AMULET: Exploitation and business planning within the lightweight field PDF Free Download
1 / 37
/37
100%
Exploitation and business planning within
the lightweight field
September 26th 2023
Ricardo del Valle, PhD
Senior Innovation Consultant
Bax and Company (2018)
• Advanced Materials
• Advanced Manufacturing
• Automotive and mobility sectors
Part of the team that coordinates the ELCA network (European Lightweight
Clusters Alliance) – AMULET incubator
Project management and development, including activities for exploiting results
from innovation
r.delvalle@baxcompany.com
About the speaker
Outline
1. Objective of the webinar
2. Framework and context: the AMULET project
3. Exploitation and the route to market strategy
4. Route to market methodology
5. Business models within the lightweight field
6. Wrap-up and conclusions
1. Objective of
the webinar
•To give an overview of the most important
aspects that should be considered for
taking to the market successful innovation
actions within the lightweight field
•To present a methodology for developing a
route to market strategy suitable for
lightweight products and technologies
•To highlight the particularities of the
lightweighting sector in terms of business
planning
2. Framework and context: the AMULET project
•AMULET builds upon the framework of the INNOSUP-01 programme for H2020, which aims to develop new cross-
sectoral industrial value chains by fostering the collaboration & integration of SMEs through the active
participation of clusters.
•The ultimate goal of AMULET is to significantly contribute to CO2 emissions reduction in the EU by boosting the
role of SMEs.
•New lightweight value chains are going to be created by fostering the use and penetration of 3 types of materials
in 4 targeted sectors
The 3 types of materials The 4 targeted sectors
2. Framework and context: the AMULET project
Act. 2. Technical
training support
Act. 1: Innovation
projects
Act. 3. Business-to-
Business coaching
AMULET’s activities
Thematic challenge
competitions
Continuous support
Demonstration
of new products
and services
Dedicated support
Educational materials
Technical coaching for
innovation projects
Continuous support
Dedicated support
Educational materials
Strategic coaching for
exploitation
3. Exploitation and the route to market
strategy for lightweight products
Basic
principles
observed
Techn o logy
concept
formulated
First
assessment
concept &
technologies
Validation
integrated
prototype in lab
environment
Testing
prototype in
user
environment
Pre-
production
product
Lowscale pilot
production
demonstrated
Manufacturing
fully tested,
validated and
qualified
Production &
product fully
operational
1 2 3 4 5 6 7 8 9
TRL
InventionConcept validationPrototyping &
incubation
Pilot
production &
demonstration
Initial market
introduction
Market
expansion
Translation of basic research to
possible applications. Ideation,
technology foresight
Early technological and applied
product and process research.
Preparation system integration.
Early market asessment.
Consortium building
Busines
preparation.
Prototyping
system
integration.
Service
development
Shared pilot production
facilities. Contract researh on
product, manufacturing.
Business assessment.
Contract
research on
product/process
enhancements
Contract
research on
incremental
product/process
/service
innovations
New technology
Completed by RTOs
Completed by industry or RTOs spin-offs
4. Route To Market
methodology
•The route to market can help planning the
commercialization of your innovation
already from early stages of
conceptualization
•This methodology was adapted from the
RIGHTWEIGHT project for Interreg NWE and
aims to guide you through the areas you
must identify and analyse to have a secured
way to the lightweight market
•Its important to go step by step to make
sure that all important aspects and trends
on the market are identified in advance so
you ensure your innovation is not already
obsolete when reaching TRL8-9
4. Six main
elements of the
methodology
1. Vision
2. Market analysis
•Technological environment
•Ecological environment
•Political-legal environment
•Economical environment
•Social environment
3. SWOT
4. Value Proposition
5. Customer
6. Marketing, Distribution & Sales
4.1 Vision
For example, the vision of Apple is: “We want to make the best computers and change the world” –with that they show an image of the future
that is creating meaning and benefit and showing a common goal for the employees.
§Other examples specific to lightweight:
§Karma Mobility (UK): “To be the best mobility aid provider”
§Inometa (DE): “Today we are one of the world’s first contract manufacturers using laser-assisted tape-winding technology,
enabling us to achieve new dimensions in the development and manufacture of high-precision composite products”
§Scott Bader (UK): “By 2036 we will be a fully sustainable company which means we will have a net positive impact on the
environment from all of our operations globally”
To create a unique future picture of your innovation (identity function) that shows what you are working for. Can
be a motivation for your team by showing that you have the same goal to work for and a clear target on what you want to
reach in 5-10 years. It can also include what you want to change with your innovation.
4.2 Market analysis
This is a detailed assessment of your business’s target market and the competitive landscape within a specific industry.
Market analysis allows you to predict how successful your innovation and related products to consumers can be within the
market. The analysis includes quantitative data such as the actual size of the targeted market, prices consumers are willing
to pay, revenue projections, and qualitative data such as consumers’ values, desires, and buying motives.
4.2 Market analysis
Market
analysis
Technological
environment
Ecological
environment
Political-legal
environment
Economical
environment
Social
environment
4.2.1 Technological environment
§Basic, key and driver technologies are identified
§Also think about if there is any disruptive/game
changing technology or material that is developed
in your business field
§Analyse if you have to adapt your innovation in
specific areas or if your innovation is state of the art
§For example: Nokia was not aware of the new
generation of cell phones by Apples smart phones.
4.2.2 Ecological environment
§All important ecological figures like locations,
availability of natural resources, and emissions
are identified and assessed
§Also think about if you are using hazardous
chemicals or materials of which your innovation
could be penalised in the future
§Analyse the impacts of your innovation on the
environment. Provide a quantitative estimation of
the benefits your innovation will bring to the
environment (e.g. environmental performance
(air, water…), CO2emission reduction, water
savings, and energy saving.
4.2.3 Political-legal environment
§To identify all relevant political and legal figures like legal
norms, legal handling and the organization and stability of
the political system
§Analyse if your political and/or legal surrounding could have
an impact on your innovation (regional, national, EU-wide
legislations)
§Are you aware of every legal requirement for your solution?
(e.g., business license, national guidelines etc)
§For example: are there political changes which have a
negative impact on your research, availability of materials,
interruption of your value chain? (e.g. geopolitical conflicts)
§The automotive industry is one of the most regulated
industries in the world. Regulations are necessary to ensure
safety, efficiency, and environmental protection.
4.2.4 Economical environment
§Relevant economical figures like economic growth, inflation, unemployment rate, economic situation, exchange rates, and
interest level are identified
§Analyse these figures related to your economic situation and the innovation you are developing
§Make sure you are aware of all economical risks which can appear in closer future based on the economical environment
§Identify your competitors and if there are any substitutes currently on the market or developed
§Has your innovation the potential to internationalize?
§Are you planning any Intellectual property rights for your innovation?
§Provide a quantitative (evidence-based) estimation of the benefits your solution will bring. Use the SOM calculated within
the target markets in the market analysis (e.g. turnover, jobs creation, savings achieved, and effect on other sectors)
4.2.5 Social environment
§Please identify all relevant social figures like your
social environment, population structure, cultural,
ethical and religious values and attitudes
§Analyse if you have an impact on: employment,
acceptance, inclusion, gender equality, regional
economic growth, sustainable society or any other
considered relevant for your innovation
§Provide a quantitative (evidence-based) estimation of
the benefits your solution will bring to the society as a
whole (e.g., quality of life improvement, safer jobs)
4.2 Other factors to consider
SCALABILITY of the lightweight product/technology
•To demonstrate how your new/improved product/technology not only solves a
specific problem, but able to be commercialized to solve a structural problem in
a specific sector/process/etc. – Capacity to grow to meet demand (e.g.
packaging)
TRANSFERABILITY, e.g. from lightweight mobility to packaging
•To demonstrate the potential of your solution to be applied in other sectors
TIME-TO-MARKET
•To specify your strategy to get a shorter time-to-market and determine the time
needed to reach the commercialization stage
4.3 SWOT analysis
§With the SWOT you will identify all your
strengths, weaknesses, opportunities and
threats.
§Afterwards you are aware what you have
to improve and where you are leading.
§For identification you can take the
following questions as reference
4.3.1 Strengths
§Strengths should show what you are really good at
§You might want to also ask externals what they think your company is leading in
§Questions:
§What does your company do best?
§What unique knowledge, talent, or resources does your company have?
§What advantages does your company have?
§What do other people say your company does well?
§What resources does your company have available?
§What is your company's greatest achievement?
Usage of FRP
4.3.2 Weaknesses
§It is very important to be aware of your weaknesses so you can solve
them and improve the right things
§You can also ask externals what they think your company could
improve
§Questions:
§What could your company improve?
§What knowledge, talent, skills and/or resources is your company lacking?
§What disadvantages does your company have?
§What do other people say your company doesn’t do well?
§In what areas does your company need more training? (e.g., business
development, IPR strategies, R&D, upscaling, commercialisation,
manufacturing, end of life)
Usage of FRP
4.3.3 Opportunities
§Opportunities are openings or chances for something positive to happen
§You might want to also ask externals what they think your company is leading in
§Questions:
§Is there a need in your agency that isn’t being addressed?
§How is your company's sector changing?
4.3.4 Threats
§To be aware of anything that can negatively affect your business from the
outside, such as supply-chain problems, shifts in market requirements, or
a shortage of recruits.
§Questions:
§What obstacles does your company face?
§Could any of your weaknesses prevent your unit from meeting your goals?
§Who and/or what might cause your company problems in the future? How?
§Are there any standards, policies, and/or legislation changing that might
negatively impact your company?
§Is your company competing with others to provide service?
§Are there changes in your field or in technology that could threaten your
success?
Summary SWOT
Opportunities Threats
Strengths
Do we have the
strength to use our
opportunities?
Do we have the
strength to manage
our threats?
Weaknesses
Which opportunities
do we miss as of our
weaknesses?
What risks are we
exposed to as of our
weaknesses?
4. Six main
elements of the
methodology
1. Vision
2. Market analysis
•Technological environment
•Ecological environment
•Political-legal environment
•Economical environment
•Social environment
3. SWOT
4. Value Proposition
5. Customer
6. Marketing, Distribution & Sales
4.4 Value proposition
§This summarises why a customer would choose your product or service
§Values can be quantitative (price, speed, etc.) or qualitative (design,
customer experience, etc.)
§Think about the following questions:
§What value do we deliver the customer?
§Do we help our customer to solve a problem?
§Is your innovation satisfying an entirely new set of needs as there is no similar
offer?
§Is your product outstanding in its performance?
§Is it designed superior to other offers?
4.5 Customer
§It is important to identify your customer segment and the type of relationship you want to establish
§Customer segment: the targeted market/s you want to reach like automotive, aerospace, energy, building
etc.
§Type of relationship: which part of the value chain are you targeting? (supply, development,
characterization, modelling, manufacturing, assembly, recycling etc.)
§For the relationship you have to identify how strong the bond between you and your customer should
be and if you want to interact with them directly or not
§Options: 1. transactional (no ongoing relationships), 2. functional (limited ongoing relationships), 3.
affiliative (customer needs expertise of seller), 4. strategic (customer and seller establish a long ongoing
relationship)
4.6 Marketing, Distribution & Sales
§MARKETING: Choose the channel with which you reach your customers most: Social media, Newsletter,
Journals, Networks, Papers, Events, Platforms, Webinars etc.
§DISTRIBUTION: Choose the channel depending on the location of your customers: retailers, wholesalers,
distributors, agents, internet, sales team, resellers etc.
§SALES: Set up your sales goal –for example: to sale 1000x my innovation in one year after implementation.
After that I want to increase my sales every year about 5%.
4.6.1 Key Figures
§Key resources can be infrastructural, financial, intellectual or human
§Key activities can be production, problem solving and networking
§Key suppliers/partners can be via strategic alliances between non-competitors, strategic partnerships
between competitors, joint ventures to develop new businesses, buyer-supplier relationships to assure
reliable supplies
§Lastly it is important to know if your financial capacity is enough to take your solution to the market
4.6.2 Cost structure
§Cost-driven: Cost-driven business models focus on minimizing costs wherever possible. This approach
aims at creating and maintaining the leanest possible cost structure, using low price Value Propositions,
maximum automation, and extensive outsourcing. EasyJet and Ryanair typify cost-driven business
models.
§Value driven: Some companies are less concerned with the cost implications of a particular business
model design, and instead focus on value creation. Premium Value Propositions and a high degree of
personalized service usually characterize value-driven business models. Luxury hotels, with their lavish
facilities and exclusive services, fall into this category.
4.6.3 Pricing strategy
5. Business models within the lightweight field
5.1 Aerospace
5.2 Automotive
6. Wrap-up and conclusions
•In this webinar we had the chance to take a look at how
exploitation activities fit within the process of
innovation, from invention to market entry.
•To ensure a successful market uptake, we described the
route to market methodology that was especially
adapted to the lightweighting sector.
•This methodology comprises six elements including the
vision of our lightweight innovation, its market and SWOT
analysis, value proposition, customer and commercial
aspects.
•We had a closer look at each of these aspects, with special
emphasis on how they could be applied in the
lightweighting sector.
•If you need assistance on getting your invention to the
market, don’t hesitate to get in touch with us
(r.delva lle@baxcomp a ny.com)
