = €25M
Earnings (Profit before taxes) is just € 1M
after your salary etc ...
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Combining it all and adjusted for end-
of-life factor today y1 y2 y3 y4 y5 y6 y7 y8 y9
Version 1.0 2.0 3.0 4.0 5.0 6.0 7.0+
unit price €500 500 500 500 500 500 500 500 500 500
Rel.size 1.00 1.67 2.33 3.00 3.67 4.33 5.00 5.67 6.33 7.00
New grth 0.00 0.67 1.33 2.00 2.67 3.33 4.00 4.67 5.33 6.00
replaced 0.00 0.05 0.08 0.12 0.15 0.18 0.22 0.25 0.28 0.32
old left 1.00 0.95 0.92 0.88 0.85 0.82 0.78 0.75 0.72 0.68
Fraction 100% 57% 39% 28% 22% 17% 14% 11% 9% 8%
Units sold 0 1911 7569 11306 11395 8644 2646 1370 1241 596
Rev, €K 0 956 3785 5652 5698 4322 2646 1370 620 299
SW IP 25% 0 239 946 1413 1424 1081 661 343 155 75
Due old 0 136 371 416 320 204 104 45 18 6
Disct 15% 1.00 0.87 0.76 0.66 0.57 0.50 0.43 0.38 0.33 0.28,
Contribute 0 118 276 263 178 94 40 15 6 2
Total SW 990 ≈ € 1 million out of €14 771 discounted sales
1/18/2014 SSTiC 2013 54
I
P
Incom
e
0.25
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Example
revisited Software product 7 versions
Sells for €500/copy
Market size 200 000
Market penetration 25%
Expected sales 50 000 50 785 V1-V7
Expected income €25M
Discounted gross income €14.7M
Available for SW maintenance €3.7M Ok but see when it is needed
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Result of
Example
• Selling 50 000 SW units at €500 ≈ € 1M
not € 25M
Once its in a spreadsheet, the effect of the
many assumptions made can be checked.
When assumptions later prove unwarranted
then management can make corrections.
To be wise, don't spend more than ≈ €500 000
to develop the software product.
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Total income vs
technical cost
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Net income,
after sales cost
58
End of profit
on sales End of profit
on all income
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Life of
Software We learned now why software has a finite life
Although SW can be indefinitely maintained
Eventually the maintenance costs exceed income
• A very well-selling product can have a long life
1. Unique
2. High quality
3. Well maintained
• An easy to maintain product can have a long life
1. Well designed
2. Insulated from change by established standards
59
Conflict?
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Dealing with
Income Factors
1. Business overhead takes 50% of net revenue
An average, when sales are low, fraction is higher
Be lean, especially when sales fall
Focus on on-line sales
2. Marketing uses 25% of net revenue
Assess customer base, but don’t skimp here
3. Available for maintenance is still 25% of net
Enough once sales become substantial
Requires initially additional capital
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New version
announced
Overall steady state sales Vn+2
New version
release
Vn+1
Customer behavior w.r.t. new versions, superimposed on basic sales curve
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q4
2-year version life
New version
announced
Transients due
to versions
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Ongoing
development New considerations
1. Have staff already a. Early versions rapid growth, but observe ~20% limit
b. Later, best grow slower
2. Can overlap version development a. Don’t let valuable staff be idle
b. Missing features should already be understood
c. Rapid analysis of problems to allow next version fixes
d. Any research should be done before major staff effort
3. Adequate testing to keep reputation
more next session
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Marketing
• Business model must allocate spending optimally
Technology, as needed, long life and lag & Marketing, necessary, less lag, slower growth Life of advertising 50% of technology, mix product & brand
• Interdependence viral
Consistent
Relevant
Linked by a common name and label
Honest name for file software misled: FLASH for flexible, but it wasn’t fast
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SW value
in your brain
forever
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Let’s ignore the
intangibles, we
cannot measure
them reliably.
Intangibles
Book
value
Intangibles
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End of Part 1
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References at
ilab.stanford.edu/VIC
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Syllabus, part 2 July 22, 19:00
1. Alternate business models.
2. Service-based models
3. Open source software
4. Freemium
5. Allocation among IP contributions
6. Estimating development efforts
7. The role of patents, copyrights, and trade secrets.
8. Advertising
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Summary of part 1
Valuation is important for business decisions.
Always based on expected future income: uncertain
Using multiple methods reduces uncertainty:
1. Fundamental: Income prediction (sales – costs)
based on SW growth, maintenance, IP diminution
2. Market estimates Wisdom of the crowd
3. Leverage of R&D: investment expectation
4. Comparison with parameters of similar businesses
5. Comparison with other corporate investments
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MC-VM Inc-VM IIP-VM CUT-VM CP-VM PS-M RO-VM ATA
Multiple method
results compared
Average Interquartile
mean
error
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Guidance
obtained earlier Income determines value
Income is due to sales
• We applied an overall Erlang sales curve
new versions keep market going but customers do
not replace earlier versions
• The assumption are sufficiently simple that
alternatives can be intelligently discussed 1. keep development costs low
2. design so that SW maintenance is low
3. charge a higher price
4. minimize sales cost, without reducing market size
5. broaden the market
6. or →
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Example
revisited Software product 7 versions
Sells for €500/copy
Market size 200 000
Market penetration 25%
Expected sales 50 000 50 785 V1-V7
Expected income €25M
Discounted gross income €14.7M
Available for SW maintenance €3.7M Ok but see when it is needed
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Business models
0. New versions do not replace earlier versions
Alternative business models
1. New versions encourage replacement
2. Provide related services
3. Charge for maintenance
Lower initial cost, slower income stream
4. Make product Open source to broaden market
Charge only for services
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Alternate
business model
Consider maintenance and its income
"Service model"
More assumptions – now include cost @50% of value
1. Original cost €500 000 (used to estimate 2.)
a. Maintenance cost 15%/year of aggregate original cost
b. Maintenance fee 15%/year of original price, 1 year delay.
c. 85% annual retention of customers.
2. Maintenance Lag = Δ (t cost , t income) = 1 year
3. Stop maintenance when cost > income
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Additional Effect of service model
factor today y1 y2 y3 y4 y5 y6 y7 y8 y9
Version 1.0 2.0 3.0 4.0 5.0 6.0 7.0
Org.cost €K 500
Maint.cost 0 75 86 99 114 131 151 174 200 230
Spending 75 86 99 114 131 151 174 200 230 Σ1523
SW@Cust. 0 812 4475 9456 13735 15997 16243 15176 13520 11744
Maint.Fees 0 0 122 671 1419 2060 2060 2400 2437 2277
Total income 0 956 3906 6324 7116 6382 5045 3806 2897 2380
Contribute @25 0 239 977 1581 1779 1569 1261 952 724 570
Unspent SW -75 153 877 1467 1648 1445 1088 752 495 306
Unspent Disc. -75 133 663 965 942 718 470 162 87 40
Total 4 348 ≈ € 4.3 million >> sales only but €1 523M for maintenance
73
Assume designed for maintenance
typical
Cost of maintenance = 1523/(500+1523) = 75% of total
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Service model
factors
• Same proportion was used for SW contribution: 25%
Maintenance income has lower sales cost, perhaps more should
be made available for software improvements
• Discount total only after maintenance cost
Income comes at time of spending
• Maintenance fees still generate substantial income
Organize business sector to collect those in out years
Use excess SW income for replacement or new products
• Continue longer, but stop in time!
When maintenance costs more than income
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More years of
service model ? factor Cont. y10 y11 y12 y13 y14 y15 y17 y17 y18
Version 7.0 8.0 9.0 10.0 11.0 12.0 13.0
Curr.cost €K 1530
Maint.cost 229 264 303 349 401 461 530 610 702 540
Spending 264 303 349 401 461 530 610 702 540
SW@Cust.€M 11.7 10.1 8.6 7.3 6.2 5.3 4.5 3.8 3.2 1.9
Maint.Fees 2038 1761 1511 1289 1098 933 794 674 573 487
Total income 2280 1855 1543 1300 1101 934 794 674 573 487
Contribute @25 570 464 386 325 275 234 198 169 143 122
Unspent SW 306 160 40 -76 -186 -297 -411 -533 -397 -145
Unspent Total 2015 1551 1194 898 639 404 184 -27 32.6 221
Unspent Disc. -75 133 663 965 942 718 470 162 87 40
Total SW 4 158 Less, out year losses because €5 687M spent on maintenance
75
Good time to quit Quit: reduce expense &
income 1/3 each year But still have income to v12 1/18/2014 SSTiC 2013
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All Graphs
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Open Source software?
Should software should be a free good? Implicit in that view is that government, universities, and foundations should
pay for software development, rather than the users.
1. Programmers are creative artists, creating beauty and benefits for all of Mankind !
vs.
2.Software is an industry. SW revenue is $121B per year in the U.S. alone, well over 1% of the US GDP.
Non-software companies spend yet more for business-specific software.
Over 4.8 million people are employed in IT, earning nearly $333B annually.
• It is unlikely that universal free software is an achievable and even a desirable goal.
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Open Source Practice
• Appropriately, open source initiatives actually focus on software that deserves wide public use and should be freely available to students and innovators, as editors, compilers, and operating systems.
• Much open source software is incorporated into Commercial software, that is not made freely available,
even if it should be made available.
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Open Source SW, from a 10-K report
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• Certain of our software (as well as that of our customers) may be [is]
derived from “open source” software that is generally made available to the
public by its authors and/or other third parties.
• Such open source software is often made available to us under licenses,
such as the GNU General Public License (GPL), which impose certain
obligations on us in the event we were to [for] distribute[ing] derivative
works of the open source software.
• These obligations may require us to make source code for the derivative
works available to the public, or license such derivative works under a
particular type of license, rather than the forms of licenses [it] customarily
used to protect our intellectual property.
• In the event [If] the copyright holder[s] of any open source software were to
successfully establish[their rights] in court that we had not complied with the
terms of a license for a particular work, we could be [must] required to
release the source code of that[our] work to the public and/or stop
distribution of that work.
Sue us if you can !
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Freemium
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Software is free 1. Charge for fancy version
2. Charge for upgrades (maintenance)
3. Charge for multi-user version
4. Charge for Internet sharing
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Planning:
Consistency in plans
When comparing business alternatives
• Give each choice the same chance
1. Temporal consistency Computing versus communication Local versus Cloud in 2012 Skate to where the puck is going [Gretsky]
2. Discount rate
3. Resource prices Green alternatives Benefits may depend on future price of oil – if you assume future price = 3 x now, why not invest in oil
instead 1/18/2014 SSTiC 2013 81
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Example Enterprise SW versus cloud
[Benioff:2009]
• SIEBEL enterprise sales force management $
1. Price $1,500 per seat, at 200 users = 300,000
2. $54,000 for support (18%) /year, x 5 = 270,000
3. $1,200,000 consulting for installation =1,200,000
4. $100,000 admin.personnel/year, x 6 = 600,000
5. $ 30,000 training / year, x 6 = 180,000
6 years’ usage Total = 2,550,000
Note that the customer’s total is >> than the price
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Software
users & IP
Companies that
1. develop & sell software → *
• Basis of IP: income from sales
2. purchase & license software for internal use
• Do not generate IP with software
3. develop software internally for their own use
• Basis of IP: relative SW expense × all income
4. combinations
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Review:
Intangibles
• Software is an intangible good
If it is owned it is considered Intangible Property
In a business there are 3 parts that have value.
(Contributes to potential income)
1. Tangible goods: buildings, computers, money
2. The know-how of management & employees
3. Intellectual property: Software, patents,
etc.
2. + 3. make up the Intellectual Capital of a
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IP Protection
Intellectual Capital all intangibles that contribute to non-routine returns
People: “Operational capital” hard to protect
encourage loyalty stock options
Intellectual Property Should be protected against misappropriation
a) Patents
b) Copyright
c) Trade Secret
All can be
Sold gone to someone else
• if you cannot use them profitably
Licensed specified rights to the IP box are rented
• Sales of a product in Europe, Japan
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tranches
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Overview IP
protection
1. Patents Federal Law
Use only if the invention is visible in the product
Or use to hinder others …. “blocking patents”
2. Copyright Federal Law
Protects source code and chip masks
Not the underlying ideas
3. Trade Secret State law
If it can be kept secret, best choice
Must be defended: NDAs, action when violated
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1. Patents
1. Device patents • Good for visible ideas • Headlights built into fender
(Pierce Arrow ~1918)
2. Materials patents Analyzable stuff
Glue, drugs,
3. Business patents hard to assure that they represent new findings Amazon (1999, 2006↑US , 2011↓Europe): One-click ordering
Grand Fishery of Great Britain (1720): ocean fishing ─ rejected
Wireless Electronic Mail (NTP versus RIM [Blackberry], Nokia, suing Palm)
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[DiggL:12] C.Digg and S.Lohr: The patent used as a Sword; NYT,
7 Oct.2012, http:// www.nytimes.com/2012/10/08/technology/
patent-wars-among-tech-giants-can-stifle-competition.html
Does the law support inventors or investors; NYT, 10
Oct.2012, http:// www.nytimes.com/roomfordebate/
2012/10/10/does-the-law-support-inventors-or-investors.html
Garret A. FitzGerald: Can Intellectual Property Save Drug
Development?; Science, 26 Oct.2012, Vol.338, 26 Oct. 2012
http://www.sciencemag.org/content/338/6106/483.full
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Limits to patents
• Genes Recent ruling overturns patentability
• Stemcell : EU Court of Justice, said the use of human embryos ‘for
therapeutic or diagnostic purposes which are applied to the human embryo and
are useful to it is patentable. But their use for purposes of scientific research is
not patentable.’ case: http://curia.europa.eu/jurisp/cgi-bin/form.pl?lang=en&typeord=ALLTYP&numaff=&ddatefs=12&mdatefs=10
&ydatefs=2011&ddatefe=19&mdatefe=10&ydatefe=2011&nomusuel=&domaine=&mots=&resmax=100&Submit=Rec
hercher
pro: http://www.nationalrighttolifenews.org/news/2011/10/stem-cell-patent-ruling-is-a-triumph-of-ethics-over-
commercial-expedience-and-will-open-fruitful-new-areas-of-research/
con: http://www.sciencebusiness.net/news/75509/European-Court-of-Justice-rules-against-embryonic-stem-cell-
patents
case was Re: Greenpeace versus Oliver Brüstle, Director of the Institute of Reconstructive
Neurobiology at Bonn University, whose research in turning embryonic stem cells into neural cells for
treating Parkinson’s disease.
• Business Methods
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Patent troll
instance?
Sharing Sound, which holds an actual, government-approved patent.
Improbably issued in 2001, Sharing Sound’s absurdly broad patent covers “distribution of musical
products by a web site vendor over the internet.”
Actually: specifically includes the generation of a user-specific key that is inserted into the music file at the
time of purchase and used in conjunction with keys on the user’s computer to verify authorization.
The inventor was Bernhard Fritsch, whose short-lived MCY.com music service launched in early 1999 does
appear to have been the first to employ this type of system. Sold the patent to Sharing Sound,
Instead of creating a product or service with the patent, Sharing Sound lied in wait and finally in
May 2010 filed patent infringement lawsuits in the U.S. District Court for the Eastern District of
Texas against Apple, Sony, Microsoft, Rhapsody, Brilliant Digital Entertainment (BDE) and Napster,
and separately also sued Amazon, Netflix, Barnes and Noble, Wal-Mart, and GameStop. The
patent (here is a good summary of it) essentially describes how these companies sell music
online. Other than BDE, all of the companies have reportedly settled, the latest being Apple and
Rhapsody. But online selling of digital goods was well underway before the Patent Office issued
the Sharing Sound patent.
The terms of the settlements remain private, Sharing Sound no doubt kept its monetary demand
below the defendants’ anticipated cost of litigation.
[Glenn Lammi: The Legal Pulse; Washington Legal Foundation, 2010 & comments]
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Patent
bundles
• Many – 100’s – patents are needed for many modern products.
• Negotiating with all the patent owners is much work and leads to costly
total royalties ► 20% of cost of GSM phone
• Alternative – standard-specific patent organization ► UMTS for 3G
1. Bundles all patents needed for a standard, SEP patents
2. Collects a global royalty from all manufacturers
3. Reimburses all patent owners – keeps say 6%
Historical model: U.S. aircraft industry at the start of WW II
without a patent pool no manufacturer could build good planes
• Bundles also used to negotiate among companies
• Still threatened by patent trolls East Texas district court
Costs for a legal defense are huge, often companies just give up
Pay-up for a license . ○ Devise a work-around
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2. Copyright
Differs by country, although ongoing harmonization
even when laws are the same, expectations differ
Often changed, last major US changes 1978, 1990
• grants very long period: 120 years or
70 years after the death of the author
was 28 years in the U.S. but renewable another
67 years
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Copyright
• To defend your work you must show the violation
Substantial code must match precisely
Automatically derived code is protected as well
Binary versions are protected, even if they differ
Changes of variable names don’t invalidate copyright
Damage awards depend on loss sustained
• Recoding the embodied concepts is not protected Feasible for well defined tasks
Worked for IBM PC BIOS (COMPAC, now HP)
Difficult for large, diverse code
Fujitsu IBM case for OS370 (base OS 360 was not protected)
o Used a clean room, but did not succeed, had take a license out.
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Trade secret
• Origin in Roman law: Actio servi corrupti
Bribery, kidnap of servants/slaves to divulge secrets
Guilds in the middle ages protected their secrets o watchmaking, black-cloth dying,
• Also applies to marketing schemes
• Supported by Agreements +for company / + $ for employee?
Non-disclosure agreements Employees, Consultants, Contractors, Customers, Tax officials
Invention assignment agreements to cover Invent for hire, invent using resources, invent independently
No-compete agreements (limits differ by state: CA↓ MA↑)
Even covering one’s own inventions, but not routine knowledge
Are limited in time (3 months to 3 years), but deceit is a violation
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Trade Secret
federal There is at least one type of trade secret that is
recognized by US federal law:
• Exclusive access for 4 or 12 years to • Small molecules ● biological material
the `sponsor’ of IP material collected for Clinical trial data
Software to design drugs
Drug-making processes
Software to control drug-making processes
Even though the information must be made available
to the FDA for drug approval.
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Trade secret
and SW • Reverse engineering of public SW is legitimate!
Unless copyright is violated – masks, code
Threats in the fine print that is ignored by most
• Getting a patent invalidates the trade secret Patents invite trolls
• Determining loss of trade secret is hard Code and Documents in hand of thief Often voluminous
Having labeled documentation helps greatly `company confidential’
Tracking of documents and document copying
Meetings in room without personal, but corporate recording
• Prosecution is hard
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Protecting
trade secrets
Covers majority of IP value in modern companies
• Period of usefulness is limited in practice . . . but adequate given its simplicity versus
patent, copyright
• Reasonable practice is important
• Do not hire employees based on loyalty vs. smarts
Pay for loyalty commitments as well as for smarts Employee should receive a comparable benefit for
signing a restrictive covenant.
New hires should arrange a parachute (payment for
not divulging secrets) at hiring
don’t wait for the termination.
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Employee
motivation Convey benefits of keeping secrets to your staff
and contractors Contracts should not infringe employee mobility / betterment
Doctrine of `inevitable disclosure’
even without a non-compete contract
State laws differ:
California supports mobility, leakage; Midwest less so
• Dishonesty or aggressiveness on either side
makes a difference in court. Use facts. • Legalistic NDA forms make enforcement awkward
• Brief summary and discussion with signer should be routine
• Exceptions should be possible: student intern vis-à-vis professor 1/18/2014 SSTiC 2013 97
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Allocation
• When there are multiple products
• When there are other contributors to income
Substantial hardware
Financial consultants in financial firms
Experts in call centers
Brand name
Not all of the income can be allocated to the software
• Pareto Optimum
Assume the company invests its income optimally
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Pareto Optimality (not Pareto Efficiency : 80/20 rule)
The point were any change lowers the total benefit/cost
• Spending more on software will have less benefit
than spending on other stuff
People
Hardware
Advertising
For large 10 IT companies the average value allocated
to their brand name is 22% (BW survey).
Conclusion:
• If a company is managed optimally, we can allocate IP contribution by
multi-year spending patterns
1. simple total Σi costi , for i = n .. 0
2. Exponential diminishing Σi 80%i x costi , for i = n .. 0, 20% annual loss
1/18/2014 SSTiC 2013 99
1870 startup: Rome Railway Co.
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Review Allocation
When is allocation needed?
1. Technology, Pharmaceutical company:
income due to R&D versus advertising
2. Financial Company:
income due to software versus investment experts
3. Internal ▬ product mix
Expenses for a. products
b. tangibles
c. personnel needed to realize income from the products
d. marketing, advertising
For a Pareto-optimality allocation of income we use cost.
But recall: Do NOT use cost as a surrogate for value, value of
intangibles come from derived income.
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Distribution
to Sales
Costs
→ Centroid of
revenue
time →
Sales lag . ←−−−−−−−−−−−−−→
Sales
Manufacturing & distribution delay
←→
←→ marketing lag
Marketing
← C
osts
development lag ←─→ Centroid of total
development cost .. ~60%→
Research,
Design, Implementation
Testing
Centroid of pre- sales marketing costs part of investment: IGE
Development done →
Revenues →
1/18/2014 101 SSTiC 2013
Timing of expense
and income
Release to Production
Post-sales marketing, part of sales cost: CoGS
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Centroid of revenue
sales lag . ←−−−−−−−→
Development done →
Reve
nu
es →
Costs
→
Research,
Implementation
&Test
ing
Sales
development lag ← → includes testing
← C
osts
Centroid of pre-sales marketing
costs
time → Marketing
β
↔
↔ marketing lag
← General
availability
1/18/2014 102 SSTiC 2013
SW Lags
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103 Gestation period →
Eff
ort
→
start 75% 50% 25% done
Development
Testing
35%→
@27.4% →
Lag delays benefits
of R&D investments
Estimate effective lag .
~37% →
~14% →
1/18/2014 SSTiC 2013
Research growth limit
growth limit
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Start-up development
1/18/2014 104 SSTiC 2013
A startup is unlikely to ramp up linearly Use exponentional growth, exp 0.025
Assume
1. 12.5% research
Given that idea is clear, only towards for implementation
2. 25.0% testing
Minimal and risky
3. 67.5% left for implementation
• Overlap research and implementation until testing starts
• Overlap implemtation and testing until RPS
Results Overall centroid @0.27 before RPS -- later
Research from 1.00 to 0.33, centroid @ 0.65 before RPS
Implementation from 0.67 to 0.00, centroid @ 0.29 before RPS
Testing from 0.17 to 0.00, centroid @ 0.08 before
Hiring rate at RPS 21%, at the limit for effectiveness Ignore different
staff salaries
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1/18/2014 105 SSTiC 2013
21% effort
growth
62.5% Implementation
@0.29→
Research ends when
33% time remains → 12.5% Research
@0.65→
0.75 0.50 0.25 done start
0
40%
20%
80%
100%
60%
25% Testing
Implementation starts when
67% time remains →
Testing starts when
17% time remains →
33% time remains
Res., Imp, &
Test @0.27 →
Graph of start-up development
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Development in mature
company with
12.5% research and
25% testing effort,
62.5% implementation
@0.46→
Testing starts when
←−−− 40% time remains
Res., Imp, & Test @0.42 →
Research ends when
← 65% time remains
Available
resources
Values based on finite integration, exp= 0.05
@0.85→
0.75 0.50 0.25 done
50%
25%
0
75%
100%
1.00
Rela
tive
Effort
→
38% effort growth at start
1/18/2014 106 SSTiC 2013
I R
T
←Implementation starts when
85% time remains
5% company staff growth
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Re
lati
ve
Eff
ort
→
1.50 1.25 0.75 0.50
25%
75%
50%
100%
Research for
version n
release
Implementation
for version n
release
Research &
Implementation ←0.76
All 100% 0.57→
25% Testing
for version n Starts at .057
0.25 done
0.19→
1.00
1/18/2014 107 SSTiC 2013
Staff becomes available when prior version enter testing
←−−−−−−−−−−− Version n development interval −−−−−−−−−−−−−→
2nd version
technical lag
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1/18/2014 SSTiC 2013 108
Mature ongoing
technical lag
1.00 ←−−−−−−−−−−− Version n development interval −−−−−−−−−−−−−→
1.50
Effort
→
1.25 0.75 0.50 done
25%
75%
Overall
@ 0.63 →
50% @0.77 →
25% Integration
and Testing
0.25
@0.21 .
→
Research &
Implementation for
version n release
Staff becomes available when prior version enter testing
Testing n-1
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1.50 1.25 0.75 0.50 0.25 done Release
version n
Effort
→
100%
25%
75%
50%
2nd Version substantial
testing
56%
43% Testing during version n
interval
→ R&I @1.00
1/18/2014 109 SSTiC 2013
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Version development, mature growth, much testing
1.50
Effo
rt →
1.25 0.75 0.50 0.25 done Release
version n
@1.00→
Research & Implementation
effort towards version n
release @0.33→
Testing at 35% effort
during version n
interval
Overall
@0.77→
100%
25%
75%
1/18/2014 110 SSTiC 2013
50%
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1.50 1.25 0.75 0.50 0.25 done Release
version n-1
Effort
→
100%
25%
75%
50%
2nd Version substantial
testing
56%
43% Testing during version n
interval
→ R&I @1.00
1/18/2014 111 SSTiC 2013 Staff becomes available when prior version enters testing
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Growth and
Perception E-commerce [this slide based on a 2001 CS99/73N class exercise]
• Gartner: 2000 prediction for 2004: 7.3 T$
• Revision:2001 prediction for 2004: 5.9 T$ drastic loss?
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 ...
Perceived growth
Invisible growth
Extrapolated growth
Disap- pointment Combi-
natorial growth
Perceived initial growth
Perception level
Examples Artificial Intelligence Databases Neural networks E-commerce
50 companies, each after
20% of the market
Failures
1/18/2014 112 SSTiC 2013
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Advertising 1. Audience
Focused
Salesforce
In front of competitors
annual sale meetings 3x
1. Fake demonstrators in SF.
2. Give coffee, mugs, rides,
literature to attendees in NY
3. Hire all taxis in Nice, give
free rides to site in Cannes.
3. Logo & name Essential for branding
Metaphor
Negative?
1/18/2014 SSTiC 2013 113
Vs. Superbowl? • Much buzz
• Huge audience
• Your audience?
4. Timing Have Product ready
• Few bugs
• Clear operation
• Useful
2.Address
a. Buyers in corporations
b. Users and employees Understand motivations for change
c. Both
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T r e n d s 1998 : 1999
• Users of the Internet 40% 52% of U.S. population
• Growth of Net Sites (now 2.2M public sites with 288M pages)
• Expected growth in E-commerce by Internet users [BW, 6
Sep.1999]
segment 1998 1999
books 7.2% 16.0%
music & video 6.3% 16.4%
T o y s 3.1% 10.3%
travel 2.6% 4.0%
tickets 1.4% 4.2%
Overall 8.0% 33.0% = $9.5Billion
An unsustainable trend cannot be sustained [Herbert Stein, Council Econ. Adv, 1974]
new services
98 99 00 01 02 03 04
0.3 1 3 9 27 81 **
90
80
70
60
50
40
30
20
10
0
Year / %
%
Centroid, in 1999
~1% of total market
E-penetration
Toys
1/18/2014 115 SSTiC 2013
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1/18/2014 SSTiC 2013 116 1/18/2014 116
Why me US Treasury concern:
• Much software is being exported as part of offshoring (offshore outsourcing)
• It is typically property – i.e., protected
• If it is not valued correctly – i.e., too low 1. Loss of income to the creators in the USA
2. And loss of taxes to the US treasury
3. Excessive profits kept external to the USA
4. Increased motivation for external investment
• Book: How Multinationals avoid Taxes Chapters available for review
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1/18/2014 SSTiC 2013 117
Ancestor in 1758 to sell clocks
to the King of Spain
Preparation & correspondence
over a year
Travel 49 days travel
Wait for appointment.
Sale arrangement 1 week
Travel back with gold pieces Today 255 years later
Gain interest 15 minutes
Sale arrangement 1 minute
Delivery of goods 3 days
Cost of shipping iPad $1.-
from China to Europe/US
Delivery of funds 1 minute
Rapid Change
in business,enabled by 1. The Internet
2.Containerized
shipping
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1/18/2014 SSTiC 2013 118
Syllabus, part 3 25 July 2013 , 13:00-15:00
1. Licensing
2. Separation of IP rights from the property itself.
3. Outsourcing and offshoring development. IP flow.
4. Effects of using taxhavens to house IP rights.
5. Changing taxation.
6. Summary
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Multi Version product
effort and lag
→ latest initial ver.2 ver.3 ver.4 ver.5 ver.6 Releases:
100 0.0 12.5 25.0 37.5 50.0 62.5 75.0 87.5
Overall
@0.42→
Effort total = 8.6 x original effort
Test ratio: 37%
Testing
@0.38→
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Original Multi Version efforts and
lag
First to market
advantage
Competition/ Original multi version source
Effort ratio R/O = 0.63
Time ratio (t(R)-s(R)/t(O)-s(O)) = 0.41
Effective Lag ratio = 0.23
Competition (drawn to scale)
Growth Rate 20%/year average
Effort total = 5.4 units
→
Effort total = 8.6 units Overall
@0.42→
100
t(O)=s(R)
0.0
t(R)
25.0 50.0 75.0
Overall
@0.33→
start Re-creation
Original product creation time
s(O)
1/18/2014 120 SSTiC 2013
v1(O)
But at that point the original is 3.5 versions ahead of the competition!
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1. No product yet
Selling to an independent exploiter
Inventor Developer,
Manufacturer,
Marketeer,
Seller
Inventor,
Developer,
Manufacturer,
Marketeer,
Seller
Inventor,
Developer,
Manufacturer,
Marketeer,
Seller
2. Already have a product,
But want more growth
Sharing with a participant
Sharing IP 2 situations
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Selling IP +
Bundling & valuing the box 1. Piece by piece or
2. Tranche of the company – say, all sales in Europe
3. Can include available knowhow (+) for maintenance
1. Package the box Create a subcorporation to hold the rights to the IP+
2. Sell the subcorporation to European sales co.: SE 1. Receive a single payment matching the value Requires a well-off buyer
2. Receive payments over time of equivalent NPV
3. Make a royalty (fraction of SE’s sales) arrangement 1. A fraction of sales at SE commensurate with the amount of IP
2. A period that is sufficiently long to recover the IPs NPvalue
3. A premium to compensate the seller for the risk of SE defaulting
1/18/2014 SSTiC 2013
122
SE
€
$
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Setting
License fees Say you want to delegate sales in Europe to some company
EUsales that can do it easier over there
• How do you set the fees or royalties?
1. You have computed a value of your SW of $1M
But without discounting, it is actually $1.6M = Σ(due old, slide 5)
You will also maintain the SW 1.36M = Σ(maintenance cost, slide 12)
The total due is $3M
2. You expect the European sales will be 40% of total, 20 000
The reason for not discounting is that funds arrive at the same times.
• To earn the same you should charge 1./2.= $150/unit It does not matter how EUsales sells it and what it charges
Complexities are required language, interface improvements
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Setting
License fees
Say US company want to delegate sales in Europe to a local
company EUsales that can do it easier over there
• How do you set the fees or royalties?
1. You have computed a value of your SW of €1M
But without discounting, it is actually €1.6M = Σ(due old, slide 5)
You will also maintain the SW 1.36M = Σ(maintenance cost, slide 12)
The total due is €3M
2. You expect the European sales will be 40% of total, 20 000
The reason for not discounting is that funds arrive at the same times.
• To earn the same you should charge 1./2.= €150/unit It does not matter how EUsales sells it and what it charges
Complexities are required language, interface improvements
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Example of Free
• Adobe produced software to generate and read
markup text (pdf) for sale to companies.
minor business for internal publishing
• Arrangement with the IRS that if Adobe would
separate the reader and provide for free, it
would publish tax forms using pdf
huge business – now everyone needed a reader and
companies bought pdf generators to publish in pdf
• When patents ran out, others companies made
pdf generators available
Adobe still provides many pdf related services
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Cloud delivery by salesforce.com
• Benioff Saleforce.com new entry:
$150.-month & user only -- monthly billing
Make interface look like Amazon – no training needed
Low risk for individual adopters Still a high risk for a changeover in large businesses, where
changes are controlled by a risk-adverse IT manager or CIO.
Start focusing on small businesses Hard to reach a broad market with little cash
Must make a lot of noise
Later sales force had to change its initial model Deal with large companies
Deal with the Dot-com bust, when many companies failed
Business must remain flexible
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Rights are flexible
These rights can then be moved off-shore.
Income from these rights can avoid taxes.
Even easier to do with intellectual property
And invisible – not on corporate books
1/18/2014 SSTiC 2013 127
tenant owner
REco
price
rents
New owner Covert Property to
cash minus rents
USco
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Internal sale Tangible example
1. A US company, USco needs cash. It owns a splendid HQ building
2. USco may sell its HQ building to a real-estate enterprise REco
with a provision that the REco will lease the building back to USco.
3. If USco has received a fair value for the building, USco's total tangibles
remain unchanged until it spends the money it received
REco may offer an attractive lease because of tax advantages.
4. Actually, REco can be set up by USco and controlled by USco,
which also remains its only tenant.
5. Nobody moves and few employees will notice a change. o There is a new brass plaque on the building
o A sign `REco' on the door to the rooms housing the folk who maintain the HQ.
o The public consolidated annual report of USco only lists the name and location
of the controlled subcorporation REco; the assets of both are combined.
6. Since the lease receipts at REco and payments by USco are similar,
the more complex financial flow is invisible.
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Tenant Owner New owner Needs cash
USco
RE
co USco
buy
rents
Formal tenant Owner
MyREco
Formal owner Converts to
partial tenancy
USco USco
rents
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Internal sale
for intangibles Procedure functionally identical to tangible example, but
• Even less visible IP transactions are harder to value than buildings
• IP is a much larger fraction of corporate value than HQ
• The consumers of the IP are the sales organizations Not the tenants
• Typically involves three or more entities 1. Parent company, creator, or sponsor Creates and maintains the IP
2. IP holding company, often in a tax haven Buys IP initially and pays for its maintenance. Licenses its use.
3. IP consumer: selling company Buys license to use the IP in products it sells, pays royalty to IP holder
4. Off shore IP generators more to come
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Offshoring
Task transfer to Enterprises in Foreign countries
Two aspects:
1. Work migration: jobs are moved to
lower-cost countries
2. Support software etc. is moved to enable
similar productivity in those countries
Income is generated by people and
(intellectual) capital
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Types of
Foreign Entities
• Independent Foreign Contractors
IFC may serve multiple customers
Share trade secrets with competitors
Owners need contracts to protect the IP
Hard to monitor and enforce
• Owned, Controlled Foreign Corporations
CFC provides much more control over IP
Ownership often in third-party countries
Avoids taxation of sales to other countries CFC
IFC
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Hypothesis
• Offshoring of jobs is effective because of concurrent
Intellectual Property (IP) transfer
• Much of that IP is corporate property
• Transfer of corporate IP & IP rights is poorly
understood
IP as property is not well defined, hard to measure
There are many components to IP, coming from
Open source, R&D, marketing, reputation as
Patents, copyright, trade secret (covered by NDAs)
• Even if hard to value, IP & IP rights is a significant export
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Knowledge
is the Link To be effective a worker has to know what has to be done
• That knowledge consists of
The technology
Documentation, prior versions, quality control
The business methods
How technology in the product is marketed
The flow from buyers to improved products and methods
• Companies distinguish themselves by proprietary IP
1. Patents, sometimes Copyrights
2. Confidential Documents
3. Knowledge within its people - protected by NDAs Trade secrets
• call center employees ● technicians • engineers ● managers
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Use Creator
Owner Rights to intangible
Use Rights
€ fees $ IP value ??
Use Owner
Rights to tangible
€ rents
Lease Creator
$ Price
1/18/2014 SSTiC 2013 135
Transfers of rights
tangible ≈ intangible
But setting the right value is harder, and easily misused
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IP flow in the
Hard-& Soft-ware industry Design &
validation
in US
Product Sales within
the US
Product Sales
external to the US
manufacturing,
distribution
CD creation
Internet
Development, testing
in the US and at CFCs
Technical IP
Investment
Income is taxable Part of income is due to
US contribution & taxable 1/18/2014 136 SSTiC 2013
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Flow of IP in the
financial industry
Income due to technical US contribution is taxable
Service Sales .
external to the US
Finance experts
at INYB site external to the US
All US Income is taxable
Service Sales
within the US
Technical IP
Investment by INB
Design &
feedback
Operations of
INYB externat to the US
INYB
system
experts
in the US
Programming
and testing
Operations
of INYB within the US
INYB finance
experts within the US
Financial IP Investment by INB
1/18/2014 137 SSTiC 2013
say: INYB investment bank
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EMEA distributor and adapter
LSA
distributor
*
*
MNC
Taxable income
PFE
distributor
* *
Manufacturing
Booking of sales
Income from sales
*
¤
¤
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Taxhavens Places where
1. Taxes are low
2. Financial and IP supervision is minimal
3. Reporting requirements are minimal
• Three cooperating types are needed 1. Primary tax havens (about a dozen countries)
Small populations,
Can live largely of license fees Cayman Islands,pop.50K, 90K companies @ 3000/year
2. Semi-taxhavens (more, but diverse)
Large populations, need jobs
Enact, often temporary, tax benefits for foreign work
3. Conduit taxhavens (few, small, financially active countries)
trusted, separate taxhaven activities by ringfencing
can shuffle funds invisible among locations
1/18/2014 SSTiC 2013 139
Dutch sandwich
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MNC PFE
MNC EMEA *
MNC JB
MNC MY MNC LSA
MNC US
*
*
IPrights
¤
CAAS¤
¤
Manufacturing
Booking of sales
Income from sales
to taxhaven
*
¤ map from CIA Factbook
CONCH
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Flow
1/18/2014 SSTiC 2013 141
Malaysia, India
I P
Palm Island
Holland
MNC California
Primary
Conduit
Semi-taxhaven
Need 3 types of
taxhaven entities
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Structure
1/18/2014 SSTiC 2013 142
I
P
Malaysia,India +Holland +Palm Island
MNC California
Parent:
MNC
$ CFI:
CAAS
$ €£¥
CFH:
CONCH
Advisor:
ATA
CFCs:
MNC
JB
MNC
MY
Primary
Conduit
Semi-
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Forest Labs flow [from Business Week 14 May 2010]
1/18/2014 SSTiC 2013 143
$99 $76
$64
$ estimates, based on article & the FRX 10-K filings, by Gio W.
Forest Labs.Research, St. Louis, MO
$7
$50 available for new investment?
$5
$2.38 US taxes for public use
6
Cost $5
http://www.bloomberg.com/insight/lexapro.html
“taxhaven”
0. Initial transaction IP rights transfer to Bermuda
0. Initial transaction: IP rights transfer to Bermuda
7
[Design Hermann Zschiegner]
IP rights
a
b
FFBV
FLH
FLI FLI
FRX FLR
“conduit”
($17+0.11 Irish tax)
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Sub corporation
“CFH”
With Taxhavens:
Three-party flow
1/18/2014 SSTiC 2013 144
Parent corporation
$ License fees $$
Initial purchase $
Salaries
purchased the
rights to IPb
Offshore
job sites
Inte-
gration
IP docu- mentation
High-
value
Products
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Capital and IP
creates more IP and Income
1/18/2014 SSTiC 2013 145
Income
Capital & IP
at source
Capital and IP
in CFH
Income
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Example Apple paid less than 2% corporation tax on its profits outside
the US, its filing with US regulators has shown. The company paid $713m in the year to 29 September on foreign pre-tax profits of $36.8bn, 1.9%.
It is the latest company to be identified as paying low rates of overseas tax, following Starbucks,
Facebook and Google in recent weeks.
It has not been suggested that any of their tax avoidance schemes are illegal.
All of the companies pay considerable amounts of other taxes in the UK, such as National
Insurance, and raise large sums of VAT.
Apple's figures for foreign tax appear on page 61 of its form 10-K filing with the US Securities and
Exchange Commission (SEC), used to summarize the performance of public companies.
It had paid a rate of 2.5% the previous year.
Apple channels much of its business in Europe through a subsidiary in the Republic of Ireland,
which has lower corporation tax than Britain.
But even Ireland charges 12.5%, compared with Britain's 24%.
Many multinational companies manage to pay substantially below the official corporation tax rates
by using tax havens such as Caribbean islands. http://www.bbc.co.uk/news/business-20197710
1/18/2014 SSTiC 2013 146
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Capital flow with
a taxhaven
1/18/2014 SSTiC 2013 147
Royalties
Income
Capital
CFC
IP consumer
Foreign taxes
IP license
Tangibles are harder to move than IP
Income
Capital
US
taxes
Source
IP Creator
CFH
Tax havens:
Capital and IP
Vanuatu Cayman islands Barbados
Fees
Controlled Foreign Holding Company
IP I P Buy-in
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Job Flow @
different levels
of personnel
1/18/2014 SSTiC 2013 148
$
I P
Parent ------------------------ CFC
Is knowledge transmitted from the top or
acquired from experience at the bottom?
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Longer term
effect
• Repatriation of €->$ from the CFH to the US is taxed.
• Current workers are paid by the CFH. US and offshore employees are unaware of the source of their
paycheck
The CFH acquires an increasing fraction of the IP
The CFH is paid an increasing fraction of the income
The CFH in time can becomes richer than the company.
• It is more efficient for the company to invest in low-tax countries and create jobs there. Job losses in the U.S. increase
• Eventually the CFH can buy the parent company. Control by stockholders is gone as well
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Effects over time
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OEM fabricators, US and offshore
U>S.
Chip and board manufacture offshore
IP rights
tranche
One-time Buy-in
FCM Products
Offshore
Revenue
~60%
IP: designs
docu-
ments,
knowhow
IP use licensing
US
Revenue
~40%
6-year
royalty
Cost- share pay-
ments
profit
FCM-I Ireland
FCM-H BV
Netherlands
FCM-I International Ltd
Isle of Man
U.S.
offshore
Owns
Typical FCM Delaware
FCM-D Design & development
MNC
S
Sales
MNC
A
SG&
A
Flows are messy Fabless Chip
Manufacturer
1/18/2014 SSTiC 2013 151
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HQ of
Coca-Cola, Ford, General Motors,
Google, Hewlett Packard, Intel, Kentucky
Fried Chicken, Texas Instruments and
200,000 more corporations
[Shaxton:11]
Not all taxhavens
are offshore: Delaware
owner:
Corporation Trust,
a subsidiary of
Wolters-Kluwer, a
Dutch publishing house.
Formal HQ of
Coca-Cola, Ford, General Motors,
Google, Hewlett Packard, Intel, Kentucky
Fried Chicken, Texas Instruments and
200,000 more corporations
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Future:
Outsourcing and IP export
1/18/2014 SSTiC 2013 153
Need Increased understanding and accounting for IP exports (making them visible)
in the past handled by customs officials imposing `toll charges’ To rationalize political concern by populists & traditional conservatives versus strong lobbyists pressures and globalists
Correct pricing, licensing and its taxation of IP exports • will increase corporate profits in the U.S.
• reduce cash in offshore accounts, more for U.S. investment
• provide taxes that could be used to compensate
• for R&D support provided by the government
• for educational costs
• for unfunded retirement benefits of workers whose IP was outsourced
• Is unlikely to stop offshoring substantially
• Amounts would be large in a number of cases
• But ….
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Doonesbury 1/2
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Doonsbury 2/2
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$B
400
200
100
300
800
600
500
700
1100
900
1000
1300
1200
1400
1500
200
100
300
(100)
0
400
US tax paid on US
Corporate earnings
$335B
(200
)
US total worldwide
corporate earnings
$1,550B /year (less during 2008-2009)
1,250B from
domestic sources
W - F
US-sourced
earnings moved
abroad = $300B
Earnings on $1,800B
income from foreign
sources = $400B
$620B available for
corporate dividends
$690B
available in taxhavens
for corporate investment
US corporate
tax revenue
$340B
(300)
US corporate earnings
sources → destinations
W
U
F
D
T
R
$B
& investment in the U.S.
1/18/2014 SSTiC 2013 156
Corporate income
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1/18/2014 SSTiC 2013 157
Who pays taxes
Employees
In dependent
workers
Shareholders
SEP
Government
Businesses
Double taxation
?
Misc.:
Customs
Fees
dividends
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Proposal: Eliminate corporate taxation and
full income taxation
1/18/2014 SSTiC 2013 158
No corporate taxation and
no reductions on dividend and capital
gains taxes • Removing a component of US tax revenues is worrisome
• But now no `double taxation’ Corporate + Shareholders
Revenues from corporate taxation are decreasing,
Its contribution to the US economy in 1994 was already less than 2.5%
of GDP.
The 2008 recession lowers the amount of corporate income tax colected
A linear extrapolation of the trend in corporate tax rates
makes the revenues from corporations zero by 2050!
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Trend
1/18/2014 SSTiC 2013 159
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Economic
Models [Orrell: Economyths+]
• Used to predict effect of policies and tax changes
use assumptions based on: counterexamples
Equilibrium ignores dynamics and lag: housing
Normal distribution based on additive model
many effects are multiplicative: power-law
Symmetric distribution value S-curve not centered:
downside risk hurts more than upside gain
Rational behavior perfect foresight: shopping
• Governments get poor advice
1/18/2014 SSTiC 2013 160
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Estimate
Taxed item Action Change Motivation and result
Corporate income tax (CIT) for C-corporations -- not S-corps. LLCs
Abolish ($143.3B) 75
% Cannot be administered fairly
Dividends to individuals Tax as income
$30.4B Treat all sources of individual
income identically Capital gains by individuals
$69.0B
Effect of taxation of
greater dividend
payouts
Direct effect of investment
Cor- porate
$9.6B
$20.4B
Tax on compensation of share-
holders for their increased
taxes.
Purchases (based on DoD
spending)
Research credit , similar corporate
tax deductions (loopholes),
corporate AMT
No $ change. No tax, no tax credit If incentives are still desired, they
must be replaced by explicit
grants
No trustworthy data
Indirect effect of increased
investment and repatriation of offshore holdings
No effect of “Laffer curve”
Total estimated effect ($13.8B)
(7.2%) of business tax
revenues
(0.5%) of US tax rev.
1/18/2014 SSTiC 2013 161
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1/18/2014 SSTiC 2013 162 1/18/2014 162
Why now
Worrying about economics is a sign of a maturing field
Phases:
1. Get new stuff to work
2. Getting adequate performance
3. Get it to be sufficiently reliable to be useful
4. Get it into routine production
5. Increase capacity
6. Make it safe
7. Make it affordable
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Problems
• There is a lack of trustworthy data
1. $ 209M spent [US commerce department, 2003]
+ 4 663 jobs lost [U.S. labor dept, 1Q04]
2. $2 400M income [Business week, in 2003]
+ 50 000 jobs gained [Indian NAS&S Cos, Fy04/4]
• Attitudes are inconsistent
Greenspan 1: IP rights have assumed increasing importance [27Feb03]
Greenspan 2: Our economy is best served by full and vigorous engagement in the
global economy – when defending reducing protection [11Mar03]
1/18/2014 SSTiC 2013 163
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Related Intellectual
capital issues
Not all intellectual capital is owned, property, IP
1. Education: Services that transmit valuable,
but non-proprietary knowledge to others.
If receiver pays, certainly can take it anywhere
If the state pays, can it / should it be reimbursed? Now not.
2. Publication: IP placed into the public domain is no longer IP
Who benefits?
The reader gets knowledge / The writer gets fame
Society becomes more egalitarian, effective
• These 2 aspects can easily confuse IP discussions
1/18/2014 SSTiC 2013 164
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Symmetry
Exports and Transfers go both ways
• There is innovation everywhere
• If the U.S. imports IP, the receiver should pay
Basic and fundamental research in the U.S. is declining
Growth was motivated by WW II experience [Vannevar Bush]
Many countries now fund fundamental research
The ratio of applied to basic research is increasing
Industrial research is mainly applied
Technological research is rarely basic
Development requires more resources
Industrial and management infrastructure
Good in the U.S
Demonstration and Beta sites - early adopters
1/18/2014 SSTiC 2013 165
B F A D
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Discussion
• Many parameters used
to estimate IP
Uncertainty !
But better than not
knowing what’s going
on.
• Many choices now
a. Technical options
b. Business options
Interact with each other. 1/18/2014 SSTiC 2013 166
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1/18/2014 SSTiC 2013 167
The end!
Question?
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Numbers
US GDP . . US GNP . . US tax revenues . US business revenue US business net income US business taxable. US tax on business . US tax on C-corporations US tax paid by multinationals Home mortgage interest Research credit . Dividends @15% . net Capital gains .
T B M K $ . 14, 259, 800, 000, 000 14, 014, 800, 000, 000
2, 524, 000, 000, 000 21, 584, 866, 000, 000
1, 614, 866, 573, 000 894, 900, 000, 000 204, 996, 000, 000 143, 000, 000, 000
75, 182, 000, 000
5, 400, 000, 000 123, 570, 203, 000 231, 547, 946, 000
1/18/2014 SSTiC 2013 168
% #M
5.8
75% 1.7
18.1% 25.4 9.6% 20.3
2009
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$1 Billion
1/18/2014 SSTiC 2013 169
100
mil-
lion
10
mil-
lion
1
mil-
lion
$100,000
one $100 bill Your
Life
Stanford x 2.5
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1/18/2014 SSTiC 2013 170
US government
2.5 in 2.9T out
In 2008
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References
1/18/2014 SSTiC 2013 171
Gio W.: Valuing Intellectual Capital, Multinationals and Taxhavens; series Management for
Professionals, Springer Verlag, New York , to appear March 2013.
Gio W.: "Follow the Intellectual Property: How do Companies pay Programmers when they
move the related IP rights to Offshore Taxhavens?"; Communications of the ACM
(CACM), Vol.54 No.1, January 2011, pp.66-74.
Gio Wiederhold, Amar Gupta, and Erich Neuhold: "Offshoring and Transfer of Intellectual
Property"; Information Resources Management Journal (IRMJ) Vol.23 No.1, January-
March 2010, pp.74-93.
Gio Wiederhold, Shirley Tessler, Amar Gupta, and David Branson Smith: "The Valuation of
Technology-Based Intellectual Property in Offshoring Decisions"; The Communications
of the Association for Information Systems, Vol.24 No.31, Jan 2009.
Gio Wiederhold: "Determining Software Investment Lag"; Journal of Universal Computer
Science (JUCS), Springer Verlag, Vol.14 issue 22, 2008, ISSN 0948-695x;
Wiederhold, Gio: "What is Your Software Worth?"; Communications of the ACM, Vol.49 No.9,
Sept.2006, pp.65-75.
Gloria T. Lau, Kincho H. Law, and Gio Wiederhold: " Analyzing Government Regulations
Using Structural and Domain Information"; IEEE Computer, Vol.38 No.12, Dec. 2005,
pages 70-76.
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Topics see http://infolab.stanford.edu/pub/gio/cs207/
For a motivation see Jeff Hawkins: What I wish I’d learned in college <A
HREF=“http://ecorner.stanford.edu/authorMaterialInfo.html?mid=2289”>
Slides from all lectures:
Why should software be valued? Open source software, theory and reality. Scope.
http://infolab.stanford.edu/pub/gio/cs207/CS207-1.pdf; last year.... cs207/CS207-1-2011.pdf > *
Intellectual capital and property (IP). Principles of valuation.
http://infolab.stanford.edu/pub/gio/cs207/CS207-2.pdf; last year.... cs207/CS207-2-2011.pdf
Cost versus value. Market value of software companies. Sales expectations and discounting,.
http://infolab.stanford.edu/pub/gio/cs207/CS207-3.pdf; last year.... cs207/CS207-3-2011.pdf
Alternate business models.
http://infolab.stanford.edu/pub/gio/cs207/CS207-4.pdf; last year.... cs207/CS207-4-2011.pdf
Life and lag of software innovation
http://infolab.stanford.edu/pub/gio/cs207/CS207-5.pdf; last year.... cs207/CS207-5-2011.pdf
The role of patents, copyrights, and trade secrets. Managing IP.
http://infolab.stanford.edu/pub/gio/cs207/CS207-6.pdf, last year.... cs207/CS207-6-2011.pdf
Off shoring (Prof. Amar Gupta) from 2009
http://infolab.stanford.edu/pub/gio/2009/Stanford-Nov09.pdf>
Licensing. Separation of use rights from the property itself. Offshoring alternatives. Risks.
http://infolab.stanford.edu/pub/gio/cs207/CS207-7.pdf; last year.... cs207/CS207-7-2011.pdf
Effects of using taxhavens to house IP.
http://infolab.stanford.edu/pub/gio/cs207/CS207-8.pdf; last year.... cs207/CS207-9-2011.pdf
Acquisitions and growth, Summary .
http://infolab.stanford.edu/pub/gio/cs207/CS207-9.pdf; last year.... cs207/CS207-10-2011.pdf
1/18/2014 SSTiC 2013 172
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Valuing
Intellectual
Capital Multinationals and Taxhavens
Management for Professionals
Gio Wiederhold
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Initial IP buy-in purchase
purchased the rights to hold and license the IP to others.
1: MNC
Salaries for R&D costs
created, sold rights to 42% of the initial IP. Controls all actions.
$
Consolidated enterprise
2.3:
MNC LSA
2.2:
PFE
3.2:
MNC MY 3.3.
...&
2.1:
MNC
EMEA
3.1:
MNC JB
Integration
IP
documents .
License and exploit the IP
Distribution
routine
4: Sub corporation CONCH
$ for
5 years
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Profit
Before buy-
in
200
180
160
140
120
100
80
60
40
20
0
$M
After buy-in, actual MNC in U.S
only
@AJCA tax rate
MNC U.S.
←CONCH established
←───→ Acquisitions paid mainly by MNC ←Acquisitions
paid by CONCH
MNC
0
1st roun
d
2nd roun
d
Bu
y-in
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Before Buy-in
100
90
80
70
60
50
40
30
20
10
0
%
After Buy-in and cost-sharing
initial acquisitions
←CONCH established
Acquisitions
paid
mainly by
MNC
MNC U.S. earnings
share
CONCH earnings share
AJCA–motivated acquisitions Sales in
U.S.
unadjusted cost-sharing payment
US earnings held at CONCH
Foreign
sales Acquisitions
paid by
CONCH
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220
200
180
160
140
120
100
80
60
40
20
0
$M
Before buy-
in
After buy-in and acquisitions, US earnings
only
@5.25%
AJCA tax rate
←CONCH established
←───→ Acquisitions paid mainly by MNC ←Acquisitions
paid by CONCH
MNC U.S. only
MNC
US Profit
1st
roun
d
2nd
roun
d
Bu
y-in
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MNC’s consolidated corporate value $M
6,000
4,000
private public
time
MNC has an offshore holding company: CONCH
2,000
0
8,000
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MC-VM: Valuing MNC on the basis of its share
values Valu
e
$M 3,000
2,000
1,000
0
future
Valuation
point
history
Acquisitions made:
paid with shares & cash
add IP and income
Stock options granted:
dilute share value
increase stability, IP
Setting up CONCH:
minor cost
IP and income shared
tax avoidance ensues
Events
Incom
e
$M/y
500
0
acquisitions
organic
net income
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Prepackaged Software SIC 7372 / NAICS 511210
$
10.-
8.-
6.-
4.-
2.-
0
$M
1999 2000 2001 2002 2003 2004
2005
1,600,000
1,400,000
1,200,000
1,000,000
800,000
600,000
400,000
200,000
0
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Inc-VM: Valuing MNC on the basis of its operating
income
3,000
2,000
1,000
0
Valuation
point
history
Incom
e
$M/y 1000
500
0
future
Value,
Income
$M
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Crop
Becomes Figure Ch5.4
Time
O n g o I n g I n t e l le c t u a l I n p u t s
Maniac
4000
Maniac
5000 .
.
Maniac
7000
Maniac
13.84 y 13,10
14.44 y 14,5
% of total Maniac
IP
Distribution to Sales
Maniac
2000
.
Maniac
1000
Maniac
3000
MNC
Man-
iac
6000
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Time
O n g o I n g I n t e l le c t u a l I n p u t s
Crop
Maniac
5000
Maniac
2000 Maniac
4000
Maniac
7000
Software contribution
Maniac s for sale
Becomes Figure Ch5.5
hardware component
Mania
c
3000
Maniac
1000
Man-
iac
6K
% of
total Mania
c IP
lag
Lc
Software embedded in Hardware
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To be cropped. Scale based on 100% = 3”
Becomes Figure Ch5.6
2.0
Versio
n
3.0
Version
5.0
Version
7.0
Version
Ver
-
sio
n
6.0
Time
% of to- tal
SW size
Versio
n
1.0
7.96 y 8,0
9.45 y 9,5
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Software versions embedded in Maniac s
over a long time
Version 4.0 .
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To be cropped. Scale based on 100% = 3”
% of to- tal
size
Valuation point
future histor
y
2.0
Version
1.0
0 5 15 10
expected Maniac release
date . actual Maniac
release date
Becomes Figure Ch5.7
Maniac s built future Maniac s
Ver- sion 6.0
Version 4.0 Version
5.0
Version 8.0
Version 7.0
Estimate 7.0
Estimate 4.0
Estimate 6.0
Estimate 8.0
Estimate 5.0
Estimate 9.0
Version
Versio
n
3.0
Maniac software
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ManiMobile
M-Mob
m4
M-Mob m3
M-Mob
m5
Mobile
specifi
c input
M-Mob
m2
Time
Maniac
2000
3000
Mania
c
Maniac
4000
Maniac
5000
Maniac
7000
O n g o I n g I n t e l le c t u a l I n p u t s
% of
total ManiMobile
IP
Mania
c1000
Maniac
M-Mob
m1
lag
periods
Man
-iac
6K
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IIP-VM: Effect of discounting
future
Valuation
point
history
Income
$M/y
800
400
0
600
200
M
6K
M
5K
M
4K
M
3K M
2K
M
1K
M
7K
M
8K?
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future
lag
without AJCA acquisitions
cut-off
IP life
lag
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Earnings
Assets
Operating income
Product revenue
Operating income
CoGS + SG&A
Gross income
CoGS + SG&A
Operating income
Maintenance R&D + CoGS + SG&A
Operating income
0.85 R&D + CoGS + SG&A
Price
Earnings for M8
Common Margins
Market cap - Debt
Total net assets
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time → -13 -12 -11 -10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0
Delay (ignored)
p
R&D capitalization permitted by GAAP
E q
Earnings due to IP
m = E / C available
-5 -4 -3 -2 -1 0
C
IGE
Costs
→
$
0
500
1000
1500
relevant R&D
-9
Non
-roputine
earn
ings
d
eri
ve
d fro
m s
ale
s →
Cost of IP generation
Total discounted earnings after R&D
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time →
←C
osts
Sales lag
Income from selling ManiMobiles Manufacturing &
distribution delay
~60%
→ Research, Develop ,
Test
Inco
me
→
Development lag $
MobIP
Decision Point
←C
osts
MobIP
no further cost, no further income
Alternative 2:
abandon mobile idea
Options
Alternative 1:
build ManiMobile
0 1 2 3 4 5
Acquistion date
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3000 4000 5000 6000 7000 8000 9000 10K 11K
300% 400% 500% 600% 700% 800% 900% 1000% 1100%
100% 75.0% 60.0% 50.0% 42.9% 37.5% 33.3% 30.0% 27.3%
11 40 47 13 67 (83) 42 42 42 42
17 57 104 117 184
212 226 267 309 351
100% 60.8% 40.6% 24.6% 17.2% 10.0% 7.6% 4.9% 3.2% 2.1%
Source ?
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2004
[OECD:06]
% of GDP
Corporate tax
rates
Federal/central
+
average of
states
@39%
@38.3
%
@40.9
% @39.6
%
@35.1%
@35.4%
@30%
Canada France United Kingdom Germany Italy Japan
United States
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future
Planning-point
history
Income
$M/y
800
400
0
600
200
Maniac
1000
released
Maniac
3000?
Maniac
4000??
Maniac
5000???
Maniac
2000
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Center for Budget and Policy Priorities
[Folbre:11]
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offshore
holdings x 10
$229
B
$368
B
$15,000B
63
K
270
K
Relative growth metrics
$103B 3K
$14,500B US GDP (base) $1,640B
$14,700
B
$188B
$149,000M
$88,000M
all scaled by GDP growth
to show relative growth rate
values are actuals $1,000,000
$10,572
4,300
K
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World income by multinationals
US earnings RoW
earnings
Taxhaven share IRS share
16% 84%
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Federal Corporate income Tax / Corporate after-tax Profit
From Felix Salmon via [Cowan:11]
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Conventional Royalty split. Platform split.
Inventor Developer,
Manufacturer,
Marketeer,
Seller
Inventor,
Developer,
Manufacturer,
Marketeer,
Seller
Inventor,
Developer,
Manufacturer,
Marketeer,
Seller
CROP
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Repatriation of rights to intellectual .
capital
Retained Financial Capital
Repatriation
of financial
capital
Home Country Taxhavens
Foreign
Countries
linked
Non-routine Earnings
ongoing
future earnings
IP .
rights reduced .
.
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2050?
2020 2030 2050 2040
Felix Salmon of the St.Louis Federal Reserve Bank
and [Drum:11]
extrapolation of trend
0.05
0.00
Federal Corporate income Tax / Corporate Earnings
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Statutory US Corporate Tax Rate Compared to OECD Averages,
1981 to 2012T
Federal & States
35%
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Relative US population growth (8.0%,
scaled )
(-
4.3%)
(27.2%
)
adapted from [Sullivan:11L]
(279.0) (301.2)
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Relative US population growth (8.0%,
scaled )
(-
4.3%)
(27.2%
)
adapted from [Sullivan:11L]
(279.0) (301.2)
Multinational employment trends prior to the 2008 -2010 recession
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Staff Growth: Linear, Total effort = ½ E x T
Centroid of prior expenditure Lc
here @ 33% of T (without discounting)
100 0.0 12.5 25.0 37.5 50.0 62.5 75.0 87.5
Effort
E
%T Time left
Gestation period T Product
ready for
distribution,
and sale
manufacturing,
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2300
2200
2100
2000
1900
1800
1700
1600
1500
1400
1300
1200
1100
1000
900
800
700
600
500
400
300
200
100
0
STATISTICAL MEAN = = 1000
INTER-QUARTILE RANGE
1380
330
Comparable B
Comparable C
Comparable F
Comparable H
Comparable D
Comparable E
Comparable G
Comparable I
Comparable J
Comparable K
Comparable M
Comparable N Comparable O
Comparable P
Comparable L
Comparable A 2300
2200
2100
2000
1900
1800
1700
1600
1500
1400
1300
1200
1100
1000
900
800
700
600
500
400
300
200
100
0
1230
760
Comparable B
Comparable D
Comparable F
Comparable H
Comparable C
Comparable E
Comparable G
Comparable I
Comparable J
Comparable K
Comparable M
Comparable N Comparable O
Comparable P
Comparable L
Comparable A
Original set of
16 comparable
transactions Trusted set of
9 comparable
transactions
Inter-quartile range per
IRS formula = 1305 to 685
Inter-quartile range per
IRS formula = 1450 to 325
Low
High, not typical
Still
high
Still low
INTER-QUARTILE MEAN = 925
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Givens
Results CONCH income
Diminished CONCH
Income
<Moved to Appendix F>
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Income valuation methodI
Income diminished by IP diminution
and discounted to annual NPV
$ 250M
$
200M
$ 150M
$ 100M
$ 50M
$ 0M
Incomes
Relative years
First
full
year
End of life
$
$
$
fraction
$ adjustments