BIGVUpro provides tangible and ongoing support to any individual who decides to take control of their life.

This efficient asset conversion system is a tool that facilitates knowledge sharing, communication, collaboration, reporting, resource allocation, involvement of external advisors, intellectual property department operations reporting, budgeting, planning, recognition and reward programs, research and development, training, educational tools, and a wide range of related reports.

Flexible and powerful system

This system enables cross-functional thinking, budgeting, collaboration, project awareness, resource allocation, monetization strategies, invention claiming and evaluation, competitive intelligence protection tools, as well as licensing creation.

The first step in achieving and auditing intellectual property is to engage external legal and strategic advisors working in tandem with the R&D division and innovation team. Intellectual property auditing is a multidisciplinary process that gathers data and takes inventory of all the company's intellectual property assets so that they can then be properly and profitably processed and exploited.

The Management of Intangibles

For most companies, the know-how, know-how-to, how-to-do, processes of all systems, and technical knowledge that drive their success are paperless and poorly managed.

The company must invest in the collection, documentation, and codification of its intellectual assets. The harvesting of these assets must be proactive, strategic, and rewarded. This harvesting is intended for the short, medium, and long term.

The selection of implemented projects must be free from favoritism.

Creating Value

The process aims to be objective and aligned with the company's overall strategy in order to fully optimize the portfolio of inventions and innovation. BIGVUpro implements processes to create impartial judges and jurors who use objective and organized criteria to assess intellectual capital.

The created intellectual capital requires precise matrices. The new range of products or services must be accurately represented in the risk/reward matrix.

Establishing a culture of intellectual capital confers a wide range of rights that strategically serve new opportunities, new market penetration strategies, new relationships, new profit centers, and new sources of revenue.

The Valorization

The BIGVUpro system has been built to ensure that intangible intellectual property assets are converted into tangible assets to be utilized for the growth of the company in strategic positioning in domestic and global markets. This approach creates new markets, distribution channels, and effective sources of revenue to maximize shareholder value.

Intellectual property is an asset and a profit center that can be monetized and generates value through licensing sales. These dormant assets, once converted, will enhance the company's competitive advantage and strengthen its ability to withstand its competitive position in the market. Intellectual property is considered a barrier, if not a shield, to protect market share.

Tangible assets are the frontline drivers of strategies within the company and encompass human capital, structural/organizational capital, and customer/relationship capital.

The Conversion Objective

To obtain a direct injection of new capital in exchange for shares and/or intellectual property and/or various types of licenses.

To create a "substitute fund" where the resources that would be obtained with the capital are obtained through the joint venture.

To shift the burden and cost of development through licensing.

These different types of partnership agreements are used for business purposes and to leverage intellectual capital, including joint research and co-promotion, distribution, and marketing.

Generating revenue and profits Licensing is another type of strategy for leveraging tangible intellectual capital.

New revenue and opportunities will be generated through granting licenses for use, manufacturing, selling, or reselling, servicing and maintenance of a product, operating a new business format, installing or downloading software, consulting, and advising, and even training and supporting company personnel.

Scanning the Future

Why scan the future? Innovation has been woven into the fabric of our lives since its inception and is at the core of our community. The most impactful innovation stems from new ideas or visions. Sometimes, the most obvious innovations or inventions are right under our noses.

Invaluable wealth

Our portfolio of intellectual properties is growing, and our assets are increasing through the powerful desires of our members.

Different directions

The organization of BIGVUpro has taken shape in a heuristic form, with the Cathedral at its center, housing its six business structures. These structures revolve around import and export, trusts, business, authors, immigration, and education.

BIGVUpro's technology ensures the utilization of know-how and know-how-to on the human resources of the company. It is often mentioned in management research that "despite the fact that human capital is a key component of a company's value, it remains invisible in the company's financial statements." However, there is a simple way to address this situation.

By precisely identifying strategic human skills, it is possible to convert this unique competence within the company into intellectual property through copyright. Intellectual property is generally defined as the set of rights derived from intellectual activity in industrial, scientific, literary, and artistic fields.

The Intellectual Property through copyright by BIGVUpro includes an employee biography and the genesis of innovation or invention. The biography not only identifies tacit competence but also the strategy employed to acquire, develop, and master it.

The strategic importance of Intellectual Property through copyright by BIGVUpro lies in the genesis of the invention or innovation. It adds value to the company and materializes the innovation or invention into negotiable and deliverable assets. The genesis describes in detail all the components of the invention or innovation to enable replication in similar situations across any company.

BIGVUpro's technology enables the conversion of skills into reliable knowledge, both in terms of understanding and interpretation. Understanding a skill and being able to interpret it into current and future benefits for the company are the two key elements that allow accountants to assess the financial strength of this competence, now transformed into a transferable asset for the company.

Just like the vast majority of services or products, it is the ability to transfer, to be able to sell that generates the promise of profit for the creditors and shareholders of the company. This promise of profit is measurable, both for the company that appropriates the rights through a license with its employees and for any company operating in the same field.

With the biography and genesis in place, accountants are in a position to evaluate, according to international accounting standards, the value of this new asset and integrate it into the current assets of the company's balance sheet.

BIGVUpro's technology is an applicable knowledge that enriches the company and its employees committed to enhancing its efficiency in all aspects. The BIGVUpro technology allows for the conversion of know-how and know-how-to into assets for the company. This practical intelligence of employees, from the CEO to the temporary worker, enables the company to become rich and prosperous.

Everything rests on human capital, and we know how to convert human capital into negotiable assets for the company and its executives.

Salaried experts, authors of intellectual properties, will receive their regular salaries plus royalties and profits from the innovations and inventions they discover for the company. A double payment. It becomes prosperous as a natural course of business.

Stimulating the use of talents to enrich all partners of the company is the role we propose to administrators who understand that the primary value of a company is undoubtedly the tacit competence of all its employees.

BIGVUpro's technology ensures control over the human resources of the company. Among the tools of Intellectual Properties through copyright, license agreements have different capabilities, including the ability to keep all innovations or inventions made by employees confidential and bind all employees to secrecy for a duration of up to 90 years after the author's death.

This represents a period that can easily exceed 100 years (see Appendix A at the bottom of this page).

Keeping know-how secret does not prevent determining its asset value and adding it to the company's balance sheet. So, if an employee leaves, their know-how, their competence remains within the company. An employee who betrays their non-disclosure commitment would be considered a property thief and could face criminal prosecution, in addition to potential legal action by the company for breach of contract and damages.

While BIGVUpro technology values employee participation in enhancing the company, it also enables the control of employees who may have malicious intent to profit from the innovations or inventions of those committed to the company's growth.

All partners benefit. Employees become more prosperous, the company becomes richer and more powerful, and customers are assured of the best because employees gain by being better.

The banking market benefits as well, as it increases the flow of money from "tangible" assets that have real ownership and commercial value determined by international accounting criteria, deliverable in the form of purchasable, sellable, and transferable licenses.

The acquisition of licenses will allow companies to add an entirely new form of capital. Among all types of capital, it is the most strategic, the most essential, as human capital produces the daily expertise of the company. Regardless of the expertise, it is the human capital that possesses it, ensuring production. The entire sustainability of the company relies on the expertise of decision-making individuals.

The long-term vision of BIGVUpro Growth is to bring human capital to be traded on the stock market, just like stocks, and this is within less than 5 years.

BIGVUpro's technology transforms human capital into securities in the form of company licenses, granting the right to commercialize strategic innovations and inventions. These innovations not only make the company more efficient and competitive but also smarter, more adaptive, and wealthier. As the company thrives, the market value of human capital increases. The more it is traded, the more it swiftly changes hands, and the more it speculates like any other security.

A technology that can easily double the volume of stock market transactions.

In summary, the expertise provided by a BIGVUpro license gives administrators a growth capital that lies in their ability to convert the intangible values of the company into tangible, negotiable, and deliverable assets.

Companies typically protect their trade secrets through facility security measures and by entering into confidentiality agreements with employees and suppliers. But what happens when a competitor acquires a company's trade secret? It often leads to endless legal battles.

There is another way to protect business secrets and assert the company's rights over its trade secrets, with the satisfaction of seeking legal redress through criminal law. Theft of property is a criminal act, and it goes beyond contracts or legitimacy; it is simply a matter of theft, a criminal act.

BIGVUpro possesses technology that securely converts the company's secrets into tangible properties recognized by over 180 countries, including China. Trade secrets usually consist of information about customers, their needs, and preferences. The corporate veil or trade secret is indeed an effective means to safeguard a company's competitive advantage.

Often, the protection of trade secrets is solely based on trust, as expressed in confidentiality agreements in various forms. Betraying a confidentiality agreement is merely a breach of contract, which, depending on the capabilities of the opposing party, can drag on and become an endless pit of losses. On the other hand, stealing an object that belongs to us becomes a criminal act to which various offenses can be added.

When a competitor appropriates a secret of your company, how do you demonstrate that you are the rightful owner and that you have been robbed of a property that officially remains unknown to others?

The answer: copyright, which certifies the precedence and provides access to international recognition and protection against the theft of property.

What is a trade secret? A trade secret is simply information that you do not want your competitors to know. In general, the law protects not only secret formulas or designs but also basic facts, such as the features that may be offered in the next iPhone or the next country in which a company plans to expand.

Trade secrets have been used in commerce for centuries. For example, it allowed a region in China to profit from an ingenious sericulture system for several centuries, or a family in Armenia to remain the leading producer of the world's most prestigious cymbals for 400 years.

A trade secret is a legal regime that protects relationships based on trust. Before the advent of the industrial era, innovative-minded artisans jealously guarded their "tips and tricks" within small family workshops. However, with the transition to industrial production, it became necessary to establish a legal system that required all employees to respect the confidential nature of a secret process or equipment.

It is important to keep in mind that trade secrets are a lawful instrument for businesses of all sizes, and respecting these secrets should not be equated with a lack of transparency on their part. Paradoxical as it may seem, legislation regarding trade secrets can enable and promote technology transfer as it provides a means to disseminate information in accordance with business practices.

While certain provisions of trade secret legislation may be controversial, such as the exclusivity of data concerning pharmaceutical companies (Article 39.3 of the Agreement on Trade-Related Aspects of Intellectual Property Rights - TRIPS Agreement), it is widely agreed that confidential disclosure benefits any modern economy. Maintaining trade secrets, which typically encompass information about customers, their needs, and preferences, is indeed the primary method utilized by small and medium-sized enterprises (SMEs) to protect their competitive advantage.

This situation is easier to understand by imagining what would happen if legislation regarding the respect of confidentiality rules did not exist. Recruitment within companies would decrease, as each new hire would entail an increased risk of information loss.

Simultaneously, the costs associated with physical security measures (locks, barriers, etc.) would be higher. Most importantly, many licensed concessions and research collaborations would never materialize, as there would be nothing to prevent a partner from leaving with the latest developed technique and engaging in unfair competition against its originator. Information hoarding would become commonplace, stifling progress and innovation.

What is the purpose of trade secrets?

How can we explain why so many companies rely on trade secret protection to preserve their competitive advantage? Firstly, this type of protection is less costly than other forms of intellectual property (see Appendix B) that require registration with a public organization, which typically involves expenses related to hiring a lawyer or other specialists.

In contrast, all you need to do to establish your right to trade secret protection is to be vigilant in safeguarding the secret and to spend only what is strictly necessary to prevent its disclosure. Typically, this involves ensuring the security of your facilities and entering into confidentiality agreements with your employees and suppliers.

Furthermore, trade secrets allow you to protect a much broader range of information than a patent, which can only be granted for a truly novel technical innovation. Trade secrets cover any information that gives you an advantage, even if it is already being used by another party; the only limit is not disclosing this secret to the public.

This is the downside of trade secrets: they do not provide any guarantee of exclusivity. If a third party discovers your secret without stealing it from you, you will have no recourse, although, for most companies, this is not a major concern.

"As paradoxical as it may seem, laws related to trade secrets can enable and promote technology transfer as they provide a means to disseminate information in accordance with commercial practices."

Legal protection

Like other forms of intellectual property (see Appendix B), trade secret law falls under national legal systems. However, international standards have been established to protect trade secrets, referred to as "undisclosed information," under the Agreement on Trade-Related Aspects of Intellectual Property Rights (TRIPS Agreement) in 1995.

Under Article 39 of this agreement, member states are required to protect undisclosed information against any unauthorized use "contrary to honest commercial practices" (which includes practices such as breach of contract, breach of confidence, and unfair competition).

These pieces of information must not generally be known to the public, must not be easily accessible, and must have commercial value because they are secret; moreover, they must have been subject to "reasonable measures" to keep them secret. This general formula regarding trade secret laws has been adopted by more than 100 of the 159 members of the World Trade Organization.

Articles 42 to 49 of the TRIPS Agreement deal with enforcement mechanisms; they stipulate that holders of intellectual property rights must have access to civil judicial procedures and that "confidential information" must be protected against disclosure. However, given the diversity of national legal systems and the methods used to allow access to evidence, the enforcement of trade secret rights is generally perceived as non-uniform from one country to another.

Cyber espionage

Solving the issues related to protecting trade secrets proves to be more challenging in practice than in theory. Paradoxically, the tremendous wave of innovation that has swept the world, bringing numerous advantages, has also made it easier for thieves to seek valuable business information. For instance, through a technique known as "spear-phishing," commercial spies send an email containing personal information gathered from platforms like Facebook or other social networks, making it difficult for the recipient to detect the deception.

Once the recipient opens the link within the message, the thief's malicious software, commonly referred to as "malware," infiltrates the recipient's computer and, through it, spreads across the employer's network. Nestled within the computer system, the silent invader may remain undetected for months or even years, scouring for important files or confidential passwords to be transmitted to hackers who will exploit or sell them.

Preserving trade secrets is the primary method used by SMEs to safeguard their competitive advantage.

Tracing the origins of cyber espionage is particularly challenging due to the pervasive and anonymous nature of the Internet. Assessing the impact of this practice on businesses is equally difficult, partly because many companies are unaware that their computer systems have been compromised, and also because those who are aware often hesitate to report it. However, studies show that this problem is escalating, and governments worldwide are seeking ways to address it.

"In the rapidly expanding field of 'open innovation,' legislation pertaining to trade secrets can be especially beneficial, particularly for small businesses and inventors in developing and least developed countries."

For businesses, it is not only about protecting their own valuable information but also avoiding contamination by secrets belonging to others. In a global market characterized by the free movement of workers and complex networks of relationships between suppliers and customers of companies, it is crucial to be particularly vigilant in order to prevent unwanted information from infiltrating. Faced with increased competition, businesses must also continuously strive to find new ways to leverage their secrets, whether through direct commercialization, collaborations, or licensing agreements. In the meantime, the sheer volume of potentially valuable data presents its own challenges in terms of inventory and assessment.

For businesses that rely on patent protection, trade secrets are a vital component of the innovation process. Most national patent laws require the condition of "absolute novelty," meaning that until a patent application is filed, the invention must be fully protected against any risk of disclosure. However, when it is necessary to refine a technique through non-laboratory experimentation, this can prove extremely challenging.

This is why discussions on harmonizing patent law internationally often consider a "grace period" of up to one year before filing a patent application, during which any disclosure by an inventor would not prevent the subsequent filing of a patent application.

Advantages for SMEs

Comparing the protection of patents and trade secrets helps to better understand the importance of trade secret rights for SMEs. Patents are key to the success of many businesses, especially when they enter global markets where an exclusivity period is necessary to cover the costs of innovation and risk-taking.

This advantage is significantly amplified when utilizing the Patent Cooperation Treaty (PCT), the international patent filing system administered by WIPO, as it provides applicants with up to 30 months to refine their projects and find partners and sources of funding. However, patents are not the only means of protecting technological advantages. Trade secrets can also provide protection in licensing and various types of collaborations.

In fact, it is in the rapidly expanding field of "open innovation" that laws regarding trade secrets can be most beneficial, especially for small businesses and inventors in developing and least developed countries. These actors often have the opportunity to leverage their exceptional creativity and local knowledge by collaborating with well-established multinational companies in search of innovative ideas. National laws on trade secrets enable such partnerships - which foster the creation of "trust networks" bringing together SMEs and other innovators - by protecting the integrity of the information exchanged.

After remaining relatively in the shadows for a long time, trade secrets are now receiving renewed attention. Indeed, concerns arise regarding the impact of commercial espionage, which, like other forms of hacking, disrupts markets and hinders progress. However, it is also important to recognize the advantages of trade secrets in supporting and showcasing the creative work of individuals and SMEs worldwide, as they enable them to establish relationships with other businesses and offer innovative solutions to the public.

Transforming intangible human capital into monetizable assets...

Summary

It is widely recognized that knowledge management is crucial for organizations. Large companies manage organizational and individual knowledge as strategic resources.

Tacit knowledge, which is difficult to imitate and transfer, contributes to obtaining or preserving competitive advantage.

Managing tacit knowledge primarily involves human aspects. It involves implementing knowledge management practices that enable and facilitate the creation and acquisition of knowledge, its transfer and sharing among individuals, and its renewal.

The challenge is to ensure that individuals are willing to share their knowledge. The leadership style and role of the manager are essential in this area of management.

Managing knowledge and skills held and developed by personnel is often associated with human management and human resource management practices.

Information and communication technology (ICT) are tools used by individuals for managing information and knowledge.

Knowledge is an intangible concept, and an important question arises regarding the evaluation of human capital.

Managing human skills involves considering the interactions and exchanges among individuals and groups, as well as implementing best practices.

Recent studies highlight knowledge management practices in large French companies.

Human capital is crucial for creating value and indirectly affects its stock market valuation when the company is publicly traded.

Shareholders and stakeholders may be interested in measuring human capital.

Measuring human capital requires defining appropriate indicators to attempt an accounting evaluation of human capital.

In this approach, we focus on the problem of managing skills and knowledge to enhance the value of this capital.

Original proposals for measuring and evaluating human capital from an accounting perspective are put forward. Indeed, there are few studies that address human capital from an accounting viewpoint.

BIGVUpro Growth technology addresses both the strategic management of knowledge and the strategic evaluation of human capital.

BIGVUpro Growth enables the acquisition or preservation of sustainable competitive advantages resulting from the acquisition or development of core competencies.

Knowledge is the key determinant of competitiveness for companies (Davenport and Short, 1990; Drucker, 1999; McCall et al., 2008; Tang, 2008); its management is crucial for organizations (Grant, 1996; Szulanski, 1996).

If the growth strategy of organizations relies on their ability to transfer internal knowledge (Tessier and Bourdon, 2009), it is crucial to legally protect it against theft, including industrial espionage. BIGVUpro Growth converts strategic knowledge into tangible property.

Stealing property is a criminal act.

Currently, for the majority of companies, knowledge is a broad concept (Mbengue, 2004); it is closely related to other notions such as knowledge and skills, whether they are individual or organizational.

Knowledge is a multi-faceted and polysemic concept (Tessier and Bourdon, 2009, p. 36). According to Davenport and Prusak (1998), knowledge is an "evolving mix of experiences, values, contextualized information, and expertise that provides a framework for evaluating and incorporating new experiences and information" (in Tessier and Bourdon, p. 36).

For employers, a competent employee is "one who demonstrates performance in new conditions of productive requirements that require the ability to assess, make decisions, and intervene autonomously" (Lichtenberger, 1999, p. 97).

Tacit competencies are difficult to transfer and imitate (Polanyi, 1962; Nonaka and Takeuchi, 1995; Reix, 1995). Tacit competence, implicit or informal, is mainly acquired through practice and experience.

BIGVUpro Growth possesses expertise that transforms human capital into corporate assets.

This expertise in evaluating human capital is of particular interest to shareholders and other stakeholders, such as executives and employees, as it serves as a source of financing and capital gains.

BIGVUpro Growth converts human capital into assets, which are defined as "resources that are capable of generating future economic benefits" according to the general accounting standards.