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8/6/2019 Nanobatt Biz Plan
1/20
MPS 812 Business Plan
Contents
1. Executive Summary
2. Problem & Opportunity
3. Our Products
4. Management Team
5. Route to Market
6. Business Strategy
7. Financials
8. Exit Strategy
1. Executive Summary
1.1 Introduction of Company and Type of Business
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1.2 Problem & Opportunity
1.3 Our Products
1.4 Management Team
1.5 Route to Market
1.6 Business Strategy
1.7 Financials
1.8 Exit Strategy
2. Problem and Opportunity
Battery life is a major limitation in most portable electronic devices. A typical cellphones battery
can last around 4 hours of talktime[1], while a typical laptop battery can last around 6 hours
when the laptop is running applications without power-saving mode[2]. This would be a problem
when using such mobile devices in areas where there are no easily accessible power supplies such
as rural regions. Even in urban areas, it can prove to be quite a hassle to lug a charger around
and having to search for a spot with power socket when using laptops outdoors. In light of theever-growing usage of mobile devices, there is need for batteries which can last much longer
than current ones. Nevertheless, lithium-ion battery technology is reaching a plateau in terms of
increasing battery storage capacity while mobile electronic devices are becoming increasingly
energy intensive. As such, new technologies have to be utilized to solve this problem. Also the
market size for mobile electronic products is projected to continue increasing, ensuring a steady
demand for longer-lasting batteries.
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3. Products
3.1 Technology
We are using patented nanotechnology. Years of research and development at the Massachusetts
Institute of Technology have culminated in our NanoBatt super-capacitor batteries which can lastup to 600 times longer than conventional chemical batteries, store much more energy per unit
weight and be charged almost instantaneously.
Our batteries are created using revolutionary techniques to deposit millions of carbon nanotubes
filaments, which are tiny carbon threads as thin as 1/50000 of a human hair, on the capacitor
electrodes. Since the storage ability of a capacitor depends on the size of its surface area, the use
of such nanotubes filaments vastly increases the effective surface area and increases its energy
storage density to levels exceeding that of traditional batteries.
Our NanoBatt batteries can last up to 800 times longer than conventional chemical batteries,
store much more energy per unit weight and be charged almost instantaneously. NanoBattbatteries have the potential to supplant conventional lithium-ion batteries in energy-intensive
portable electronic devices such as mobile phones and laptops. Other possible applications of our
technology include powering electric cars, autonomous robots and spacecraft equipment.
Moreover, nanotube production technology has come a long way since its infancy. Since 2000,
the production cost of high-grade single-walled nanotubes has fallen from US$1500 per gram to
US$100 per gram. Our product, however, requires only short segments of filaments which are
even cheaper still at US$50 per gram. This price tag is expected to continue falling.
3.2 Current Products
We currently have two types of products cellphones batteries and laptop batteries. We have Li-
Ion batteries for all models of major cellphones brands such as Nokia, Apple, Sony Ericsson and
Blackberry, as well as for all models of laptop batteries such as HP, Fujitsu, Acer, Apple.
3.3 Comparisons with other products
Table 1: Specifications of several popular lithium-ion batteries and Nanobatt battery for
cellphoness
Brand A B C NanoBatt
Battery life (talktime) 4 hours 5.5 hours 4.5 hours 500 hours
Weight 50g 75g 60g 60g
Time required for full
charge
3 hours 4 hours 4 hours Less than 1 sec
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Lifespan (number of
charging cycles)
900 800 700 600 000
Specific energy density
(Wh/kg)
150 220 200 23 000
Temperature
dependency
Moderate High Moderate Very Low
Production cost (US$) $4 $4.5 $5 $10
The talktime of Nanobatts are 100 longer than that of current batteries used in cellphones. With
a typical 3 days recharging once scenario, Nanobatts are able to last 300 days without recharging
with one and half hour of talktime each day. This could save a lot of hassle espcially for busy
always on the move cellphoness and laptops users because recharging batteries with Nanobatt is
as simple as connecting the cellphoness to the power source and disconnecting again.
4. Management Team
Co-founders: Goh Woon Peng, Ong Wei Guang, Chan Eng Aik, Chin Xin Yu, Lim Kuo Hou,
Ridwan Salim Sanad
At present, we do not have any CEO and CFO yet as none of the co-founders possess the
necessary experience and expertise for these positions.
Chief Executive Officer: We will find someone with the relevant expertise to steer our
company, preferably a former CEO of a Fortune 500 company. Since we are a new start-up
company, we will look for someone who is willing and has the experience to take on multiple
roles initally. He should have relevant expertises in operations management, marketing, forming
the overall strategy, financing, creation of company culture, building of senior management
team, human resources, compliance with safety regulations.
Chief Financial Officer: We will hire someone with relevant financial training to assume to role
of CFO. He should have the expertise to ensure there is strict adherence to the budget of the
company. He should also be able to devise real time auditing tools that could identify and report
the financial happenings and potential problems area of activity to the management timely andaccurately.
Chief Technology Officer: Professor Riccardo Signorelli
Prof Riccardo Signorelli from MIT has extensive research experience dealing with
nanotechnology, especially in nanotube fabrication. He is also responsible for overseeing the
development of NanoBatts technology and is our mentor.
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Technical Advisors: Joel Schindall, John Kassakian
Prof Joel and Prof John from MIT were also involved in the development of NanoBatts
technology. As such, we shall appoint them as our technical advisors.
5. Route to Market
5.1 Market Size
The market for possible applications for NanoBatt overlaps almost all devices that require a use
of a battery. However, we identified the cellphones battery market and the laptops battery market
as the best candidates with sufficient market size and demand for high performance batteries.
Cell phone sales in first quarter of 2009 was at 269.1 million units. Based on this data, we can
expect that annual sales of ~1.1 billion units. This figure should continue to increase at a rate of
7% to 9% per year in the near future. Since the volume of aftermarket battery sales is far
overshadowed by the sales to the OEM, we assume that the volumetric sales of cellphone
batteries to be closely tagged to the sales of cellphones. Given the current market price of
US$2.70 per unit for basic models of cell phone batteries, the market size for all cell phone
batteries is estimated at US$2.97 billion.
Statistics show that in 2009 cellphones sales took a 13.4% share in units sold. This value was
only 10.8% a year ago. Based on this trend, the share of cellphones sales may reach 18% in 2011
with 200 million units sold and reach 22% in 2012 at 250 million units. Typically, the unit cost
for a cellphones battery is considerably higher at US$5 which reflects that the market size for
cellphones batteries is valued at US$1-1.25 billion.
Our other focus is on the laptop battery market. In 2010, laptops sales is forecasted at 169.8
million units and the predicted to grow at about 10% each year to reach 264.0 million units by
2014. Again, we assume that the sales of laptops to be directly correlated to the sales in itsbatteries. Currently, unit costs for laptop batteries range from US$15 to US$25, indicating a
market size of US$3.4 billion now.
In all, the present total market size for cellphone batteries and laptop batteries is valued at
US$4.4 billion. This represents the the markets with the best potential for the application of
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NanoBatt. With decreasing costs as the technology matures, the potential future market may be
as large as US$8.3 billion.
5.2 Potential Customers
Our primary customers will be the Original Equipment Manufacturers (OEMs) of cellphones
(eg. Nokia, Google, Motorola, etc.) and laptops (eg. Alienware, Sony, Toshiba etc.).
5.3 Market Growth
The existing large market of high energy consumption laptops and cellphones and their rapid
market growth predicted in next two years underpins our potential to establish a considerable
market share in laptops and cellphones battery market.
We will license our products to the leading laptops and cellphones OEMs mentioned above.
Initially our batteries will be used in the launch of their new series of product for market test-
runs. Licensees that see outweighing benefits using our batteries in the initial market test-runs
will use our batteries as the new standard in all their future products. In this way, we will
successfully retain the two leading laptops and cellphones manufacturers as our long-term
customers which ensures a stable source of income in the near future. By penetrating the market
of the leading manufacturers first, we hope our batteries would become the new standard for
laptops and cellphones market quickly in three to four years time.
5.4 Marketing Approach
We will hold a booth in International Consumer Electronics Show 2011 and International CTIA
wireless trade show 2011 in Las Vegas. By paricipating in the world's largest consumer
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technology trade shows, we could publicize our products to the leading OEMs of laptops and
cellphones (eg. Nokia, Google, Motorola, etc for cellphones and eg. Alienware, Sony, Toshiba
etc for laptops.). . Brochures with comparison of performance between our products and other
rechargable batteries will be distributed to laptops and cellphones manufacturers in the
tradeshow.
Apart from that, we will also make use of the connections of our CEO, industrial connections of
NTU as well as that of MIT through our CTO to kick start our business relationship with
potential licensees quickly.
After the licensing deal is struck with our licensees, feedback of our products from our licensee
will be channeled to our R&D department for to finetune our products research according to the
changing needs of our licensees. In this way, we can ensure a continual lasting relationship withour licensee by continually inventing better products that fit the needs of the cellphones and
laptops manufacturers.
5.5 Competitors and substitutes
Listed below are companies that are potential competitiors:
Mphase
Technologies
Battery with chemicals isolated from electrode by
"nanograss" when the battery is not in useVery long shelf life
AltairnanoLithium-ion battery with the anode composed of lithium
titanate spindel nanoparticles
Higher power, quicker recharge, less
combustible than standard lithium-ion
batteries
NaoexaLithium-ion battery using nanocomposite electrodes using
technology developed at Argonne National Laboratory
Higher power, less combustible than
standard lithium-ion batteries
EcoloCapSolutions
Lead acid batteries using nanotube coatedelectrodes
Increased energy density at a lowercost that Li-ion batteries
ZpowerSilver-zinc battery using nanoparticles in the silver
cathodeHigher power density, low combustibility
NexeonStructured silicon anodes for use in lithium-ion
batteries
Higher power density, low
combustibility
NanoAmorNanotube based additive for use in lithium-ion
electrodes
http://www.mphasetech.com/nanotechnology.htmlhttp://www.mphasetech.com/nanotechnology.htmlhttp://www.altairnano.com/profiles/investor/fullpage.asp?f=1&BzID=546&to=cp&Nav=0&LangID=1&s=0&ID=10701http://www.nanoexa.com/lithium.htmlhttp://www.ecolocap.com/site/en/mbt-cnt-battery.htmlhttp://www.ecolocap.com/site/en/mbt-cnt-battery.htmlhttp://www.zmp.com/http://www.nexeon.co.uk/technologyhttp://www.nanoamor.com/inc/sdetail/23347http://www.nanoamor.com/inc/sdetail/23347http://www.nexeon.co.uk/technologyhttp://www.zmp.com/http://www.ecolocap.com/site/en/mbt-cnt-battery.htmlhttp://www.ecolocap.com/site/en/mbt-cnt-battery.htmlhttp://www.nanoexa.com/lithium.htmlhttp://www.altairnano.com/profiles/investor/fullpage.asp?f=1&BzID=546&to=cp&Nav=0&LangID=1&s=0&ID=10701http://www.mphasetech.com/nanotechnology.htmlhttp://www.mphasetech.com/nanotechnology.html8/6/2019 Nanobatt Biz Plan
8/20
At the moment, our concept of a capacitor-based battery unique in the market. Our most
immediate competitors offer nanotechnology-enhanced lithium-ion batteries which are
evolutionary improvements over traditional lithium ion batteries. These batteries would possibly
be able to reuse much of current technology and manufacturing processes and thus be cheaperthan our product. However, we still hold a fundamental advantage in the charging speed and
longevity of capacitors over chemical batteries. Furthermore, we designed our product to be
completely compatible with devices that operate on traditional batteries, there will be no
requirement for any redesign of their devices to optimize performance with NanoBatt. Therefore,
we expect we have the superior advantage in terms performance over our competitors. Our main
challenges will instead be our smaller financial base compared to our competitors and potential
attempts by our competitors to block our products in the market by using their financial clouts.
Technological Position
We aim to quickly obtain patents in major markets such as the United States, China, Europe,
India and South-east Asia to establish a barrier to entry to prevent copycat competitors.
Moreover, we will engage in continous research and development in the derivatives and
improvements of our technology. Details of the technical approach will only be revealed to our
outsourced manufacturers after signing a confidentiality agreement with NanoBatt.
Substitutes
In the long term, there are a few battery technologies being developed which can potentially
displace current battery technology.
Lithium-Polymer batteries have been well studied and researched on. These batteries are highly
mouldable and have high energy capacity but degrade more rapidly and are more expensive than
current lithium-ion batteries. They are yet to be widely used in the industry but this trend is
changing with the introduction of Li-Po batteries into popular devices like the MacBook and
Amazon Kindle.
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Fuel cells promises extremely high energy density. Now, they are most frequently used in large
scale applications like in vehicles where the need to store alot of energy is imperative. They can
be potentially used on laptops and cellphoness but at current prices it would be prohibitive.
However, it can occupy a niche market for users who demand >100 hr battery life.
http://www.gizmag.com/lithium-ion-battery-breakthrough-mit/11244/
Competitors:
http://www.understandingnano.com/batteries.html
Substitutes Li-Po batt, Improvement on Li-ion,Fuel Cells
6. Business Strategy
NanoBatts business model involves the designing and licensing of IP based on our proprietary
batteries rather than the manufacturing and selling of actual batteries. We aim to license IP to a
network of partner companies, and in particular we are targeting the world's leading cellphones
and laptop companies. These companies will incorporate NanoBatt batteries in their products,
paying NanoBatt royalty on every battery produced. This will constitute our main revenue
stream. Our key focus and competency lies in research and development.
original equipment manufacturers (OEMs) with the requisite nanotube fabrication facilities for
the production of NanoBatt batteries. This
First year revenue
We plan to incorporate our batteries together with new series of cellphoness and laptops. Market
size for cellphones and laptop batteries are large compared to other products such as electric cars
and autonomous robots. Thus, we will just focus on selling cellphones and laptop batteries for
the first 2 years in order to achieve positive cash flow as soon as possible. More products such as
http://www.gizmag.com/lithium-ion-battery-breakthrough-mit/11244/http://www.understandingnano.com/batteries.htmlhttp://www.understandingnano.com/batteries.htmlhttp://www.understandingnano.com/batteries.htmlhttp://www.gizmag.com/lithium-ion-battery-breakthrough-mit/11244/8/6/2019 Nanobatt Biz Plan
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electric car batteries will be introduced into the production lines from the 3rd year onwards to
diversify our sources of income.
Cost of production
The manufacturing costs of our Nanobatt batteries will be approximately 2 times higher than that
of conventional lithium-ion batteries. We plan to decrease this to 1.5 times that of Li-ion
batteries through economies of scale.
Table 1: Manpower Allocation in the first 3 years of operation
Year 1st year 2nd year 3rd year
Senior scientist 1@$5000 1 1Scientist 1@$3000 1 2
Senior technician 1@$2500 1 1
Technician &
maintenance 0 0 1@$2000
Sales & marketing 0 1@$4000 1
Management 1@$5000 1 1
Total 4 5 7
Business strategy summary :
mailto:1@$5000mailto:1@$3000mailto:1@$2500mailto:1@$2000mailto:1@$4000mailto:1@$5000mailto:1@$5000mailto:1@$4000mailto:1@$2000mailto:1@$2500mailto:1@$3000mailto:1@$50008/6/2019 Nanobatt Biz Plan
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Growth Strategy
Once proof-of-concept has been shown in a high profile cellphones or laptop company, we expect
other companies in the same or in other industries to follow quickly. The incentive for the
launching customers in each sector will be to be first on its respective market, and possibly, when
additional patentable technology is developed, they can receive royalties on that specific part. This
will make our clients more competitive than others in the same market.
Nanobatt will focus first on a successful proof-of-concept in collaboration with a launching
customer from the battery industry, using a small team of top experts in the fields of
Nanotechnology in nanotubes fabrication, supplemented by experts in whey processing
from our partner. Once the proof-of-concept is demonstrated, Nanobatt will quickly
increase the critical mass of scientists to widen the scope of our applications. Business
developers with a background in the battery-industrial (phone, car, portable computer
industries.) sector will be hired to establish our market as fast as we can.
On the production side, as soon as our first prototype NB1 fits the requirements, the
prototype will be licensed to the companies who are interested in. A charge on licensing
fee per unit will be determined to companies interested in applying our prototype to their
products.
From second year onwards, our applications will be customized for different industrial
sectors, each with their own specific challenges and problems, we consider to group a
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scientific team with a focus on research and development in our prototype, in order to
maximize ability of our prototype to penetrate into their core industrial sector.
Suppliers & Strategic Partners
A small number of partners are now signed on or are subject to negotiations.
They will be paramount for the proof-of-concept phase:
Massachusetts Institute of Technology (modeling, carbon nanotubes)
TDI Wageningen (processing technology)
Future collaborations, either through (inter-)national subsidized technology development
projects or through partnership relations, include:
carbon nanotubes supplier
Massachusetts Institute of Technology (processing technology)
A substantial number of major nanotubes suppliers companies are located in the America,
concentrating a large critical mass of relevant research groups, an essential condition for
implementation of NB1 technology at industrial scale in the batteries industrial sector.
Operating Locations
During the proof-of-concept phase, we will be operating from the Massachusetts Institute of
Technology in the group of Prof. Dressehaus, with whom we already have a collaborative
project in the area of fabrication of Ultracapacitor. Nanobatt will outsource the
manufacturing of NB1.
7. Financials sure.will get it done by 26
7.1 Projected Cash Flow
Based on a royalty rate of 10% for each Nanobatt battery sold by the OEMs at an estimated price
of S$10 to cellphones companies and S$40 to laptop companies, we will earn S$1 and S$4
respectively for each battery sold. According to our predicted market share which we can capture
for each year, we have calculated our revenue and cash flow in table 3 below.
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Revenue Assumptions
Estimate our sales of our first product,
Forecast production volume X selling price - outsourcing production cost = revenue
Initiate more production lines for growth
Table 3: Projected cash flow for first 4 years
Cashflow forecast(S$'000)
Year 2011 2012 2013 2014
Income revenue 1644 5712 9916 14900
Total Expenditure 426 743.5 1428 2279
Cashflow from operation 1218 4968.5 8488 12621
Cashflow from investment 1300 5000 7200 1200
Total Cashflow calculated -82 -31.5 1288 11421
7.2 Projected Company Valuation
Table 4: Projected company valuation for first 4 years
Company Valuation in $$ 000
Free Cash Flow Now Year 1 2 3 4
-82 -31.5 1288 11421
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Discount rate 45% 35% 25% 15%
Discount Factor 0.690 0.549 0.512 0.572
Current Value -57 -17 659 6530
Entity value 7116
Debt 0Company Value 7116
Figure 2: (Bar charts of projected company valuation for first 4 years)
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8. Exit Strategy
We will put up our company for acquisition after 5 years by a larger company in the same
industry, preferably one which possesses nanotube fabrication facilities.
[1] http://www.infosyncworld.com/news/n/8069.html
[2] http://onlinelaptopbattery.com/tag/average-laptop-battery-life/
Appendix - Detailed financials
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Year 2011
Direct calculation of cash flow
Month 1 2 3 4 5 6 7 8 9 10
Income from sales
(in unit of '000)
Orders Received/Confirmed
Cell Phone battery 102 102 102 102 102 102 102 102
Laptop battery 43 43 43 43 43 43 43 43
Licensing earning (S$ '000) 274 274 274 274 274 274Payment received 274 274 274 274
Cost
(in unit of S$ '000)
Lab Rental 10 10 10 10 10 10 10 10 10 10
Salary 15.5 15.5 15.5 15.5 15.5 15.5 15.5 15.5 15.5 15.5
Patent
Application Fee (US,EU,China) 0 0 12 12 12 12 12 12 12 12
Maintenance Fee (US,EU,China) 0 0 0 0 0 0 0 0 0 0Tax 0 0 0 0 0 0 0 0 0 0
Interest 0 0 0 0 0 0 0 0 0 0
Total Costs 25.5 25.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5
Cash Flow from operation -25.5 -25.5 -37.5 -37.5 -37.5 -37.5 236.5 236.5 236.5 236.5
Investments
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Equipment 100 50 0 0 50 0 0 200 200 200
Liquidity
Total Cashflow calculated -125.5 -75.5 -37.5 -37.5 -87.5 -37.5 236.5 36.5 36.5 36.5
Year 2012
Direct calculation of cash flow
Month 13 14 15 16 17 18 19 20 21
Income from sales
(in unit of '000)
Orders Received/Confirmed
Cell Phone battery 205 205 205 205 205 205 205 205 205 2
Laptop battery 93 93 93 93 93 93 93 93 93
Licensing earning (S$ '000) 274 274 577 577 577 577 577 577 577 5
Payment received 274 274 274 274 577 577 577 577 577 5
Cost
(in unit of S$ '000)
Lab Rental 10 10 10 10 10 10 10 10 10
Salary 19.5 19.5 19.5 19.5 19.5 19.5 19.5 19.5 19.5 19
Patent
Application Fee (US,EU,China) 12 12 12 12 12 12 12 12 12
Maintenance Fee (US,EU,China) 0 0 0 0 0 0 0 0 0
Tax 0 0 0 0 245.5 0 0 0 0
Interest 0 0 0 0 0 0 0 0 0 Total Costs 41.5 41.5 41.5 41.5 287 41.5 41.5 41.5 41.5 41
Cash Flow from operation 232.5 232.5 232.5 232.5 290 535.5 535.5 535.5 535.5 535
Investments
Equipment 200 200 500 500 500 500 500 500 500 5
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Liquidity
Total Cashflow calculated 32.5 32.5 -267.5 -267.5 -210 35.5 35.5 35.5 35.5 35
Year 2013
Direct calculation of cash flow
Month 25 26 27 28 29 30 31 32 33 3
Income from sales
(in unit of '000)
Orders Received/Confirmed
Cell Phone battery 335 335 335 335 335 335 335 335 335 33
Laptop battery 154 154 154 154 154 154 154 154 154 15
Licensing earning (S$ '000) 577 577 951 951 951 951 951 951 951 95
Payment received 577 577 577 577 951 951 951 951 951 95
Cost
(in unit of S$ '000)
Lab Rental 10 10 10 10 10 10 10 10 10 1
Salary 24.5 24.5 24.5 24.5 24.5 24.5 24.5 24.5 24.5 24.
Patent
Application Fee (US,EU,China) 12 12 15.9 15.9 15.9 15.9 15.9 15.9 15.9 15.
Maintenance Fee (US,EU,China) 0 0 1.6 1.6 1.6 1.6 1.6 1.6 1.6 1.
Tax 0 0 0 0 937 0 0 0 0
Interest 0 0 0 0 0 0 0 0 0
Total Costs 46.5 46.5 52 52 989 34.5 34.5 34.5 34.5 34.
Cash Flow from operation 530.5 530.5 525 525 -38 916.5 916.5 916.5 916.5 916.
Investments
Equipment 600 600 600 600 600 600 600 600 600 60
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Liquidity
Total Cashflow calculated -69.5 -69.5 -75 -75 -638 316.5 316.5 316.5 316.5 316.
Year 2014
Direct calculation of cash flow
Month 37 38 39 40 41 42 43 44 45 4
Income from sales
(in unit of '000)
Orders Received/Confirmed
Cell Phone battery 487 487 487 487 487 487 487 487 487 48
Laptop battery 225 225 225 225 225 225 225 225 225 22
Licensing earning (S$ '000) 951 951 1387 1387 1387 1387 1387 1387 1387 138
Payment received 951 951 951 951 1387 1387 1387 1387 1387 138
Cost
(in unit of S$ '000)
Lab Rental 10 10 10 10 10 10 10 10 10 1
Salary 24.5 24.5 24.5 24.5 24.5 24.5 24.5 24.5 24.5 24
Patent
Application Fee (US,EU,China) 15.9 15.9 15.9 15.9 15.9 15.9 15.9 15.9 15.9 15
Maintenance Fee (US,EU,China) 1.6 1.856 1.856 1.856 1.856 1.856 1.856 1.856 1.856 1.85
Tax 0 0 0 0 1652 0 0 0 0
Interest 0 0 0 0 0 0 0 0 0
Total Costs 52 52.26 52.26 52.26 1704 52.26 52.26 52.26 52.26 52.2
Cash Flow from operation 899 898.7 898.7 916.5 -317 1353 1353 1353 1353 135
Investments
Equipment 100 100 100 100 100 100 100 100 100 10
Liquidity
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Total Cashflow calculated 799 798.7 798.7 816.5 -417 1253 1253 1253 1253 125
Due to rounding differences, the presented totals may deviate from the sum of the presented
figures
http://www.tomshardware.com/news/acer-dell-hp-notebook-sales,7820.html
http://www.canalys.com/pr/2010/r2010021.html
http://www.understandingnano.com/batteries.html
http://www.inventionstatistics.com/Licensing_Royalty_Rates.html
http://pesn.com/2006/02/09/9600232_MIT_Battery/
Group members:
Goh Woon Peng (086818L16)
Ong Wei Guang (087464J16)
Chan Eng Aik (086878G16)
Chin Xin Yu ()
Lim Kuo Hou (073333D16)
Ridwan Salim ()
http://www.understandingnano.com/batteries.htmlhttp://www.inventionstatistics.com/Licensing_Royalty_Rates.htmlhttp://pesn.com/2006/02/09/9600232_MIT_Battery/http://pesn.com/2006/02/09/9600232_MIT_Battery/http://www.inventionstatistics.com/Licensing_Royalty_Rates.htmlhttp://www.understandingnano.com/batteries.html