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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

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T-SHOE INNOVATION PROJECT

CIW CLUSTER


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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

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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

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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

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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

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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

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T-SHOE INTERACTION WITH AMs

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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

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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.

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T-SHOE INTERACTION WITH AMs

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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


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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.

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T-SHOE INTERACTION WITH AMs

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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


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T-SHOE INTERACTION WITH AMs

BUSINESS IDEA CONCLUSIONS

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T-SHOE INTERACTION WITH AMs

AM LIFESTYLECOLLABORATIVE ONLINE WORKING ENVIRONMENTwww.innovation-matters.net

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