Ip Finance Toolkit

IP Finance Toolkit
Intellectual Property Office is an operating name of the Patent Office

Summary
Banking on IP? The role of intellectual property and intangible assets in facilitating
business finance1 report was published October 2013. The report sought to examine
how effectively SMEs are able to use their intellectual property assets to secure the
finance they need for company growth. It highlighted barriers faced by IP rich
businesses seeking debt finance.
In March 2014 the Intellectual Property Office (IPO) published Banking on IP, An
Active Response2. This summarised the IPOs conclusions and set out the actions it
intended to take to address some of the barriers highlighted in the original report.
One of those actions was the development of tools or a framework to support a

better dialogue between businesses and financial services professionals. The tools
will help businesses articulate the IP they have, how it is secured and how it supports
the future cash flow of the business.
This toolkit has been developed with that aim. It is geared to:
Help lenders and businesses talk the same language;
Encourage and guide businesses to document their IP assets ahead of any

application for finance;
Help businesses to develop more effective IP management and

commercialisation strategies; and
Raise awareness of the wide variety of finance options available for

IP-rich businesses.
We hope you find this guidance useful and would encourage you to work through it in
advance of any discussions with potential lenders. We would also encourage
potential lenders to use this guidance to understand potential value that intellectual
property assets may have to a business seeking debt finance.
1 https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/312008/ipresearch-
bankingip.pdf
2 https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/312038/ipresearch-
bankingip-2014.pdf
1 IP Finance Toolkit
Contents
1. Businesses looking for finance............................................................................ 3
2. Bank/financial institution approached by IP-rich Businesses........................... 4
3. IP Management and Commercialisation Strategy.............................................. 5
4. Valuing your Intellectual Property........................................................................ 9
5. Funding Available for IP-Rich Businesses........................................................ 13
6. Making the right choice...................................................................................... 22
7. IP and Business - Glossary of Terms................................................................. 25
8. Creative Finance Network Glossary of Terms................................................ 28
9. IP Asset Checklist............................................................................................... 32
10. IPR Valuation Checklist ..................................................................................... 34

1. Businesses looking for finance
Do you have
Talk to your
enough fixed assets
finance provider.
for security?
Seek further advice

You may still find it
on IP. Consider an IP Do you have
helpful to complete the
Audit. Complete the intangible assets?
IP Asset checklist.
IP Asset Checklist.
Do you have a
strategy for managing
and commercialising
your IP?
Go to the Management
and Commercialisation
Guidance.
Can you explain how
your IP is valuable to
your business?
You may still find it
helpful to complete the
IPR Valuation Checklist.
Go to Valuing your IP You are now in a good
and complete the IPR position to have an
Valuation Checklist. informed conversation
with a lender. But do
not forget there are
other options too. See
Funding Available for
IP-Rich Businesses.
Too much jargon?

Check the glossary
2. Bank/financial institution
approached by IP-rich
Businesses
Have you been asked

Jargon not making
to lend against
sense?
intangible assets?
Check the glossary
Ask the business to Do you have a clear

complete the IP understanding of what
Asset Checklist. these assets are?
Management and Do you understand

Commercialisation how these assets
Guidance discuss relate to the
with the business. business strategy?
Get valuation.
Do you understand the
IPR Valuation Checklist
value of the IP?
can be used.
Explain other options.

See Funding Available Are you able to fund?
for IP-Rich Businesses.
3. IP Management and
Commercialisation Strategy
Introduction
An effective IP Management and Commercialisation strategy will help a business

define the IP assets they own and demonstrate how they intend to protect and
exploit those assets on a commercial basis and integrate them into their wider
business strategy.
It should include an overview of the business, breakdown of IP relevant to the

business (not all areas of IP will be relevant to every business), IP management
(external and internal) along with an action plan detailing how the IP assets will
be commercialised.
The development of an IP Management and Commercialisation Strategy is an

essential starting point should you wish to raise finance from your IP assets. The
information below should help you produce a comprehensive strategy detailing your
business background, IP assets including registered and unregistered IP rights, IP
risks including third party threats, points to consider in respect of a licence and an
assessment as to how you are managing your IP assets within your business.
It is also recommended that you complete the IP Asset Checklist on page 32,
using the information contained within your IP Management and Commercialisation
Strategy. This checklist will assist in demonstrating your IP assets and the benefits
they bring to your business during any discussions you may have with potential
lenders. To assist with completion, information on the following pages has been
cross-referenced to specific columns within the checklist.
You should also consider valuing your IP assets. This will allow you to demonstrate to
potential lenders the value held in them for more information on valuing your IP
assets refer to the Valuing Your IP guidance at Section 4.
If you are considering finance to grow your business and would like further
information regarding the different types of funding available it is recommended that
you refer to the Funding Available for IP-Rich Businesses at Section 5.
Routes to Commercialisation
As you read the following sections consider how you are going to use the information
to commercialise your IP assets and ensure they are contributing to the growth of
your business. Some points to take into account are:
Identify how/where the IP strategy aligns with and benefits the general
business strategy over the short to medium term;
Identify if and where the IP could be enhanced to support income/funding;
Identify if there is any other use for the IP to generate income/funding;
Identify potential weaknesses and threats which might impact on the

value of the IP and IP strategy in the context of the short to medium term
business plan;
Identify suitable options for exploiting the businesss IP, again to fit with the
overall business plan, e.g. by licensing and/or enforcing and/or using the IP to
attract and reassure investors and business partners.
Any potential strategy should include:-
1. The business context
hh Identify the nature of the business and the key features of the business plan, in
particular the features by which the business intends to differentiate over its
competitors including an analysis of potential competitors and market (size and
value) for the product/service.
hh Include financial history (preferably three years) covering assets, cash flow,
balance sheet (profit and loss), debtors/creditors, asset liability income & expense
of directors, use of loans/funds, fixed and variable costs, growth rate.
hh Also include basic company information, such as:-
Date established, nature of business;
Number of employees;
Size of company;
Company structure, biography of management (potential lenders find it useful

to know the background of the people they are investing in);
Number/Quality of clients.
2. Type of IP Right (UK and International) {Ref 1 & 2}
hh Identify IP assets including IP rights held within the business on a UK and

International basis. This should include registered and unregistered rights along
with copyright, technical know-how, trade secrets and confidential information.
Below is a guide as to what should be considered:-
Granted patents and pending patent applications;
Registered trade marks and trade mark applications;
Registered designs and design applications;
Unregistered trade mark rights;
Unregistered trade mark rights, including trading names and branding;
Domain names;
Potentially patentable inventions;
Potentially registrable trade marks;
Potentially registrable designs;
Technical know-how;
Other forms of confidential information, including trade secrets and other

commercial information, client lists;
(Unregistered) design rights;

Potential sources of copyright (e.g. databases, websites, promotional

materials, product information, internal documentation);
IP-relevant contracts (e.g. licences, franchises, joint venture agreements,

material transfer agreements);
Known or likely sources of other IP rights, e.g. database rights, semiconductor

topography rights, plant variety rights.
3. IP Risks including third party threats {Ref 3, 4 & 5}

hh Identify potential IP risks and consider what action can be taken to minimise
them. In particular consider:-
Third party IPRs (that may impact on your own IP rights);
Ownership issues surrounding the IPRs identified in (2) above;
Infringements of those rights;
Trade mark non-use issues;
Competition and potential acquirers of IP.
hh Also consider potential financial issues relevant to the IP assets, for example
financial (including tax) aspects of the ownership or licensing structure; the role of
the holding company, if applicable; the country/countries in which the assets are
held and any charges over the IPRs.
4. Licensing {Ref 6}
hh Consider whether your IP may be licensed out to a third party or whether you
need to license in IP in order to develop your own product and service. Other
points to consider are:-
What IP is being licensed? The nature of the right: is it a patent, trade mark,
design or copyright? If the right has been registered, how long will it last?
Potential benefits licensing could bring to your business;
If you are the licensor consider the return for granting the licence and the value
of your IP;
How much are your IP rights worth? (This can make or break a deal.
Understanding the value of the rights and being able to justify that value will
bring success in negotiations);
How will the IP be used and who will use it? Will a right be used in a specific
sector? Will the owner be able to license the IP to other sectors?
The terms and conditions on which the IP is licensed; the payment structure?
The duration of the license? Are there termination clauses?
What are the risks and how they can be mitigated against?
Will enforcing or defending the right including through litigation be the

licensors or licensees responsibility?
5. IP management {Ref 7 & 8}

hh Consider how your IP is managed both internally and externally and what
practices and procedures you have in place for doing this. For example:
Use of confidentiality (non-disclosure) agreements;
Ownership safeguards, in particular contractual terms in agreements with

contractors, consultants, licensees and other partners; job descriptions for key
staff; terms for non-employee directors; appropriate transfers of IP both within
the organisation and externally;
Capturing and recording know-how and other confidential information;
Capturing and recording unregistrable IP such as design right, copyright and

unregistrable or not-yet-registrable trade marks;
Capturing and recording evidence of use of trade marks (this is useful if you
need to provide evidence of prior use in a dispute);
Capturing and evaluating potentially registrable IP (patentable inventions;

registrable designs and trade marks);
Prioritisation of registrable and registered IPRs, in light of the business plan,

and implementation of registration and exploitation tactics to match;
Infringement clearance procedures, in particular for new projects such as the

adoption of a new trade mark, the development or launch of a new product or
the initiation of a joint venture with a third party;
More general awareness of relevant third party IPRs, for example use of
watching searches or landscape searches;
Taking expert advice on IP-relevant contracts and, where appropriate,

their registration;
Publication clearance procedures, to avoid loss of protectable IP;
Maintaining up to date proprietor, licensee and contact details for registered

IPRs, including domain names;
Marking for example flagging application and registration numbers on

product literature; use of the , and symbols;
Improving staff awareness of IP issues and policies;
Regular reviews of IP rights and strategies including life cycle of IP and

associated products, in particular in light of developments in the
business plan.
4. Valuing your Intellectual Property

About this guidance
This section is designed to help businesses conducting transactions involving

Intellectual Property Rights (IPRs) arrive at a valuation for the IPRs. It:
hh will help you understand the value of your IPRs;
hh describes the common methods of valuing IPR;
hh provides an easy-to-complete checklist, which you can use to assess the value of
IPRs in your transaction.
There is no easy or foolproof way to value IPR and it can become complicated. This
section will take a little time to read through, but it will take you a long way towards
being able to take an informed decision about the value of IPR.
It will provide you with an overview of the different methods of valuing IP assets and
includes a checklist on page 34, for you to undertake a valuation of the IP within your
business. This valuation will provide valuable insight into the potential value of your IP
assets and provide a basis for an independent, professional valuation of those assets.
In order to effectively value your IP it is recommended that you develop an IP

Management and Commercialisation strategy. Guidance for the development of this
is available at Section 3.
Information within this section and the IP Management and Commercialisation

strategy section has been cross-referenced to help with completion of the IPR
Valuation Checklist.
If you are considering finance to grow your business and would like further
information regarding the different types of funding available it is recommended that
you refer to the Funding available for IP-Rich Businesses at Section 5.
Why place a value on your Intellectual Property?
There are many good reasons why businesses should audit and seek to value their IP
assets. IP is vitally important to businesses. Some still do not recognise the fact that
their trade marks, designs, and other IP assets are as valuable as their plant,
premises or stock. For many businesses, IP constitutes their single most valuable
asset and could be used as a lever to secure finance for company growth.
IP valuation improves the accuracy of a businesss worth. IP assets form collateral;

they can also be bought, licensed and sold. Knowing how much each trade mark,
patent or design is worth, alone and as part of the whole, helps businesses with
their valuation (funding, transactions, joint ventures, mergers and acquisitions,
bankruptcy).
In business transactions, parties must know the value of IP assets if they are to be
traded. If bankruptcy or reorganisation occurs, assessment of the businesss value is
required and this should include the value of IP assets and the assessment of the
impact of proposed reorganisation plans.
If IP assets are to be used for raising finance then an accurate valuation will be
required to demonstrate to the lender the value, how it is secured and supports the
future cash flow of the business.
Valuing the intangible
Discerning the value of IP is not an easy task. How much is a brand name worth
after years of marketing? Does a patent protect a high value unique selling point of a
product or is it redundant? A well known brand or a vital patent can be the life blood
of a business and losing IP protection for these can drastically reduce its value.
Not all IP is valuable, unless they help to create, maintain or increase cash flow they
may have no real value. Moreover, intellectual property rights change in value for a
variety of reasons. A patent may for example begin its life as a unique solution to a
problem, but in time, other solutions to the problem may be found thus reducing its
worth. Alternatively, with successful marketing of an effective product a great patent
can become a world beater. Trade marks generally gain value as they become
better known.
The value of IPRs depends on the circumstances at the given time and place. It is
important to look at the nature of the intellectual property right, the purpose for which
they will be used, the potential market for them and their competitors.
IP valuation methodologies
There are a number of ways to value IP rights. They all have their limitations and no
method is appropriate in every case. The stage of development of the IPRs, the
availability of information and the aim of the valuation all have a bearing on the
method used. Three useful examples are listed here.
1. The Cost method {ref 9, 10 & 11}
This valuation is based on the costs incurred in developing or creating an IP right, or

what it might cost to recreate or develop a similar product or service; it does not take
into consideration the current economic value of a product.
Costs usually included are:
Labour,
Materials and equipment,
Research and development,
Creating a prototype,
Testing and trials,
Regulatory approval and certification,
Registering the IP,
Overheads for utilities, accommodation and support staff.
This method assumes that a potential buyer can avoid these costs by buying the IPR.
Valuable benefits may be:
Time: by purchasing the right from the seller, the buyer will not waste time
researching and developing their form of IP;
Expenditure: if attempting to recreate their own IP, the buyer would spend at
least this much;
Success: a buyer may not be successful in developing the IP;

Protection: a buyer may not be able to protect their IP, and may well be
infringing on others.
This method of valuing intellectual property assets lends itself to an overall

assessment when purchasing a business, and the consideration of assets when they
are at an early stage in their development. However, the emphasis on costs, rather
than profit, can skew the figures so that market potential is not fully recognised. This
method does not take account of future value, and therefore misses out on a
standard by which value is traditionally calculated.
2. The Market Value method
Understanding the value of a product based on its recent track record in the market
place may be a more reliable way of establishing the market value of an intellectual
property right. Assessing the sale or licensing of similar products in the market may
provide a good litmus test as to the value of a right.
Market valuations of intellectual property rights provide a good estimate. The problem
with this method is that it can be very hard to find published data on IP transactions,
they are often confidential; moreover IP transactions are hard to generalise, there are
sources of data for various sectors, but they tend to provide a wide range of figures
for sales and licences which are only broadly comparable.
Few transactions are sufficiently similar to allow a valid comparison. Arrangements

may differ in terms of exclusivity, payment structure, any technical/other support
provided, territory, economic climate and market conditions. No two deals are
the same.
This method is unlikely to be used to value patents. That is because the value of a
patent depends on its novelty; and that novelty means there is unlikely to be
comparable information.
That said, this method is objective and it can provide a realistic analysis of value
based on a rights worth as perceived by both owners and their consumers. This
method can be useful for researching the high, low and mean royalty rates paid in any
given market sector. In negotiating a licence agreement for example, an agreed
industry acceptable range may form the basis of a discussion.
3. The Income or Economic Benefit method {Ref 12 & 13}
This method focuses on the revenue intellectual property rights may generate in
the future. It considers both the future income, which a right may generate during
its economic life, and the costs of generating that income. Risk and financial costs
are factored into the equation; the end result is described as the Net Present Value
or NPV.
This method allows a buyer to consider investment based on whether the NPV is
positive or negative.
Although the NPV is a useful, easy-to-use tool, it should be remembered that the
income or economic benefit method of valuation is based on an assessment of likely
future events rather than past performance.
Difficulties with this method include:
It is difficult to estimate the economic life of the IPRs;
It is difficult to estimate the income over several years;
Factors such as the strength of the IPR, the size of the potential market, the
nature of the competition, changes in the economic climate and the cost of
registering, enforcing and defending the IPR need to be taken into account.
The way in which the IPR is exploited, the costs involved, the time it will take to get to
market and the risks involved along the way will vary from business to business.
Other things to consider are income which may be generated from other factors e.g.
the skill of the business staff.
Uncertainties about the future mean that it is unrealistic to project income for more than
4 or 5 years. Trying to estimate the income for early stage technology is very difficult.
A sub method of the income or economic benefit method is the relief from royalties
method. This method assesses IP royalties. It is based on an assessment of what
royalty costs a company is avoiding by virtue of owning the IP right.
The bottom line:
Valuation of intellectual property rights is incredibly important. It reveals the

viability of rights. It enables owners to design coherent strategies and it
underpins the purpose of intellectual property: to achieve success in the market.
5. Funding Available for IP-Rich

Businesses
Introduction
As the Banking on IP? report notes; SMEs first port of call for finance is often a
bank. Figures quoted in the report show that 40% of SMEs seek a loan and 35%
seek an overdraft. Only 1-2% of these businesses try to get equity funding. It is likely
then that potential sources of funding are untapped.
The Banking on IP response identified that one of the problems businesses faced was
how they might identify financing options available to them.
Funding available
The following types of funding are in addition to the normal funding available via bank
loans or family and friends.
Debt Finance
Asset Finance
Asset finance is a type of finance used by businesses to obtain the equipment they
need to grow. It usually involves paying a regular charge for use of the asset over an
agreed period of time.
The most common types of asset finance are leasing and hire purchase.
Leasing gives the customer access to new equipment by way of renting it for a
contracted period, without owning the asset.
Hire Purchase (HP) allows the customer to buy the equipment on credit.
Asset finance provides a number of advantages for the customer:
Paying for the use of equipment over an agreed period avoids the need to
pay large costs upfront, making this type of finance suitable for even the most
stringent budgets;
Finance agreements can often be tailored to the customers needs, with

flexibility on both the terms and repayment schedule to help with cash flow or
other expenditure constraints;
Asset finance providers often specialise in a particular type of asset about

which they have expert knowledge;
Leasing and HP are excellent budgeting tools as payments are usually fixed,
allowing improved cash flow management.
Asset-based finance
Invoice financing is the most common form of asset based finance and in most cases
acts to support business to manage their cash flow, bridging the gap between the
delivery of goods or services by a business and the payment from its customer.
Businesses typically use this type of finance to fund their working capital and those
that are experiencing high growth find invoice finance flexible as the borrowing grows
alongside the sales ledger.
The funder will provide an advance that represents a percentage of the amount
invoiced which depending on the business, the sector and the payment profile will
generally range from 70-90%.
Creative England Business Loan Fund
The Business Loan Fund is intended to stimulate business growth and development
in creative and digital Small, Medium-sized Enterprises (SMEs).
It supports businesses who are experiencing difficulties in accessing finance because

of high levels of risk or uncertainty around the outcome of projects. It is targeted at
businesses who can demonstrate high-growth potential and who want to make a step
in their development.
In line with the Regional Growth Fund objective, this funding is only available to
businesses based in the North of England, the East & West Midlands and the
South West.
A total of 1.5 million is available. This is distributed as secured loans of 60,000

to 150,000 for single projects. The maximum loan available is 50% of the total
project costs.
Applicants need to show that the balance of the project costs (50%) will be provided
as either a contribution from their own resources or from third parties. As well as a
desire and ability to grow through the delivery of high-quality, commercially astute
projects which result in the creation and safeguarding of full-time jobs (with a
minimum of a 12 month contract). All funds are subject to the availability of funding
and are discretionary interest-free loans.
Mezzanine
This type of funding combines elements of debt financing and equity investment and
is often described as a hybrid or halfway house. Basically, in addition to receiving
fees and interest on the loan, the provider also benefits from a share of the upside
when the borrowing business achieves its growth objectives.
The downside is that lenders usually want a high return on their money so this type of
finance can be aggressively priced as there is little or no collateral.
Peer-to-Peer lending
Peer-to-peer lending, also known as person-to-person lending is another form of

crowdfunding and is the practice of lending money to unrelated individuals without
going through a traditional financial intermediary such as a bank. This lending takes
place online on peer-to-peer lending businesss websites using various different
lending platforms and credit checking tools.
Most of these loans are unsecured personal loans. They are made to an individual
rather than a business. Other forms of peer-to-peer lending include student loans,
payday loans, as well as secured business loans, leasing and factoring.
Pension led
Pension led funding uses the business owners accrued pension funds to invest in
their own companies.
It provides funding without having to give a personal guarantee to a lender and can
provide protection for business assets held within the pension scheme.
Pension led funding can utilise IP (if available) as a new asset to secure these funds.
Once the IP value has been established, the Pensions trustees agree to buy some, or
all, of the IP assets from the business, or loan money to the business secured against
the IP.
Once the business receives a cash sum, it begins making lease payments back to the
pension scheme.
Start-up Loans
This is a Government funded scheme that provides support to young people to help
them start up their own business.
The scheme provides loans and mentoring support to applicants in England aged
18-30 who would not normally be able to access traditional forms of finance for a
lack of track record or assets.
The average loan value is 4,500, repaid over a term of 12-60 months.
Every business that receives funding will be assigned a mentor who is on hand to
help the business succeed.
Equity Finance
Angel Investing
Angel investors are affluent individuals who provide capital for a business start-up
usually in exchange for convertible debt or equity ownership. While banks may avoid
the perceived high risk of creative business, angels are concerned with growing their
stake and the likelihood of making a good return on their investment.
Angel investors commonly invest stakes as low as 10,000. While they may be happy
to wait longer for the exit when they take their return on investment, they are usually
looking for businesses that offer a ten-times return, so that at exit, that initial 10,000
stake would be worth 100,000.
Angels frequently invest through organised networks and formal syndicates or they
may invest on their own or with a number of fellow investors on a deal by deal basis.
They may also be accessed through accelerator programmes or incubators. In most
cases Angels like to invest through meeting entrepreneurs at live pitching events or
showcasing events.
Business Angel Co-Investment Fund
The Business Angel CoFund is able to make initial equity investments of between
100,000 and 1 million in to small, high-growth-potential businesses alongside
syndicates of business angels.
The fund invests in businesses across the UK and will consider proposals for
businesses at all stages of development and in most sectors, provided they qualify as
an SME.
Proposals to the Angel CoFund may only be made by business angel syndicates.
Individual businesses seeking investment are not eligible to apply directly and should
first look for an investment syndicate.
Venture Capital
This is a type of equity finance where an investment would be made in return for a
share of equity.
Businesses who obtain venture capital do so because they have developed a product
or service that has market potential but are restricted on time to push this forward
without obtaining an injection of cash.
When using this method of funding, businesses not only get an injection of cash, they
also receive expert help in business growth. This can help them realise their potential
when it comes to promoting their product/service.
Grant Funding
Catalysts
Run jointly by Innovate UK and the Research Council as a form of research and
development funding which focuses on a specific priority area and aims to help take
projects from research to as close to commercial viability as possible.
The Catalyst model supports projects in priority areas where the UK research base
has a leading position and where there is clear commercial potential. Three levels of
funding are usually available, varying according to how close a project is to
commercialisation, with applicants able to join at any phase.
Catalyst funding is offered through an ongoing competition. Individual businesses

(and academics where supported) and a combination of businesses and academics,
have the opportunity to propose projects which will create new knowledge and future
products, processes and services.
Collaborative Research & Development
Collaborative research and development is another scheme run by Innovate UK and

encourages businesses and researchers to work together on innovative projects in
strategically important areas of science, engineering and technology from which
successful new products, processes and services can emerge, contributing to
business and economic growth.
By co-funding projects involving partnerships between businesses and between

business and academia, collaborative research and development can reduce financial
and technical risk and encourage knowledge exchange, supply chain development
and parallel working on complex challenges.
Frequent competitions are held, in a wide range of areas covering specific technical
or community challenges.
17 IP Finance Toolkit IP Finance Toolkit 17
Enterprise Investment Scheme (EIS)
This scheme gives entrepreneurs the opportunity to offer investors in the business
access to tax breaks, as long as they pay tax in the UK.
This scheme can offer up to 30% tax relief to investors.
Angel investors in particular can gain both income tax and capital gains tax relief to
investors who subscribe for eligible shares in small unquoted businesses that qualify
under the scheme.
Before approaching investors to seek investment, the Entrepreneur must first gain
approval from HMRC that their business qualifies for EIS investment, via the
completion of an application form.
Growth Vouchers
The Growth Voucher programme helps businesses find and pay for professional
strategic advice. After applying, businesses will be randomly chosen to get a voucher
of up to 2,000.
This can be used to pay for up to half of the cost of advice on:
Finance and cash flow,
Recruiting and developing staff,
Improving leadership and management skills,
Marketing, attracting and keeping customers,
Making the most of digital technology
IC Tomorrow
IC Tomorrow is an Innovate UK programme that stimulates innovation and economic

growth in the digital sector by breaking down barriers and opening doors for a new
generation of entrepreneurs. It serves as a hub for digital innovation, connecting
start-ups and SMEs with leading commercial partners and investors through funded
contests, events and strategic matchmaking opportunities.
The network supports innovation across a variety of industry sectors including music,
film, fashion, publishing, TV, education, games, culture, sport, advertising, healthcare
and finance.
A range of funded contests are run across the digital and creative sectors. These
contests are run in collaboration with leading partners who help to set relevant
challenges that will encourage innovation in new digital applications or services.
A variety of events such as pitching sessions and facilitated strategic matchmaking

opportunities are also hosted by IC Tomorrow. These offer leading businesses and
content owners the opportunity to meet innovative digital start-ups and entrepreneurs
with new applications and services that will help to drive innovation in their sectors.
Innovation Vouchers
Innovation Vouchers are run by Innovate UK and are designed to encourage

businesses to look outside their current network for new knowledge that can help
them to grow and develop. Start-ups and SMEs from across the UK can apply for
these vouchers.
A grant of up to 5,000 is available to businesses to work with a supplier (such as an

IP professional) for the first time and is used to pay for knowledge or technology
transfer from that supplier.
An Innovation Voucher should stimulate a business to explore obtaining new

knowledge, enhancing its ability to develop innovative products, processes and
services and explore new markets.
The scheme is open to micro and SMEs only. There is an upper limit of approximately
165k for all state aid provided to any one business over a three-year period.
Launchpads
Launchpads is another scheme run by Innovate UK and help technology-themed

clusters of young, early-stage companies to develop and grow in specific locations
around the UK.
These Launchpads act as catalysts for businesses with exciting and innovative
projects to share knowledge, develop their entrepreneurial skills and attract further
investment to bring their ideas to market.
Launchpads help to develop and strengthen clusters of innovative businesses in

specific sectors and geographical locations. They support the development of
clusters by:
creating opportunities for SMEs (often including those that are not yet revenue
earning) through funding for innovative projects.
working with others in the cluster to provide a programme of business support

(including coaching and mentoring) that will help the businesses to develop
solid growth strategies and to access finance.
providing a letter of intent to fund projects; businesses can use it to attract

new private sector investment, because they will probably need to raise other
forms of finance (including debt or equity-based solutions), either to match the
grant or to support later scale-up plans.
Launchpad competitions are open to SMEs that:
are in the cluster
plan to start up in the cluster
move into the cluster
collaborate with a company already in the cluster.
Seed Enterprise Investment Scheme (SEIS)
This is designed to help small, early-stage businesses raise equity finance by offering
a range of tax reliefs to encourage individual investors to purchase new shares in
them.
Maximum investment: 100,000, Maximum tax relief: 50% or 150,000, Investment

period: Minimum of three years, Restrictions: To qualify, businesses must have fewer
than 25 employees and less than 200,000 in assets.
This is a Government backed scheme and was introduced as a way to promote new
enterprise and boost economic growth in the UK.
Small Business Research Initiative (SBRI)
The SBRI is a well established process run by Innovate UK, offering excellent
opportunities for businesses, especially SMEs, to develop and demonstrate
technology to public bodies.
Successful businesses gain a lead customer for their innovative solutions and retain
their IP rights. They receive a contract for the full cost of demonstrating the feasibility
of their technology and the offer of subsequent funding for prototype development.
The scheme is particularly beneficial for early-stage and SMEs.
SMART
The SMART initiative is specifically aimed at SMEs, offering various funding

opportunities to assist research and development in the areas of science, engineering
and technology.
There are three types of grant available:
Proof of Market for initial planning, market research and testing. Duration
up to 9 months. Maximum grant - 25,000. Funding proportion up to 60% of
total project costs.
Proof of Concept for technical feasibility studies, basic testing and

prototyping. Duration up to 18 months. Maximum grant - 100,000. Funding
proportion up to 60% of total project costs.
Prototype Development for trials and demonstrations. Duration up to 2

years. Maximum grant - 250,000. Funding proportion up to 35% of total
project costs for medium enterprises; up to 45% for small and
micro enterprises.
Investment Funding
Business Growth Fund
The Business Growth Fund, with 2.5bn of capital, is a major new equity investor for
growing businesses.
They deal with management teams with a good track record, a proven business
model and a desire to grow.
Initially, an investment of 2m-10m of growth capital is made for a minor equity

stake and a seat on the board. The funding can be offered for up to 10 years.
Funding is given to privately owned, profitable companies who typically have a

turnover of 5m-100m.
Applications for investment funding are made via the website and can be used for:
acquiring a supply-chain or competitor,
enabling expansion of the business,
sales and marketing or
product development.
MeWe Trading CIC
This is the investment arm of MeWe360 which combines a not-for-profit development

house, MeWe Foundation, with a commercial investment arm (MeWe Trading CIC).
They provide access to funding for selected creative entrepreneurs via their 1 million
business incubator and venture fund.
They have two types of membership at incubator level:
Incubator for those looking for an intensive package of support to grow their
business and possibly work towards selection into the next level,
Incubator Plus
Incubator Plus those selected into this level will have the opportunity to pitch
for investment from the 1 million investment fund.
Membership is by selection only.
The Aspire Fund
The objective of the fund is to increase the number of successful women-led

businesses within the UK, ensuring that those with real potential to succeed are not
held back through a lack of growth capital and investor interest.
This matches up to 50% investment into women-led businesses in the UK, to help
attract investors into SMEs by cutting their risk.
The fund makes investments on equal terms to other private investors. It does not
make grants and any investment made by the fund will need to be backed by an
equity stake in the business being invested in. It may also include Preference Shares
or debt as part of the overall deal.
Minimum investment: 100,000, Maximum investment: 1m, Funding available:

12.5m
This is a Government supported fund managed by Capital for Enterprise Ltd (CfEL).
Mixed Funding
Crowdfunding
Crowdfunding enables individuals and businesses to lend to SMEs for a specific

project.
Investors in a crowdfunding platform commonly receive a non-monetary return, i.e. a

finished product.
The source is low risk, as creating crowdfund campaigns are free and there are no
repayment obligations.
While an investor may be able to create a pitch for a potential audience of millions, so
do thousands of other projects. Crowd funding websites will also take a set
percentage of all donations to a project, meaning the investor will need to raise more
funding than originally anticipated to meet targets.
There are two variations of crowdfunding:
Debit crowdfunding is when investors lend money to a company, who then

repays the investor on a regular basis. The company has to pay their debts
before taking any profits and if the company went under then debtors would
get paid first. This is a lower risk form of investment than equity.
Equity crowdfunding is when investors buy shares in a company and

become part owners. They make a return on their investment either by being
paid a dividend or by selling their shares at a later date, i.e. when the company
value has increased. The board of the company will decide whether to pay a
dividend and how much and if and when to sell the business, so this tends
to be a higher risk form of investment as there is no guarantee of amounts or
timescales for returns. Equity investments should have higher returns than
debit investments, to compensate for this higher level of risk.
UK Innovation Investment Fund (UKIIF)
The UK Innovation Investment Fund is a venture capital fund that aims to drive
economic growth and create highly skilled jobs by investing in innovative businesses
where there are significant growth opportunities.
This fund is specifically geared to invest in technology-based businesses in sectors

such as digital technologies, life sciences, clean technology and advanced
manufacturing.
There has been 159 million committed into underlying funds, capable of making 2.2
billion of investment capital available to companies.
6. Making the right choice

No single source of finance is suitable for every business in every situation. Each has
advantages and disadvantages.
When seeking finance to develop and exploit a novel idea, innovators will need to
consider all available options, then select a package of options that is most
appropriate. Sometimes there is no choice but, where there is a choice, the decision
can affect the chances of commercial success and the ultimate reward for the
innovator. However an important thing to remember, when seeking external finance, is
that all investors or lenders place particular emphasis on the management stake,
whether in cash or sweat.
Innovators and others associated with the exploitation of any innovative ideas should
consider each option in turn before deciding how to proceed. Before making any
move, they should also ensure that their intellectual property is protected and that
they have written a credible Business Plan.
Internal Funding
Advantages
Good source of funds for businesses who are established and profitable.
Could be attractive if you have rich friends or relatives.
Redundancy payments may provide short-term investment funds.
Could be a good way to grow your savings, if you are confident of success.
Disadvantages
A failed business venture could leave you much worse off.
Friends and relatives might feel unduly pressurised or resentful.
You could lose valuable friendships.
Not a good idea for a high-risk business venture.
Client-Funded Developments
Advantages
A good client can bring practical help as well as funding.
Collaboration could create a ready market for your product development.
Collaboration could reduce the product development cost and timescale.
A large partner may help to protect your intellectual property.
Disadvantages
Working with some clients can slow progress due to company procedures.
You may stimulate competitive activity or lose control of intellectual property.
You could lose overall control of your project.
Your client may want to divert the development away from your chosen
markets.
Business Loans
Advantages
Easy to obtain when a business has assets that can be used as security.
Business retains equity and all profits generated from the development project.
Can be very attractive when the risk of failure is judged to be very small.
Disadvantages
Often only practical when innovator can offer assets as security.
There is a risk of losing key assets (home, patents, machinery) if your

business fails.
Set up and interest charges may add substantially to overall cost of loan.
Bank does not share any of the financial risks associated with the
development.
R&D Grants
Advantages
Some grants come with a few strings attached and are a real bonus.
Winning a grant or an award often attracts publicity and other investors.
Successful completion of projects should make it easier to obtain other grants.
Grants for collaborative research can generate useful business partnerships.
Disadvantages
Considerable effort may be needed to complete some application forms.
The deadlines for some grant applications may not fit in with your project
timescale.
An unsatisfactory collaborative programme may bring more trouble than

it is worth.
The awarding body may want to steer the development in a different direction.
Business Angels
Advantages
Good business angels will bring both practical help as well as finance.
The level of investment is usually right for an early-stage start up business.
Satisfactory progress will often trigger further investment later.
The financial risk is shared with the business angel(s).
Disadvantages
It can take a considerable time to find an investor interested in your project.
Business angels will only invest if there is a good chance of a high reward.
A business angel may try to interfere with the direction of the business
development.
Without care a business angel may secure a disproportionately high

shareholding.
Venture Capital Funds
Advantages
Usually the best source of finance for medium/large investments (over

about 300k).
Businesses with good prospects will usually attract venture capital funds.
An experienced venture capital investor can assist with the business

development.
The financial risk is shared with the venture capital organisation(s).
Disadvantages
Venture capitalists are rarely interested in small investments with

early-stage companies.
The level of due diligence associated with obtaining venture capital

may be considerable.
Venture capitalists are very experienced at maximising the value

of their investment.
Some venture capitalists have a narrow business focus and an early

exit strategy.
Going Public
Advantages
Attractive for businesses with good growth prospects but insufficient

cash flow.
It enables the innovator/business to realise the value of intellectual

assets as cash.
Enhances awareness of innovation and provides added credibility.
Allows shares in company to be traded freely.
Disadvantages
Usually a major undertaking that requires a lot of management effort.
Cost of professional advisers and underwriters can be substantial.
Directors must disclose any information that could affect share price.
There is potential loss of control, if shareholders dont like the way the
company is run.
Risk that required funding will not be raised.
Public dissemination of information which may be useful to competitors,

suppliers and customers.
7. IP and Business - Glossary

of Terms
Assignment: A permanent transfer of ownership of an intellectual property right
(IPR), such as a patent, trade mark, design or copyright, from one party (the assignor)
to another party (the assignee). Consequently, the assignee becomes the new owner
of the IPR. IP assignments transfer the title of the IPR and therefore assignments
reflect an equivalent process for intangible assets as selling agreements do for
tangible assets.
Challenge: The fact that IPR has been registered does not mean that it is not open
to challenge. Whether or not the IPR is able to withstand any challenge will affect
its value.
Claim: This is the scope of the invention being protected and must properly describe
the invention.
Collaboration: Organisations may want to work together to develop new products

and services. This can be achieved by the licensor and licensee agreeing terms and
conditions by negotiating if IP may be licensed-out or licensed-in.
Confidentiality: If you disclose a patentable invention before you have applied for a
patent you may not be able to obtain a patent and your invention may be worthless.
Know-how which has not been kept confidential and which is available from other
sources will not be as valuable as know-how which you have kept confidential.
Copyright: Protects books, art, music, websites, photographs, software, databases,

films and print, radio and television broadcasts and promotional material.
Design: Protects the overall visual appearance of any industrial or handicraft item.
It is legally defined as being the appearance of the whole or parts of a product
resulting from the features of, in particular, the lines, contours, colours, shape,
texture or materials of the product or ornamentation. A design is automatically
protected for 10 years after the design was first sold or 15 years after it was created
whichever is earliest (unregistered design right). A design can also be registered
for better protection.
Economic life of the IPR: The economic life of IPRs is the period during which they
generate income. The economic life of IPR is rarely the same as its legal life, i.e. the
length of time for which the IPR exists.
Exclusivity: The IP owner or licensee is the only person or company permitted to

undertake certain activities.
Franchising: Franchising is a way of systematically sharing IP with others to

distribute goods or services; the franchisor owns the IP rights and the franchisee
pays a fee or regular royalties to use them. This is another form of licensing.
Infringement: An action that contravenes the rights granted to an IP owner or

licensee. Generally this involves using the IP right without permission.
Intangible Assets: An asset that is not physical in nature. Intellectual property (items
such as patents, trade marks, copyrights and designs), business methods, goodwill
and brand recognition are all common intangible assets in todays marketplace.
Intellectual Property: Any form of original creation of the mind. While an idea is not
intellectual property, the expression of that idea in, for example, a book or an
invention is. Intellectual property can be bought or sold.
Intellectual Property Rights (IPR): There are four main types of IP rights which you
can use to protect your inventions, brands or creations (patents, trade marks, designs
and copyright).
Know-how: Any form of technical information or assistance relating to the

manufacture or placing into operation of products. It also means any practical
knowledge, techniques, and skill that are required to achieve some practical end. It is
considered an intangible property in which rights may be bought and sold.
Licence Agreement: This defines the terms under which a resource or property, such
as patents, trade marks and copyright, are licensed by one party to another, either
without restriction or subject to a limitation on term.
Licensed-In: This is where a company wants to use another companys IP to develop

their own business and products.
Licensed-Out: This is where a company gives permission to another company or

organisation to use their IP in return for a reward, financial or other benefits in kind or
a combination of both.
Licensing: A licence gives permission to do something that, without the licence,

would be an infringement of IPRs. The person granting the licence is usually called
the licensor, and the person receiving the licence is usually called the licensee. (There
may be more than one licensor or more than one licensee in a licence agreement).
Licensing intellectual property is important to all sorts of businesses. Companies can
derive significant income from licensing and licensing can offer flexibility in the way a
business develops.
Non-Disclosure Agreement (NDA): This is a legally binding document which records

the conditions under which you disclose or share information in confidence. This
could be a document in its own right or be part of another agreement, i.e. an
employment contract. You should use an NDA if you are an inventor wishing to
discuss your patentable invention, before developing a new product with partners,
before getting backing; financial or business, prior to launching products or in your
employment contracts.
Non-exclusive Licence: Allows the licensor to grant further licences to new

licensees in the original licensees territory.
Novelty: You can only get a patent for an invention that is new.
Patents: Protect new inventions and cover how products work, what they do, how
they do it, what they are made of and how they are made.
Registered Design: Is a legal right which protects the overall visual appearance of a
product or a part of a product in the country or countries within which it is registered.
Registered Rights: IP rights that require a positive act from the owner to apply for
the right. These are patents and trade marks. This contrasts with automatic rights,
such as copyright. Designs can be registered or unregistered.
Renewed: Once a patent, trade mark or design is granted a renewal fee must be paid
for it to remain valid.
Searching: A means of checking databases to see if a patent, design or trade mark

pre-exists or if a similar right has been challenged in the past.
Sole Licence: Allows only the licensor and licensee to sell the licensed products in
the licensed territory.
Trade marks: A trade mark distinguishes the goods and services of one trade from
those of another. This could be for a business name, a product or a service. The trade
mark could be made up of words, logos or a combination of both and can even be
sound or action based. Many people refer to their trade mark as their brand or badge
of origin.
Trade secrets: Can be an important part of your business. The law of confidentiality
protects trade secrets. To keep trade secrets protected, you must establish that the
information is confidential, and ensure that anyone you tell about it signs a non-
disclosure agreement (NDA). If they then tell anyone about it, this is a breach of
confidence and you can take legal action against them.
8. Creative Finance Network

Glossary of Terms
Base Rate: The key interest rate set by the Bank of England. It is the overnight
interest rate that it charges to banks for lending to them. The base rate and
expectations about how the base rate will change in the future directly affect the
interest rates at which banks are willing to lend money in sterling.
Bill: A debt security - or more simply an IOU. It is very similar to a bond, but has a
maturity of less than one year when first issued.
Bond: A debt security, or more simply, an IOU. The bond states when a loan must be
repaid and what interest the borrower (issuer) must pay to the holder. They can be
issued by companies, banks or governments to raise money. Banks and investors
buy and trade bonds.
Business Angels: Business angels are individuals who make equity investments in
high-growth businesses. Some invest on their own, some as part of a syndicate.
Business Plan: This sets out what the business is about and its potential future. It is
important to include IP in a business plan in order to manage and protect IP from the
very beginning of a business, through to growth and expansion, to even exiting a
business. The inclusion of IP assets may increase the value of a business.
Capital: For investors, it refers to their stock of wealth, which can be put to work in
order to earn income. For companies, it typically refers to sources of financing such
as newly issued shares.
Capital Budgeting: Is the planning process used to determine whether an

organisations long term investments such as new products or research development
projects, are worth the funding of cash through the firms capitalization structure
(debt, equity or retained earnings). It is the process of allocating resources for major
capital or investment, expenditures.
Capital Gain: If you purchase 1,000 shares at 1 each and eventually sell them for
10 each, you have made a capital gain of 9,000.
Corporation Tax: Corporation tax is paid by UK companies on their profits.
Credit Rating: The assessment given to debts and borrowers by a ratings agency
according to their safety from an investment standpoint based on their
creditworthiness, or the ability of the company that is borrowing to repay. Ratings
range from AAA (strong credit position) down to D (very poor credit position and
probably not a good investment). Ratings of BBB or higher are considered
investment grade.
Crowdfunding: The practice of funding a project or venture by raising contributions

from a large number of people, typically via the internet.
Debt Factoring: Debt factoring involves selling invoices to a third party (a factor)
which pays an advance typically 85% on all approved invoices. The factor will
then work on behalf of the business managing the sales ledger and collecting
money owed by customers. Once a customer settles an invoice with the factor, the
factor will release the remaining balance less their fees.
Default: A default occurs when a borrower has broken the terms of a loan or other
debt, for example if a borrower misses a payment.
Derivative: Is a special type of contract that derives its value from the performance
of an underlying entity. This underlying entity can be an asset, index or interest rate
and is often called the underlying. Derivatives can be used for a number of
purposes, including insuring against price movements (hedging), increasing
exposure to price movements for speculation or getting access to otherwise hard
to trade assets or markets.
Discounted Cash Flow: This is a method of valuing a project, company or asset

using the concepts of the time value of money. All future cash flows are estimated
and discounted to give their present values, the sum of all future cash flows, both
incoming and outgoing is the net present value, which is taken as the value or price
of the cash flows in question.
Distress: A condition where a company cannot meet or has difficulty paying off its
financial obligations to its creditors. The chance of financial distress increases when
a firm has high fixed costs, illiquid assets, or revenues that are sensitive to economic
downturn. This may be followed by insolvency.
Dividends: An income payment by a company to its shareholders usually linked to

its profits.
Downturn: A negative change in the economy, such as from expansion to recession.
Equity: An ownership stake in the company. Unlike debt, the company does not have
to pay back the funders, who will generally acquire voting rights and expect
dividends. The main providers of equity finance for SMEs are venture capitalists
(VCs), business angels and (for start-ups) friends and family.
Exit: An exit is when either a company owner or investor sells their stake to another
investor, to another business or publicly in shares through the stock exchange or on
another public market.
Hedge Fund: A private investment fund which uses a range of sophisticated

strategies to maximise returns including hedging, leveraging and derivatives trading.
Hedging: This is the practice of using an investment in one market to offset and
balance against the risk by using an investment in another market.
Income: Money received, especially on a regular basis and based on an underlying

asset or continuing activity.
Insolvency: A situation in which the value of a borrowers assets is not enough to

repay all of its debts. If a borrower can be shown to be insolvent, it normally means
they can be declared bankrupt by a court.
Investment Trust: A company quoted on the stock exchange that exists only to
invest in other companies.
Invoice Discounting: Invoice discounting is similar to Debt Factoring in the way

money is drawn against invoices, but the business retains control over the
administration of the sales ledger. Discounters have strict requirements regarding the
quality of sales ledger systems and procedures.
Leveraged Buyout: The acquisition of a company using borrowed funds. The idea is
that the debt will be repaid by money raised from the acquired company.
Liquidity: How easy something is to convert into cash. Your current account, for
example, is more liquid than your house.
Match Funding: A stipulation set by financiers that recipients of a grant or loan must
themselves raise a certain percentage of the capital, generally a sum equal to that
being granted.
Maturity: The time period of an investment, at the end of which the finance will cease
to exist and is repaid with interest.
Money Markets: Global markets dealing in borrowing and lending on a

short-term basis.
Negative Equity: This is when the value of an asset used to secure a loan is less than
the outstanding balance on the loan.
Net Present Value: (see Discounted Cash Flow) This is a method of valuing a project,
company or asset using the concepts of the time value of money. All future cash
flows are estimated and discounted to give their present values, the sum of all future
cash flows, both incoming and outgoing is the net present value, which is taken as
the value or price of the cash flow in question.
Operating Profit/Loss: The profit or loss a company makes from its principal trading
activity and before any exceptional items are taken into account.
Private Equity Fund: An investment fund that specialises in buying up troubled or

undervalued companies, reorganising them, and then selling them off at a profit.
Retained earnings: This refers to the portion of net income of a business that is
retained by the business rather than distributed to shareholders as dividends.
Return on Investment (ROI): A performance measure used to evaluate the efficiency

of an investment or to compare the efficiency of a number of different investments. To
calculate ROI, the benefit (return) of an investment is divided by the cost of the
investment; the result is expressed as a percentage or a ratio.
Royalties: This is a usage-based payment made by one party (the licensee) to

another (the licensor) for the right to ongoing use of an asset, sometimes IP.
Royalties are typically agreed upon as a percentage of gross or net revenues derived
from the use of an asset or a fixed price per unit sold of an item.
Seed Funding: Sometimes known as seed money or seed fund, is a form of

securities offering in which an investor purchases part of a business. This is for very
early investment and is meant to support the business until it can generate case of
its own. Options for this type of funding include friends and family, angel funding
and crowdfunding.
Share Capital: This is the portion of a companys equity that has been obtained by
trading stock to a shareholder for cash.
Supplier Finance: Supplier finance or, as it is sometimes called, reverse factoring

is an option for businesses that regularly supply a far larger organisation. Once the
buyer has approved the invoice, the payment less a fee is made immediately
(and ahead of terms) by the financier. This allows the supplier to receive quick
payment while allowing the buyer to repay the financier according to the original
contract terms.
Tangible Assets: Things that provide security or some other value to their owner.
These are solid entities, such as a building, piece of machinery, that are often used as
security to secure a loan from a bank.
Toxic Debts: Debts that is very unlikely to be recovered from borrowers.

Venture Capital: Financial capital provided to early-stage, high-potential and growth

startup companies. The venture capital fund earns money by owning equity in the
companies it invests in.
Working Capital: A measure of a companys ability to make payments due in the

next 12 months. It is calculated as the difference between the companys current
assets (unsold inventories plus any cash expected to be received over the coming
year) minus its current liabilities (what the company owes over the same period).
A healthy company should have a positive working capital. A company with negative
working capital can experience cash flow problems.
Yield: The return to an investor from buying a bond implied by the bonds current
market price. It also indicates the current cost of borrowing in the market for the
bond issuer.
9. IP Asset Checklist
This checklist has been devised to help you realise your IP assets and the benefits they bring to your business during any discussions you may have with potential
lenders.
Each column in the following table has been cross-referenced back to a particular section of the IP Management and Commercialisation strategy on page 5 to help you
complete it.
Description of Type of IP Right Do you own the Is it UK/EU Is the IPR New Registration Is the IPR Licensed in/ Any buy-in of
Asset: {Ref 3} IPR? Wide? or modification Fee Status subject to any out? other IPR to
{Ref 3} {Ref 3} of an existing {Ref 3} legal disputes {Ref 5} take this
IPR? {Ref 3} {Ref 4} forward?
{Ref 5}
Description of What benefits Can the IP be Is there any other Do you have What is the size What is the value What is the life
Asset: does the IPR enhanced to gain use for the IP to historic revenue? of the potential of the potential cycle of the
bring to your funding? {Ref 1} generate funding? {Ref 2} market? market? product?
business? {Ref 1} {Ref 2} {Ref 2} {Ref 6}
{Ref 1}
IPR Valuation Checklist

The following IPR Valuation Checklist sets out some of the factors you need to take into account when valuing IPRs. It has been designed to help you analyse whether
you are in a strong or weak bargaining position and to consider how you might improve your position. To help with completion, the questions in the first column have
been cross-referenced to parts of the valuing your Intellectual Property Guidance on page 9. Feel free to add more factors to the checklist. You should answer each
question in the second column. Some of the questions may not be relevant to you or to the IPR. Please ignore those. The final column is for suggestions as to how you
might improve your position.
The IPRs: The parties:
The proposed transaction: Business:
Bank:
QUESTION ANSWER Possible steps to be taken to improve the position
What benefits does the IPR bring to your business?
a) Does the IPR allow your business to:
Generate current revenues?
Generate future revenues?
Create, maintain or increase cash flow?
Increase sales?
Price your products at a premium?
Reduce production costs?
Increase the speed of production?
Improve the quality of your products?
Create customer following?
Avoid or reduce development costs?

What benefits does the IPR bring to your business?
Increase or maintain market share by

creating a barrier to competition?
Can the IP be enhanced to gain funding?
Is there any other use for the IP to

generate income?
If your business has existing licences, what benefits do they bring?
Do they generate revenue?
How much?
Are the terms of those licences

commercially sound?
Are they exclusive/non-exclusive?
What are the threats?
Can they support the application for

finance?
The Nature and Strength of the IP
Is the IP in the early stages of development/close

to market/on the market?
Does the IP give the owner a monopoly, (as with

patents, trade marks and registered designs)
rather than just a right to prevent copying?
Does the IPR give the owner a wide monopoly?
Is the IP new, or a modification of existing IPR?
If it is a modification, is it vital to the operation of

the product?
Is the IPR dependent on

earlier IPR?
Has the IP been kept confidential?
Does the business own the IP?
Does the business have the right to license the

IP?
If the IPR can be registered, has it been
registered? (Ask this question for each relevant
territory)
If the IPR is registered, will it
expire soon?
If it is about to expire, can it
be renewed?
Is the IPR likely to be challenged?
If it is likely to be challenged, can it be easily

defended?
Does the business have sufficient resources to

resist any challenge?
Can competitors design around

the IP?
Is the IPR the subject of a
legal dispute?
If the IPR is infringed, will it be difficult or
expensive to stop Example: Consider obtaining insurance cover
the infringement?
The Potential Market
Is there a market for the products protected by

the IPRs?
What is the products unique

selling point?
What is the nature of the market?
What is the size of the market?
What is the value of the market?
Where is the market?
How much are customers prepared to pay?

What is the potential market share?
Does the business have skills, technology,

geographic or market presence or financial
resources to get the product to market?
Will the business have to buy-in expertise or

other IPR in order to get the product to market?
Does the business have access

to funding?
What is the life cycle of
the product?
The Competition
Does the IPR create a barrier for competitors?
Can competitors easily work round the IPR?
How long will it take to work round the IPR?
How much might it cost to work round the IPR?
How much interest is there in the product from

competitors?
Further Development and Investment
How much will the business have to spend before

the product is ready for market and
attracting customers?
How long will it take to be ready for market and

to attract customers?
What are the risks of the development not being

successful?
What are the risks of competitors getting to

market first?
The Economic Life of the IPRs
How likely is it that technological change will

make the product obsolete?
How likely are changes in legislation which will

make the product obsolete?
Are production costs likely to increase

substantially?
For how long might market
share increase?
Financial Information
Can the existing business support the level of

lending?
Where will the money be spent?

Acknowledgements
Special thanks to:
Creative Finance Network for kind permission to use their Glossary of Terms.
Eileen Modral, Oxford Innovation Ltd for providing the information for Making the
right choice which was taken from A Guide to Funding Innovation, compiled by
Oxford Innovation Ltd, copyright 2013 & 2014 Oxford Innovation Ltd.
Charles Kerrigan, Olswang LLP for providing information that helped in the
production of the IP Asset Checklist.
External stakeholders, who gave up their time to be members of the Banking on

IP Working Group and contributed advice and feedback that helped to produce
the toolkit.
Sources of further information

What is IP: https://www.gov.uk/government/organisations/intellectual-property-office
IP Advice: https://www.gov.uk/seeking-intellectual-property-advice
IP for Business: https://www.gov.uk/government/publications/intellectual-property-

for-business
IP for Business: advisors and support:
https://www.gov.uk/government/publications/ip-for-business-advisers-and-support
Advice on licensing: https://www.gov.uk/licensing-intellectual-property
Advice on valuing your IP: https://www.gov.uk/valuing-your-intellectual-property
Advice on funding:
http://www.ipfinance.blogspot.com
www.cbi.org.uk
www.british-business-bank.co.uk
www.gov.uk
www.creativefinancenetwork.co.uk
www.greatbusiness.gov.uk
www.mewe360.com
www.capitalforenterprise.gov.uk
www.seiswindow.org.uk
www.innovateuk.org
www.businessgrowthfund.co.uk
www.venturecentral.co.uk
www.startups.co.uk/raising-finance
Concept House
Cardiff Road
Newport
NP10 8QQ
Tel: 0300 300 2000

Fax: 01633 817 777
www.gov.uk/ipo
For copies in alternative formats please

contact our Information Centre.
When you no longer need this booklet,

please recycle it.
Crown copyright, 2015
This document is free for re-use under the terms of the

Open Government Licence.
DPS-002371/Aug 15

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IP Finance Toolkit

Intellectual Property Office is an operating name of the Patent Office

One of those actions was the development of tools or a framework to support a

Help lenders and businesses talk the same language;

Encourage and guide businesses to document their IP assets ahead of any

Help businesses to develop more effective IP management and

Raise awareness of the wide variety of finance options available for

2. Bank/financial institution approached by IP-rich Businesses........................... 4

3. IP Management and Commercialisation Strategy.............................................. 5

4. Valuing your Intellectual Property........................................................................ 9

5. Funding Available for IP-Rich Businesses........................................................ 13

6. Making the right choice...................................................................................... 22

7. IP and Business - Glossary of Terms................................................................. 25

8. Creative Finance Network Glossary of Terms................................................ 28

10. IPR Valuation Checklist ..................................................................................... 34

1. Businesses looking for finance

Seek further advice

Too much jargon?

Have you been asked

Ask the business to Do you have a clear

Management and Do you understand

Explain other options.

An effective IP Management and Commercialisation strategy will help a business

It should include an overview of the business, breakdown of IP relevant to the

The development of an IP Management and Commercialisation Strategy is an

Identify if and where the IP could be enhanced to support income/funding;

Identify if there is any other use for the IP to generate income/funding;

Identify potential weaknesses and threats which might impact on the

Any potential strategy should include:-

1. The business context

hh Also include basic company information, such as:-

Date established, nature of business;

Company structure, biography of management (potential lenders find it useful

2. Type of IP Right (UK and International) {Ref 1 & 2}

hh Identify IP assets including IP rights held within the business on a UK and

Granted patents and pending patent applications;

Registered trade marks and trade mark applications;

Registered designs and design applications;

Unregistered trade mark rights;

Unregistered trade mark rights, including trading names and branding;

Potentially patentable inventions;

Potentially registrable trade marks;

Potentially registrable designs;

Other forms of confidential information, including trade secrets and other

(Unregistered) design rights;

Potential sources of copyright (e.g. databases, websites, promotional

IP-relevant contracts (e.g. licences, franchises, joint venture agreements,

Known or likely sources of other IP rights, e.g. database rights, semiconductor

3. IP Risks including third party threats {Ref 3, 4 & 5}

Third party IPRs (that may impact on your own IP rights);

Ownership issues surrounding the IPRs identified in (2) above;

Infringements of those rights;

Trade mark non-use issues;

Competition and potential acquirers of IP.

Potential benefits licensing could bring to your business;

Will enforcing or defending the right including through litigation be the

5. IP management {Ref 7 & 8}

Use of confidentiality (non-disclosure) agreements;

Ownership safeguards, in particular contractual terms in agreements with

Capturing and recording know-how and other confidential information;