Creare business con l’efficienza energetica · campo dell’efficienza energetica Sistemi di controllo degli impianti di digestione anaerobica, per ottimizzarne le rese energetiche

Thematic MeetingOpportunità di innovazione nel

campo dell’efficienza energetica

Sistemi di controllo degli Sistemi di controllo degli impianti di digestione impianti di digestione

anaerobica, peranaerobica, perottimizzarne leottimizzarne le

rese energeticherese energetiche

VERONA, BIOENERGY EXPO5 FEBBRAIO 2010

Creare business con Creare business con l’efficienza energetical’efficienza energeticaFinancial insights for ICTFinancial insights for ICTapplications in the biomass sectorapplications in the biomass sector

Ikbel TliliINVENT, Paris

Thematic Meeting - Verona, BIOENERGY EXPO, febbraio ౫ ౨౦౧౦Opportunità di innovazione nel campo dell’efficienza energeticaSistemi di controllo degli impianti di digestione anaerobica, per ottimizzarne le rese energetiche

ScopeScope

Which are the most commons and innovative BM for Which are the most commons and innovative BM for ICT solutions in the biomasse sector? ICT solutions in the biomasse sector? How the ICT developers and entrepreneur could How the ICT developers and entrepreneur could ensure the success for the financing and the ensure the success for the financing and the commercialisation of their products/solutions, commercialisation of their products/solutions, destinated to the biomasse sector?destinated to the biomasse sector?

Thematic Meeting - Verona, BIOENERGY EXPO, 5 febbraio 2010Opportunità di innovazione nel campo dell’efficienza energeticaSistemi di controllo degli impianti di digestione anaerobica, per ottimizzarne le rese energetiche

Business Approach ObjectivesBusiness Approach Objectives

• Segment the potential customers that Segment the potential customers that the product/solution the product/solution targets and targets and will look at whether any neighbouring categories should also be will look at whether any neighbouring categories should also be targeted; it will then prioritise those considered suitable;targeted; it will then prioritise those considered suitable;

• Define exact parameters of the Define exact parameters of the product/solutionproduct/solution into each category of into each category of customer;customer;

• Define one or more business models to be adopted by analysing the Define one or more business models to be adopted by analysing the product/solution product/solution potentialities and featurespotentialities and features

• Validate each business model through the test cycles and evaluating Validate each business model through the test cycles and evaluating the feedback of companies testersthe feedback of companies testers

• Refine the business plan for convincing financial backers and Refine the business plan for convincing financial backers and business partners to provide support;business partners to provide support;


Value propositionValue proposition

• Business Model Business Model • identifies the key factors making the company identifies the key factors making the company

competitive competitive • is mainly finalised to underline the critical factors is mainly finalised to underline the critical factors

of success and the company strengths and of success and the company strengths and weaknesses weaknesses

• provides a clear diagnosis of any details provides a clear diagnosis of any details concerning Operations and the Organisation. concerning Operations and the Organisation.

• It is important to communicate the value-propositionIt is important to communicate the value-proposition


Market segmentationMarket segmentation

Which type of customers are we addressing by our Which type of customers are we addressing by our product/solution? product/solution?

• Company size : Large, SMEsCompany size : Large, SMEs• Economical sector: agriculture, industry, services, Economical sector: agriculture, industry, services,

*which sub sector: transport, building, etc.*which sub sector: transport, building, etc.• Company category: private, publicCompany category: private, publicOur target segment could be a mix, example: Our target segment could be a mix, example:

industrial private company operating in the agro industrial private company operating in the agro food sector, SMEfood sector, SME


Which business modelWhich business modelfor each category? for each category?

Even if we have an innovative product/solution, this Even if we have an innovative product/solution, this is not sufficient to ensure our project successis not sufficient to ensure our project success

Why? Why? The business model is a critical factor that will The business model is a critical factor that will ensure the sucess of the project. ensure the sucess of the project. The business model depends definetily on the The business model depends definetily on the segment we are addressing by our product/solutionsegment we are addressing by our product/solution A successful business model is always based on A successful business model is always based on a win win strategya win win strategy


Some elementary questionsSome elementary questions

• Is our solution/product destinated to be integrated to the customer Is our solution/product destinated to be integrated to the customer solution/product? solution/product?

• What is our solution/product profitable for the customer, and how What is our solution/product profitable for the customer, and how out business model could maximize the profit of the customer? out business model could maximize the profit of the customer?

• Dis the potential customer need to make several changes (material, Dis the potential customer need to make several changes (material, OS, etc.) to uptake our solution/product? In the case of ICT4EE, OS, etc.) to uptake our solution/product? In the case of ICT4EE, interoperability is a solid argument to convince potential customers interoperability is a solid argument to convince potential customers to buy our product/solutionto buy our product/solution

• Are similar solutions exist on the market? If yes, how could we Are similar solutions exist on the market? If yes, how could we differentiate our product/solution through our business model? differentiate our product/solution through our business model?


Some Business Models examplesSome Business Models examples

• In house: In house: the service/product is sold to customers that the service/product is sold to customers that install it at their premises and they take care of the system install it at their premises and they take care of the system runningrunning

• ASP: ASP: the service/product is sold without installing the the service/product is sold without installing the platform at the customer siteplatform at the customer site

• Hybrid: Hybrid: some functionalities are installed, other notsome functionalities are installed, other notWhat could we bill to the customer: installation fees, What could we bill to the customer: installation fees, maintenance costs, training costs, upgrading fees, etc...maintenance costs, training costs, upgrading fees, etc...How: How: fixed price, monthly/annual fees, allowance fees, fixed price, monthly/annual fees, allowance fees, hybridhybrid


Innovative business modelsInnovative business models

• Objective: make the difference, attract and convince Objective: make the difference, attract and convince customers about the efficiency of our product/solution customers about the efficiency of our product/solution to meet their requirements. to meet their requirements.

Some examples: Some examples: - If the customer is a reseller: percentage on the If the customer is a reseller: percentage on the

customer revenues, customer revenues, - A percentage on the customer savings for its A percentage on the customer savings for its

energetical billenergetical bill- Free version for large public, paid one for Free version for large public, paid one for

professionalsprofessionals


Validation tests:Validation tests:strategic issues for BMstrategic issues for BM

Objectives: Objectives: • test the product/service at real life conditions, test the product/service at real life conditions, • Quatify the potential benefits for the Quatify the potential benefits for the

product/service use product/service use • Solid arguments to present to investors and Solid arguments to present to investors and

customers, customers, • Validation of market segmentation, Validation of market segmentation, • Precise definition of BM (pricing model)Precise definition of BM (pricing model)


IntroductionIntroductionto Business Planningto Business Planning

From the idea to the definition of a credible From the idea to the definition of a credible

BUSINESS PLANBUSINESS PLAN• Aims of the business plan:Aims of the business plan:

– Key factors to the objectives achievementsKey factors to the objectives achievements– Strengths and Weaknesses analysisStrengths and Weaknesses analysis– Check the financial resourcesCheck the financial resources– Market analysis and partnershipMarket analysis and partnership


The BP structureThe BP structure


7 useful question7 useful questionto identifies the opportunitiesto identifies the opportunities

• Who will be the user (customer) of the Who will be the user (customer) of the product/service?product/service?

• How customer will take purchase decisions?How customer will take purchase decisions?• How market segments can be reached? How market segments can be reached? • How much is the effort to get customers?How much is the effort to get customers?• How much is the cost to produce and deliver the How much is the cost to produce and deliver the

product service?product service?• How much is to get customers loyalHow much is to get customers loyal


Market analysisMarket analysis


The strategy formulationThe strategy formulation

• Strategy is basically the route I need to follow to Strategy is basically the route I need to follow to achieve an objective:achieve an objective:– Setting up the overall objectivesSetting up the overall objectives– Indicating resources to achieve the objectivesIndicating resources to achieve the objectives– Making a schedule and fixing the deadlines for Making a schedule and fixing the deadlines for

checkcheck


How to set a priceHow to set a price

• Taking into account the company cost Taking into account the company cost structurestructure

– Price should cover the company cost plus ensure a Price should cover the company cost plus ensure a mark-up to remunerate the entrepreneursmark-up to remunerate the entrepreneurs

• Taking into account the product innovationTaking into account the product innovation– Price can be much higher when the product is Price can be much higher when the product is

highly innovative and unique in the markethighly innovative and unique in the market

• Taking into account the market competitionTaking into account the market competition– Price should be aligned to competitors onesPrice should be aligned to competitors ones


BEP analysisBEP analysis

• The BEP (Break Even Point) provides the level of The BEP (Break Even Point) provides the level of production when the company starts producing profitsproduction when the company starts producing profits

– Revenues ≥ VC+FCRevenues ≥ VC+FC


Funding life-cycle Funding life-cycle

Thematic MeetingOpportunità di innovazione nel

campo dell’efficienza energetica

Sistemi di controllo degli Sistemi di controllo degli impianti di digestione impianti di digestione

anaerobica, peranaerobica, perottimizzarne leottimizzarne le

rese energeticherese energetiche

VERONA, BIOENERGY EXPO5 FEBBRAIO 2010

Creare business con l’efficienza energeticaFinancial insights for ICT applications in the biomass sector

[email protected]

+33 6 24 13 08 13

Grazie mille per l’attenzioneGrazie mille per l’attenzione

mailto:[email protected]

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Creare business con l’efficienza energetica · campo dell’efficienza energetica Sistemi di controllo degli impianti di digestione anaerobica, per ottimizzarne le rese energetiche