Distribution of the Revenue Share in collaborative R&D projects
The evolution of the technology market and the reality of increasingly specialized knowledge in technical areas have meant that companies' R&D / R & D development strategies are increasingly based on collaboration.
A collaboration necessary to overcome investment volume barriers, which may make it impossible for a single agent to be financially capable of tackling a project, or technological barriers, in cases where a company cannot have all the technological knowledge to extract an innovation. By herself.
When several parties come together to carry out a project, it is advisable to establish a regulatory framework for how this relationship will work. Usually, this framework takes the form of an agreement between the parties and contemplates both how the project is going to be organized internally, who is going to coordinate it, what activities each part of the team is going to be responsible for, and of course, how they are going to be distributed. the future benefits of research, the so-called revenue share.
At a theoretical level, there are different alternatives for calculating the distribution of benefits, which in practice are used as mathematical bases on which to establish a negotiation. Said calculation methods usually contemplate the initial investment made by some of the participants, since it is not the same to start from scratch in a project as to take advantage of the development provided by any of the participants, the volume of work and / or investment that they will contribute. each of the participants during the project, and sometimes a percentage linked to the success of the marketing is also contemplated.
In general lines, and without trying to point out a reference equation, a scheme could be the following: (Initial investment + Resources dedicated to the project) / (Total investment of the project - commercial success commission).
However, in this simple method of calculation some important variables are left aside, since it is not the same to establish a distribution system in a commercial negotiation, or what is the same, when we are selling a product to the client, than when it comes of a collaborative project in which the effective participation of the parties is strategic in terms of achieving a competitive product.
For this reason, it is important to note that when creating a comfortable framework for different partners, it is necessary to consider team and project management techniques that are usually not involved in the negotiation and not lose sight of a number of points:
- The more transparency there is in the negotiation between the parties, the more likely we are to succeed in reaching a satisfactory agreement. It is recommended that in such an agreement no one hides their interests, since they are probably compatible with those of the rest of the consortium. Be clear and simple, so as not to invite misinterpretations or generate mistrust between the parties. Transparency is very important because in many cases the partners who commit to collaborating have never previously worked together. Not everything is money, and less when talking of sales expectations, that is, hypothetical money.Trying to obtain the maximum economic rights over future results at the expense of the benefits of the rest of the participants is a position that may harm the future involvement of the parties in the project. There must be a compensated distribution system in which the different partners are Satisfied with their expectations for the future. Creating a consortium is like creating a company with a specific objective, and therefore it must be managed with the same policies, but with the inherent restrictions of not having a single boss, but having to establish a management system. and conflict resolution between the parties. When working with public entities that receive non-refundable subsidies for collaborating in projects of this type,These must take into account in the distribution that private companies usually receive aid in the form of a loan. At this point, it is important that public entities recognize the risk-taking of private companies in the distribution. It is common for this type of consortium, especially when it comes to using public aid, to work with an administrative management organization of the AIDS. It is important that this service provider, no matter how much previous relationship it had, does not position itself with any particular partner, but rather manages the project with a global vision. of agreements without haste, since the chronometer pressure can lead us to make a bad decision.It is important that public entities recognize the risk-taking of private companies in the distribution. It is common for this type of consortium, especially when it comes to using public aid, to work with an organization for the administrative management of aid. It is important that this service provider, no matter how much previous relationship it had, does not position itself with any particular partner, but rather manages the project with a global vision. of agreements without haste, since the chronometer pressure can lead us to make a bad decision.It is important that public entities recognize the risk-taking of private companies in the distribution. It is common for this type of consortium, especially when it comes to using public aid, to work with an organization for the administrative management of aid. It is important that this service provider, no matter how much previous relationship it had, does not position itself with any particular partner, but rather manages the project with a global vision. Finally, advise that it is convenient to measure the times very well and carry out all this type of agreements without haste, since the stopwatch pressure can lead us to make a bad decision.work with an organization for administrative aid management. It is important that this service provider, no matter how much previous relationship it had, does not position itself with any particular partner, but rather manages the project with a global vision. of agreements without haste, since the chronometer pressure can lead us to make a bad decision.work with an administrative management organization for aid. It is important that this service provider, no matter how much previous relationship it had, does not position itself with any particular partner, but rather manages the project with a global vision. of agreements without haste, since the chronometer pressure can lead us to make a bad decision.since the stopwatch pressure can lead us to make a bad decision.since the stopwatch pressure can lead us to make a bad decision.
