Sector agnostic, but from a strong technology background, we are a group of forward thinking and experienced industry professionals. IP-Config teams apply granular thinking and process to achieve client goals. A mix of entrepreneurial approach, measured by analytical process reduces risk and maximises results.
With proven results, we drive change and innovation into any organisation. Using research, review and idea farming, we help generate new business strategy to maximise growth, profitability and shareholder value.
With over 50 years of advisory experience, we believe that innovation, collaboration and well-informed strategic long-term planning lead to success no matter the state of the market.
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To discuss your individual needs, and discover how we can assist your business strategy.
IP-Config was founded in 2009 by Stephen Moore after his 30-year entrepreneurial career.
Stephen and his team are now in their fifth year of successful trading.
A group of successful industry professionals with a strong technology background.
Trusted – often IP-Config team members are invited onto client boards, they are dependable with proven results.
Sector Agnostic – from private to public company.
Visionary – innovative and agile, with a “can do” attitude.
Experienced – from start-up to IPO, funding, turnaround, trade sale or exit.
Extensive knowledge of Go-to-Market strategy and high growth mechanisms.
Work with many external partners from brokers, IP lawyers, corporate finance and accountants.
These are just some of the clients we have successfully worked with to bring innovation and growth to their business
[The] companies that thrive will be those that deliver new ideas quicker.Kevin Roberts, IOD magazine March 2012
Innovation is an evolutionary process for survival, differentiation and sustained growth. An essential component of every business, the skill is running innovation effectively and making it a core cultural component of the organisation.
Change the approach within an organisation to put innovation at its core
Run and drive innovation with internal teams
Innovation board agenda
Set agenda, responsibility and budget within framework for real innovation
Idealogy to revenue
The process of trialling and rolling out innovation at minimal risk
Farming ideas for innovation and change within an organisation
Understanding the market and defining the best channels to market are key. New products will take time to globalise and there are many structures and mechanisms to reduce the time and costs of driving this revenue.
The Addressable Market
The right market and product mix
The Value Proposition
Understanding the value generated
The Value Chain Analysis
Understanding market dynamics for every £1 spent
Adoption Curve and Chasm
Understanding the curve and strategy for crossing the chasm
Removing the barriers to sale
Understand the barriers and close the gap
Creating the ‘must have’ product, service or solution
Remove the barriers to sale and shorten the sales cycle
Defining revenue models from the value proposition
Looking for repeatable earnings and annuity models
Sales Channels and Partnerships
How to cover the market quickly
Monetise maximum value from intellectual property
Explore and define licence and distribution models
Companies that successfully innovate and create high growth need to manage that growth, and protect themselves from the increased risks generated by it. For example cash pressure and working capital will be strained by double-digit growth. Process, reporting structure, and management is key.
To be ‘Investment Ready’ and therefore be able to maximise valuation and investment terms are critical to companies seeking to raise finance
In order to ‘Plan for Growth’ a business plan of sufficient detail needs to be prepared to tie planning to actual performance
Companies need to adopt ‘Best Practice’ relevant to their size and industry sector
To ‘Maximise Profitability’ companies need to assess the markets they operate in and value they can bring to those markets
Risk mitigation is about ‘Protecting Shareholder Value’ and as companies grow this needs to be constantly reviewed
To maximise valuation ‘Exit Multiples’ depend on performance and business ratios