CONSULTANCY SERVICES FOR A PILOT MODEL FOR THE ROMANIAN APPLIED RESEARCH OF THE FUTURE

Transcription

1 CONSULTANCY SERVICES FOR A PILOT MODEL FOR THE ROMANIAN APPLIED RESEARCH OF THE FUTURE - Part 2 - Simina Fulga 1

2 GENERAL ISSUES 2

3 Technology Transfer - value chain of value-added services The actual business model of TT centres of ReNITT must be centred: example Exploration-centred business model Validation-centred business model EXPLORATION TECHNICAL VALIDATION EXPLOITATION ReNITT TT centres hosted by universities ReNITT TT centres hosted by research institutes INDUSTRY/CUSTOMER know-how INDUSTRY/CUSTOMER know-how 3

4 The business model Development Framework INDUSTRY/CUSTOMER know-how Exploration-centred business model ReNITT TT centres hosted by universities Validation-centred business model ReNITT TT centres hosted by research institutes acting entrepreneurially have an indirect impact on the local economy through different linkages that they have with industry 4

5 Business Model Extended Canvas developed for increasing the effectiveness of the Romanian TTC s Competitive Strategy 5 Growth Strategy 11 Elements of Business Model Framework - Stähler (2009) Business Model Canvas [5] /watch?v=2fumwkbmhlo

6 THE WAY Exemplary UPB vs. INCDMTM 6

7 Technology Transfer - value chain of value-added services The actual business model of TT centres of ReNITT must be centred: example Exploration-centred business model Validation-centred business model ReNITT TT centres hosted by universities ReNITT TT centres hosted by research institutes do not customize services for firms target large firms generate a small fraction of their revenue from client firms forge weak ties with client firms do not develop well defined market strategies rely on researchers as their key resources to develop their offer to firms customize services for firms target SMEs generate a large fraction of their revenue from client firms forge strong ties with client firms develop well-defined market strategies rely on employees with technical training and experience to develop their offer to firms needs specification related to technologies needs specification related to research assistance to access pertinent research prototype design and technical feasibility testing product and process safety certification manufacturing practices, processes and technology improvement access to specialized equipment or facilities to scale up production access to expertise to scale up production 7

8 Technology Transfer - value chain of value-added services Different capacities -> business model of TT centres must be different centred EXPLORATION Needs specification related to technologies Needs specification related to research Assistance to access pertinent research TT centre hosted by UPB TECHNICAL VALIDATION Prototype design and technical feasibility testing Product and process safety certification Manufacturing practices, processes and technology improvement Access to specialized equipment or facilities to scale up production Access to expertise to scale up production TT centre hosted by INCDMTM EXPLOITATION LEGAL ISSUES: Preparation of patent applications Spin-off creation in order to exploit inventions Contractual agreements negotiation & management CAPITAL ACCESS: Commercial bank loans Angel investors or agent network Venture capital COMERCIALISATION: Product positioning Business case development Design and implementation of business processes Advertising and promotion of new products Access to market/distribution channels Access to international market/distribution channels 8

9 Strategic Partner / Consultant / Advisory Board to generally define the possible transfer objects => than you can start with the business model 1. Customers Segments: market analysis innovation funnel 2. Value Proposition 3. Channels marketing ->marketing structures and instruments: e.g. demonstrators and exhibitions; feedback & feedforward with industry each 3 months distribution 4. Customer Relationships 5. Competitive Strategy through competitive analysis on the following levels: scientific economic geographic 6. Revenue Streams 7. Key Resources 8. Key Activities 9. Key Partners 10. Cost Structures 11. Growth Strategy Board of Trustees national and international members from: industry, applied research, academia and politics twice a year due to a general meeting => FEEDBACK Dedicated Staff Training: with strategic partners financed over e.g. national funding mechanism Key Performance Indicators (KPI) Strategy: targets and achievements control mechanism: patents (inventions), scientific papers, industry s shares (innovation) in % of revenue; e.g. 15% industrial revenue after 6 months 9

10 Strategic Partner / Consultant / Advisory Board to generally define the possible transfer objects => than you can start with the business model 1. Customers Segments: market analysis innovation funnel 2. Value Proposition 3. Channels marketing ->marketing structures and instruments: e.g. demonstrators and exhibitions; feedback & feedforward with industry each 3 months distribution 4. Customer Relationships 5. Competitive Strategy through competitive analysis on the following levels: scientific economic geographic 6. Revenue Streams 7. Key Resources 8. Key Activities 9. Key Partners 10. Cost Structures 11. Growth Strategy Board of Trustees national and international members from: industry, applied research, academia and politics twice a year due to a general meeting => FEEDBACK Dedicated Staff Training: with strategic partners financed over e.g. national funding mechanism Key Performance Indicators (KPI) Strategy: targets and achievements control mechanism: patents (inventions), scientific papers, industry s shares (innovation) in % of revenue; e.g. 15% industrial revenue after 6 months 10

11 The Way Strategic Partner / Consultant / Advisory Board to generally define the possible transfer objects => than you can start with the business model TT centre hosted by UPB Fraunhofer IPA as strategical partner in order to identify the possible future transfer objects Focus areas established: => TT centre hosted by INCDMTM.. as strategical partner in order to identify the possible future transfer objects 11

12 Strategic Partner / Consultant / Advisory Board to generally define the possible transfer objects => than you can start with the business model 1. Customers Segments: market analysis innovation funnel 2. Value Proposition 3. Channels marketing ->marketing structures and instruments: e.g. demonstrators and exhibitions; feedback & feedforward with industry each 3 months distribution 4. Customer Relationships 5. Competitive Strategy through competitive analysis on the following levels: scientific economic geographic 6. Revenue Streams 7. Key Resources 8. Key Activities 9. Key Partners 10. Cost Structures 11. Growth Strategy Board of Trustees national and international members from: industry, applied research, academia and politics twice a year due to a general meeting => FEEDBACK Dedicated Staff Training: with strategic partners financed over e.g. national funding mechanism Key Performance Indicators (KPI) Strategy: targets and achievements control mechanism: patents (inventions), scientific papers, industry s shares (innovation) in % of revenue; e.g. 15% industrial revenue after 6 months 12

13 The Way Board of Trustees national and international members from: industry, applied research, academia and politics twice a year due to a general meeting => FEEDBACK TT centre hosted by UPB national and international members from: industry, applied research, academia and politics on national and regional level also over strategic partner TT centre hosted by INCDMTM national and international members from: industry, applied research, academia and politics on national and regional level also over strategic partner 13

14 Strategic Partner / Consultant / Advisory Board to generally define the possible transfer objects => than you can start with the business model 1. Customers Segments: market analysis innovation funnel 2. Value Proposition 3. Channels marketing ->marketing structures and instruments: e.g. demonstrators and exhibitions; feedback & feedforward with industry each 3 months distribution 4. Customer Relationships 5. Competitive Strategy through competitive analysis on the following levels: scientific economic geographic 6. Revenue Streams 7. Key Resources 8. Key Activities 9. Key Partners 10. Cost Structures 11. Growth Strategy Board of Trustees national and international members from: industry, applied research, academia and politics twice a year due to a general meeting => FEEDBACK Dedicated Staff Training: with strategic partners financed over e.g. national funding mechanism Key Performance Indicators (KPI) Strategy: targets and achievements control mechanism: patents (inventions), scientific papers, industry s shares (innovation) in % of revenue; e.g. 15% industrial revenue after 6 months 14

15 Exploration-centred The Way Customers Segments and Key Topics TT centre hosted by UPB TT centre hosted by INCDMTM Validation-centred 15

16 Strategic Partner / Consultant / Advisory Board to generally define the possible transfer objects => than you can start with the business model 1. Customers Segments: market analysis innovation funnel 2. Value Proposition 3. Channels marketing ->marketing structures and instruments: e.g. demonstrators and exhibitions; feedback & feedforward with industry each 3 months distribution 4. Customer Relationships 5. Competitive Strategy through competitive analysis on the following levels: scientific economic geographic 6. Revenue Streams 7. Key Resources 8. Key Activities 9. Key Partners 10. Cost Structures 11. Growth Strategy Board of Trustees national and international members from: industry, applied research, academia and politics twice a year due to a general meeting => FEEDBACK Dedicated Staff Training: with strategic partners financed over e.g. national funding mechanism Key Performance Indicators (KPI) Strategy: targets and achievements control mechanism: patents (inventions), scientific papers, industry s shares (innovation) in % of revenue; e.g. 15% industrial revenue after 6 months 16

17 Exploration-centred The Way Value Propositions 17 TT centre hosted by UPB related to technologies related to research access pertinent research What value do we deliver to the customer? Which one of our customer s problems are we helping to solve? Which customer needs are we satisfying? What bundles of products and services are we offering to each Customer Segment? newness performance customisation getting the job done design brand/status price risk reduction accessibility convenience/usability TT centre hosted by INCDMTM Validation-centred prototype design and technical feasibility testing product and process safety certification manufacturing practices, processes and technology improvement access to specialized equipment or facilities to scale up production access to expertise to scale up production

18 Strategic Partner / Consultant / Advisory Board to generally define the possible transfer objects => than you can start with the business model 1. Customers Segments: market analysis innovation funnel 2. Value Proposition 3. Channels marketing ->marketing structures and instruments: e.g. demonstrators and exhibitions; feedback & feedforward with industry each 3 months distribution 4. Customer Relationships 5. Competitive Strategy through competitive analysis on the following levels: scientific economic geographic 6. Revenue Streams 7. Key Resources 8. Key Activities 9. Key Partners 10. Cost Structures 11. Growth Strategy Board of Trustees national and international members from: industry, applied research, academia and politics twice a year due to a general meeting => FEEDBACK Dedicated Staff Training: with strategic partners financed over e.g. national funding mechanism Key Performance Indicators (KPI) Strategy: targets and achievements control mechanism: patents (inventions), scientific papers, industry s shares (innovation) in % of revenue; e.g. 15% industrial revenue after 6 months 18

19 Exploration-centred The Way Channels TT centre hosted by UPB TT centre hosted by INCDMTM Through which Channels do our Customer Segments want to be reached in order to deliver them the Value Proposition? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? continuous dialogue with the industry Validation-centred stronger market strategy 19

20 Strategic Partner / Consultant / Advisory Board to generally define the possible transfer objects => than you can start with the business model 1. Customers Segments: market analysis innovation funnel 2. Value Proposition 3. Channels marketing ->marketing structures and instruments: e.g. demonstrators and exhibitions; feedback & feedforward with industry each 3 months distribution 4. Customer Relationships 5. Competitive Strategy through competitive analysis on the following levels: scientific economic geographic 6. Revenue Streams 7. Key Resources 8. Key Activities 9. Key Partners 10. Cost Structures 11. Growth Strategy Board of Trustees national and international members from: industry, applied research, academia and politics twice a year due to a general meeting => FEEDBACK Dedicated Staff Training: with strategic partners financed over e.g. national funding mechanism Key Performance Indicators (KPI) Strategy: targets and achievements control mechanism: patents (inventions), scientific papers, industry s shares (innovation) in % of revenue; e.g. 15% industrial revenue after 6 months 20

21 Exploration-centred The Way Customer Relationships TT centre hosted by UPB What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How costly are they? How are they integrated with the rest of our business model? personal assistance dedicated personal assistance communities loyalty programs: ReNITT Club : e.g. discounts, preferential treatment TT centre hosted by INCDMTM Validation-centred 21

22 Strategic Partner / Consultant / Advisory Board to generally define the possible transfer objects => than you can start with the business model 1. Customers Segments: market analysis innovation funnel 2. Value Proposition 3. Channels marketing ->marketing structures and instruments: e.g. demonstrators and exhibitions; feedback & feedforward with industry each 3 months distribution 4. Customer Relationships 5. Competitive Strategy through competitive analysis on the following levels: scientific economic geographic 6. Revenue Streams 7. Key Resources 8. Key Activities 9. Key Partners 10. Cost Structures 11. Growth Strategy Board of Trustees national and international members from: industry, applied research, academia and politics twice a year due to a general meeting => FEEDBACK Dedicated Staff Training: with strategic partners financed over e.g. national funding mechanism Key Performance Indicators (KPI) Strategy: targets and achievements control mechanism: patents (inventions), scientific papers, industry s shares (innovation) in % of revenue; e.g. 15% industrial revenue after 6 months 22

23 Exploration-centred The Way Competitive Strategy TT centre hosted by UPB Who are the existing competitors (scientific, economic, geographic)? How to react to them and likely new entrants into this space? Why you will win?? Customers Segments Value Proposition Channels Customer Relationships TT centre hosted by INCDMTM Validation-centred Unique Selling Proposition" (USP) Competitive Strategy: cost leadership or differentiation or focus strategy Competition Analysis on: scientific level economic level geographic level 23

24 Exploration-centred The Way Competitive Strategy TT centre hosted by UPB Who are the existing competitors (scientific, economic, geographic)? How to react to them and likely new entrants into this space? Why you will win?? Customers Segments Value Proposition Channels Customer Relationships TT centre hosted by INCDMTM Validation-centred Unique Selling Proposition" (USP) Competitive Strategy: cost leadership or differentiation or focus strategy Competition Analysis on: scientific level economic level geographic level 24

25 Strategic Partner / Consultant / Advisory Board to generally define the possible transfer objects => than you can start with the business model 1. Customers Segments: market analysis innovation funnel 2. Value Proposition 3. Channels marketing ->marketing structures and instruments: e.g. demonstrators and exhibitions; feedback & feedforward with industry each 3 months distribution 4. Customer Relationships 5. Competitive Strategy through competitive analysis on the following levels: scientific economic geographic 6. Revenue Streams 7. Key Resources 8. Key Activities 9. Key Partners 10. Cost Structures 11. Growth Strategy Board of Trustees national and international members from: industry, applied research, academia and politics twice a year due to a general meeting => FEEDBACK Dedicated Staff Training: with strategic partners financed over e.g. national funding mechanism Key Performance Indicators (KPI) Strategy: targets and achievements control mechanism: patents (inventions), scientific papers, industry s shares (innovation) in % of revenue; e.g. 15% industrial revenue after 6 months 25

26 The Way Dedicated Staff Training: with strategic partners financed over e.g. national funding mechanism TT centre hosted by UPB e.g., Fraunhofer IPA as strategical partner in order to build and consolidate the Competences TT centre hosted by INCDMTM.. as strategical partner in order to build and consolidate the Competences Building and consolidating the Competences e.g.: STRATEGICAL PARTNER training programs e.g.: Top & Middle Management Technological Training Science-to-Business Research Marketing Customer Relationship Management Implementing a future basic qualification training package for each new staff member! Joint PhD and MSc and staff exchange 26

27 The Way Dedicated Staff Training: with strategic partners financed over e.g. national funding mechanism TT centre hosted by UPB e.g., Fraunhofer IPA as strategical partner in order to build and consolidate the Competences TT centre hosted by INCDMTM.. as strategical partner in order to build and consolidate the Competences Governance structures at the scientific and management level e.g.: STRATEGICAL PARTNER chairs : One chair/ topic Chair managers for applied research Group leader together with RO representative RO PMs as trainees 27

28 The Way Dedicated Staff Training: with strategic partners financed over e.g. national funding mechanism TT centre hosted by UPB e.g., Fraunhofer IPA as strategical partner in order to build and consolidate the Competences TT centre hosted by INCDMTM.. as strategical partner in order to build and consolidate the Competences Financing over: national funding schemes and mechanisms for specifically staff-training: technological, marketing, IPR, etc. which must be made by strategical partners having Know-how in all the value propositions of the TT centers 28

29 Exploration-centred The Way Key Performance Indicators (KPI) Strategy: targets and achievements control mechanism: patents (inventions), scientific papers, industry s shares (innovation) in % of revenue; e.g. 15% industrial revenue after 6 months TT centre hosted by UPB TT centre hosted by INCDMTM more patents more scientific pares KPI S: more industry s shares patents (inventions) scientific papers industry s shares (innovation) in % of revenue Verification period of KPI s: every 6 months Failing the KPI s -> clear measures -> remodeling the business model Validation-centred 29

30 Exploration-centred Example Key Performance Indicators (KPI) Strategy: targets and achievements control mechanism: patents (inventions), scientific papers, industry s shares (innovation) in % of revenue; e.g. 15% industrial revenue after 6 months TT centre hosted by UPB In the first 2 years: patents (inventions): min. 1/ year TT centre hosted by INCDMTM In the first 2 years: patents (inventions): min. 1/ year scientific papers: min.2/ year / employee industry s shares: min. 8 % of total revenue After 2 years: patents (inventions): min. 2/ year scientific papers: min. 2 / year / employee industry s shares: min. 15 % of total revenue scientific papers: min. 1 / year / employee industry s shares: min. 15% of total revenue After 2 years: patents (inventions): min. 2/ year scientific papers: min. 2 / year / employee industry s shares: min. 30 % of total revenue Validation-centred 30

31 Strategic Partner / Consultant / Advisory Board to generally define the possible transfer objects => than you can start with the business model 1. Customers Segments: market analysis innovation funnel 2. Value Proposition 3. Channels marketing ->marketing structures and instruments: e.g. demonstrators and exhibitions; feedback & feedforward with industry each 3 months distribution 4. Customer Relationships 5. Competitive Strategy through competitive analysis on the following levels: scientific economic geographic 6. Revenue Streams 7. Key Resources 8. Key Activities 9. Key Partners 10. Cost Structures 11. Growth Strategy Board of Trustees national and international members from: industry, applied research, academia and politics twice a year due to a general meeting => FEEDBACK Dedicated Staff Training: with strategic partners financed over e.g. national funding mechanism Key Performance Indicators (KPI) Strategy: targets and achievements control mechanism: patents (inventions), scientific papers, industry s shares (innovation) in % of revenue; e.g. 15% industrial revenue after 6 months 31

32 The general business model Filling out Revenue Streams = the cash a company generates from each Customer Segment (costs must be subtracted from revenues to create earnings) For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? There are several ways to generate Revenue Streams: Type: asset sale usage fee subscription fees lending/renting/leasing licensing brokerage fees advertising Fixed Pricing: list price product feature dependent customer segment dependent volume dependent Dynamic Pricing: negotiation yield management real-time-market auctions 32

33 The general business model Filling out - Key Resources = the most important assets required to make a business model work What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Key Resources can be categorized as follows: physical: such as manufacturing facilities, buildings, vehicles, machines, systems, point-of-sales systems, and distribution networks intellectual: such as brands, proprietary knowledge, patents and copyrights, partnerships, and customer databases are increasingly important components of a strong business model human: people are particularly prominent in certain business models financial: financial resources and/or financial guarantees, such as cash, lines of credit, or a stock option pool for hiring key employees 33

34 The general business model Filling out Key Activities = the most important things a company must do to make its business model work What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Key Activities can be categorized as follows: production: such relate to designing, making, and delivering a product in substantial quantities and/or of superior quality problem solving: relate to coming up with new solutions to individual customer problems platform/network: networks, matchmaking platforms, software, and even brands can function as a platform 34

35 The general business model Filling out Key Partners/Partnerships = the network of partners that make the business model work Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? Three motivations for creating partnerships: optimization and economy of scale: are usually formed to reduce costs, and often involve outsourcing or sharing infrastructure reduction of risk and uncertainty: can help reduce risk in a competitive environment characterized by uncertainty acquisition of particular resources and activities: can be motivated by needs to acquire knowledge, licenses, or access to customers 35

36 The general business model Filling out Cost Structure = all costs incurred to operate a business model What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Necessary to distinguish between two broad classes of business model Cost Structures: cost-driven: focus on minimizing costs wherever possible value-driven: focus on value creation => Premium Value Propositions and a high degree of personalized service Characteristics: fixed costs : remain the same despite the volume of goods or services produced variable costs : vary proportionally with the volume of goods or services produced economies of scale: average cost per unit fall as output rises economies of scope: due to a larger scope of operations, e.g., the same marketing activities may support multiple products 36

37 The general business model Filling out Growth Strategy = strategy aimed at winning larger market share, even at the expense of short-term earnings How we plan to growth?? What we hope our organization will be in 5 years? Four broad growth strategies are: diversification product development market penetration market development 37

38 References to literature [1] AMESSEA, Fernand ; COHENDET, Patric: Technology Transfer Revisited from the Perspective of the Knowledge-Based Economy. In: Research Policy 30 (2001), Dez., Nr. 9, S [2] Bozeman, Barry : Technology transfer and public policy: a review of research and theory. In: Research Policy 29 (2000), Apr., Nr. 4 5, S [3] Baglieri D., Baldi F., Tucci C. (2014), Technology Transfer Office Business Models: One size does NOT fit all, Technovation, submitted. [4] Landry, Réjean :Technology Transfer Organizations: Services and Business Models. In: Technovation : The International Journal of Technological Innovation, Entrepreneurship and Technology Management (2013) [5] Alexander Osterwalder and Yves Pigneur: Business Model Generation: A handbook for visionaries, game changers and challengers (2010) 38