ICM Advisors. Competitive Technology Intelligence. ICM International. Objectives, features and set-up process INTELLECTUAL CAPITAL MANAGEMENT

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2 represents the access to structured and updated insights and foresights on markets, competition, technology trends, patents and best practices What is? Information by itself is not : it is an essential input for but it must be analyzed to produce findings. Intelligence is the process that transforms raw information in the strategic insights for the company to support strategic decisions. Raw data Knowledge Insight Foresight/ Decision Competitive technology supports the critical decisions in every business process inside a company. In particular, the (CTI) represents the access to structured and updated insights and foresights on markets, competition, technology trends, patents and best practices: it is essential to support the critical business decisions such as strategic development and investments allocation. Finding, selecting, organizing, monitoring, assessing, synthetizing and packaging information into actionable knowledge is a complex process requiring significant technical, analytical, business skills and structured information bases and tools. has specific features: it is focused because it addresses specific needs or questions of the organizations; it is analytical since it has been processed, synthetized and interpreted; it is actionable because it enables to take decisions for doing business. Example of Competitive Technology Intelligence Needs Assessing competitors technology positions and strategies Identifying & Monitoring technology/ip gaps in strategic markets Performing M&A IP due diligence Identifying targets for potential licensing/jv/m&a Determining R&D investment strategies Identifying technology trajectories Monitoring IP litigation risk IP benchmarking and portfolio assessment objectives and features Demand for is increasing among large companies, SMEs, research centres, investors, and also institutions that need to understand the technological scenario and competitive landscape in order to improve their strategic planning and decision processes. In last 20 years increased its importance in big companies around the world: global business software in 2007 was estimated in 5.1 billion $, 9.3 in 2009 and 12.2 in Competitive technology supports the critical decisions in every business process inside a company: business objectives on technology and patent portfolio must define perimeter, type of analysis and granularity of the project. Main Competitive technology objectives are: Awareness Operative decision making Strategic planning CTI provides awareness and early warning to deliver regular updates & alerts for upcoming external events or Threats/Opportunities CTI Supports tactical and operational decision process with availability of updated, clear, focused information on time for: Development of new products Due diligence for extraordinary transactions R&D Strategy Investment Allocation Selection of technology partners and market Commercial strategy CTI supports strategic planning with assessments and forecasts: Competitive positioning & strategy development Strategic and technology program plans

3 The critical issue is not information availability but understanding how the various bits of technical, patent and market information fit together, and what they mean for the organization alerts organizations to opportunities and threats arising from emerging technologies that could be critical to the competitive position. It analyzes changes in competitors' technologies and business strategies, trends in the industry as a whole, as well as analysis of changing expectations among markets and customers. The critical issue is not information availability but understanding how the various bits of technical, patent and market information fit together, and what they mean for the organization. Example of Competitive Technical Intelligence Services Patent landscape Patent positioning and comparative portfolio analysis Competitor monitoring and benchmarking Technology monitoring Target Identification for technology transaction Technology transaction landscape analysis Technology scouting is usually an ongoing operation, keeping organizations up to date with all the critical factors that affect business Which are main market drivers? And main trends? Which are high value market segments? In which segments are investments profitable? In which countries? How to identify best investment opportunities? Who are the most dangerous competitors? Database Analytic Tools IP Management System Awareness & early warning Market Patent Patent Competitor Who are the main competitors for the company? What is their innovation strategy? Technology Which are main trends and competitors in strategic technology areas? In which technologies and markets are competitors patenting? 80 millions patents Intelligence Process Tactical and operational decision Expertise Strategic planning Which are the emerging technological trajectories? What is patent activity background on selected technologies? Which are the most promising technological applications? In which areas to focus investment and resources? How to monitor and reduce technology and IP risk? How to leverage and exploit technology and IP assets to increase value? In particular, patent documents are a prodigious source of technical and business information to analyse the competitive landscape and new technological trends. With patent it is possible to transform raw and complex patent data into strategic insights to support decision making in companies. process Unlike market and technology surveys, is usually an ongoing operation, keeping organizations up to date with all the critical factors that affect the business. It provides the "heads up" that allows companies to anticipate problems and opportunities rather than simply reacting to them after you have been blindsided. Thus knowing where the company is in the industry and what the industry trends are, is an important aspect of strategic planning for what regard technology and IP decisions.

4 Innovation is a dynamic activity by definition. It is necessary to pay attention to state of the art changes continuously not to be outperformed by competitors. A structured process looks at the market in which the company is in, at the competitive environment and technologies involved. Furthermore innovation is a dynamic activity by definition. It is necessary to pay attention to the state of the art that changes continuously not to be outperformed by competitors. IPC B29B17/02 - Technology Development Early stage 1987/ Strong growth Phase of maturity This deep comprehension of the context is a fundamental enabler for strategic decisions about technology and IP development. A technology is not a competitive weapon per se: it could become effective if it is superior (gives advantages in terms of efficiency, costs, speed, ) than competitors technologies. The more correct way to look at own technology state is to compare it to competitors ones. Once these issues are completed, the company can go further towards the optimization of own technology. Setting a complete and recurrent process inside a company/organization is a complex activity, made of different input and operations. There are different data sources, databases, analytic and statistical tools, and the role of dedicated systems is critical in order to manage a huge amount of information and to elaborate, synthetize and disseminate them to the involved stakeholders. Competitive technology needs four phases in order to be effective: 1. Planning & directions: should be planned in advanced keeping in mind what are the business objectives and priorities that need to be accomplished. 2. Data collection: the information availability is very high but a good activity cares about its relevance. 3. Analysis and Synthesis: raw data are analyzed, represented in known models, structured, transformed in strategic messages for the management. 4. Dissemination: has to reach the right people in the right moment: it has to be updated, quickly and easily available. So, in order to be able to make right decisions at the right time, the management should give importance to external environment, from a competitive and technological point of view: for this reason competitive technology is a fundamental enabler for making right and sound strategic decisions. WIPO Totale Perc Descrizione Sub-class WIPO field IPC4 Sector MICRO-ORGANISMS OR ENZYMES; COMPOSITIONS THEREOF; PROPAGATING, PRESERVING, OR ,2% Biotechnology Chemistry C12N MAINTAINING MICRO-ORGANISMS; MUTATION OR GENETIC ENGINEERING; CULTURE MEDIA ,3% PEPTIDES Biotechnology Chemistry C07K PREPARATIONS FOR MEDICAL, DENTAL, ,0% Pharmaceuticals Chemistry A61K OR TOILET PURPOSES MEASURING OR TESTING PROCESSES INVOLVING ENZYMES OR MICRO- ORGANISMS; COMPOSITIONS OR TEST PAPERS THEREFOR; PROCESSES OF ,3% Biotechnology Chemistry C12Q PREPARING SUCH COMPOSITIONS; CONDITION-RESPONSIVE CONTROL IN MICROBIOLOGICAL OR ENZYMOLOGICAL PROCESSES INVESTIGATING OR ANALYSING Instrument ,5% MATERIALS BY DETERMINING THEIR Measurement G01N s CHEMICAL OR PHYSICAL PROPERTIES

5 and ICM Advisors Profile is a leading European professional and industrial services network specialized in valuation, valorization, finance of intangible assets, in research & competitive and in innovation & technology transfer. The group is organized in three business units: Valuation & Strategy Advisory ICM Advisors Research & Competitive Intelligence ICM Research Innovation & Technology Transfer ICM Industrial ICM is a founding member of IPT Alliance, with Avenium Consulting SA (France - Subsidiary of CEA Commissariat à l'energie Atomique et aux énergies alternatives) and Patev Associates GmbH (Germany). IPT Alliance is the European leader in Intellectual Property Management and in Technology Transfer with a track record of references in many industrial sectors is present In Italy since 2003 with a leadership position in the valuation of intangible assets and intellectual property focusing primarily on SMEs in various industries of Made In Italy. The group operates in 6 countries with a staff of 150 professionals. The headquarter is based in Geneva. Via Monte di Pietà, Milano - Italy Phone: Fax ICM Advisors is the business unit of valuation and strategic services of. The company has a strong specialization in industrial and financial management of intangible assets supported by valuation methodologies recognized by financial community and combined with proprietary methodologies at the state-of- the art of the best international practices. ICM Advisors is the first European company that provides integrated professional services with industrial and financial solutions that use intangible assets as collateral. In Italy ICM Advisors is a leader in the valuation of intangible assets (brand, know-how, patents...) with more than 700 valuations carried out for SMEs and mid-corporate typical of Made In Italy. The high seniority of its advisors with international experience in many industries and with multidisciplinary skills such as marketing, technology, business strategy, economic-financial valuation, corporate finance and development of international markets enables comprehensive valuation of the company the potential of the intangible heritage. The company has a database of financial, industry, marketing and technology managed and organized by ICM Research business unit of equity research and competitive. ICM Advisors counts among its customers major businesses, SMEs, financial institutions and associations / industrial sectors, in both B2B and B2C sectors, which have chosen for its expertise, its innovative services, its advanced research units, the high quality of service and a specific approach for SMEs. 18, Avenue Louis Casaï 1209 Geneva Switzerland Phone: Fax: International offices: Geneva Grenoble Paris Karlsruhe Düsseldorf Munich Turin Milan Vicenza icmadvisors@icmadvisors.com Web Site: