1 / 14

T-SHOE INNOVATION PROJECT

T-SHOE INNOVATION PROJECT. T-SHOE INTERACTION WITH AMs. AM CLIP MARKETING PLAN: To draw a diffusion plan with the key actors in Spain. Elements of diagnosis for the diffusion strategy: The Market The Actors Strengths of the innovation: Reduce the time to market

EllenMixel
Download Presentation

T-SHOE INNOVATION PROJECT

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. T-SHOE INNOVATION PROJECT CIW CLUSTER

  2. T-SHOE INTERACTION WITH AMs AM CLIP MARKETING PLAN: To draw a diffusion plan with the key actors in Spain. • Elements of diagnosis for the diffusion strategy: • The Market • The Actors • Strengths of the innovation: • Reduce the time to market • Adapted to the need for flexibility of the market (changes every 6 months) • Reduce cost of pre-series • Do not need to change the manufacturing process • Weaknesses of the innovation: • High investment • It is one machine tool more • Need of training CIW CLUSTER

  3. T-SHOE INTERACTION WITH AMs AM LIFESTYLE AND STRATEG.IST : IMPROVEMENT CIRCLES: • Analysis for the setting up and facilitation of Improvement Circles (IC) to analyse and adapt T-SHOE Technology to the technical and cultural requirements of target SMEs and service companies. • Continuous improvement to cope with changes and innovation. • To promote the participation of the partners and solve the problems jointly CIW CLUSTER

  4. T-SHOE INTERACTION WITH AMs Clients System Company Organisational System Product System AM LIFESTYLE - STRATEGI.ST To whom, and where do I offer my products/services BUSINESS IDEA: How do I organise myself to do it What do I offer CIW CLUSTER

  5. T-SHOE INTERACTION WITH AMs AM LIFESTYLE - STRATEGI.ST BUSINESS IDEA: Already existing products and new marketable products can be grouped into two different set of items, according to similarities between them: 1) High-touch products: a) Consulting not software-linked b) Fast prototyping 2) High-tech products: a) Software b) Consulting software-linked c) 3D- Digitizer CIW CLUSTER

  6. T-SHOE INTERACTION WITH AMs AM LIFESTYLE - STRATEGI.ST BUSINESS IDEA: STRUCTURE 1 Juridical • Current legal structure will be maintained • through the same net. • High-tech products (software, consulting software-linked and Digitizer 3-D) are distributed Average distributor should be bigger than now in order to assure better territory coverage. • High-touch products (consulting not linked to software, fast prototyping service) are distributed directly by Inescop. Organizational • Different resources will manage high-tech and high-touch products. • They will operate on a paritary basis being only subject to Inescop CEO. Roles / functions CIW CLUSTER

  7. T-SHOE INTERACTION WITH AMs +++ --- AM LIFESTYLE - STRATEGI.ST BUSINESS IDEA: STRUCTURE 1 • No clear border-line between business and technical structures (high-touch vs high tech products) • Lack of dedicated entrepreneurial energies only business-oriented • Unclear profit and rewarding system • Inescop-centered decision system, heavy influence of associates • Risk of inefficient management of a more complex produc-system and distribution net (give-up some products/markets?) • Less initial costs for structure • Immediate availability of Inescop equipments, laboratory, tools etc. • No newco start-up costs CIW CLUSTER

  8. T-SHOE INTERACTION WITH AMs AM LIFESTYLE - STRATEGI.ST BUSINESS IDEA: STRUCTURE 2 A Newco X will be constituted, whose equity will be owned by Inescop (51%) and by an entrepreneur (49%). Juridical Organizational High-tech products (software, consulting software-linked and Digitizer 3-D) are distributed through the same net. Average distributor should be bigger than now in order to assure better territory coverage. High-touch products (consulting not linked to software, fast prototyping service) are distributed by Newco X. Roles / functions Inescop resources will manage High-tech products. Newco X resources will manage High-touch products. CIW CLUSTER

  9. T-SHOE INTERACTION WITH AMs +++ --- AM LIFESTYLE - STRATEGI.ST BUSINESS IDEA: STRUCTURE 2 • Start-up costs • Have to co-ordinate Inescop and Newco’s activities, e.g. sell consulting no-softwares to previous software buyers from Inescop. • Different “energy-degree” due to different structures managing high-tech and high-touch products: Newco X profits = Entrepreneur profits while profits from high-tech sales = Inescop profits. • Need to introduce adequate rewarding system for high-tech managers... • “Dedicated” resources and structure for high-touch business (consulting ns, prototyping) • New entrepreneurial energies • Result-driven organization CIW CLUSTER

  10. T-SHOE INTERACTION WITH AMs AM LIFESTYLE - STRATEGI.ST BUSINESS IDEA: STRUCTURE 3 Juridical • A Newco X will be constituted, whose equity will be owned by Inescop (51%) and by an entrepreneur (49%). • A Newco Y will be constituted, whose equity will be owned by Inescop (51%) and by an entrepreneur (49%). Organizational • High-tech products (software, consulting software-linked and Digitizer 3-D) are distributed by Newco Y through the same net. • Average distributor should be bigger than now in order to assure better territory coverage. • High-touch products (consulting not linked to software, fast prototyping service) are distributed by Newco X. Roles / functions • Newco Y resources will manage High-tech products. • Newco X resources will manage High-touch products. CIW CLUSTER

  11. T-SHOE INTERACTION WITH AMs +++ --- AM LIFESTYLE - STRATEGI.ST • Highest start-up costs • Strong entrepreneurial/profit culture may impact on Inescop internal “atmosphere” • Rivalry between Newco’s (profit centers) and Inescop (assets provider) must be avoided • Best focus on different business areas: high-tech and high-touch • New entrepreneurial energies • Result-driven organization CIW CLUSTER

  12. T-SHOE INTERACTION WITH AMs BUSINESS IDEA CONCLUSIONS CIW CLUSTER

  13. T-SHOE INTERACTION WITH AMs AM LIFESTYLECOLLABORATIVE ONLINE WORKING ENVIRONMENTwww.innovation-matters.net CIW CLUSTER

  14. Useful tool for future projects CIW CLUSTER

More Related