Il business plan in Horizon 2020

ENEA, 6 aprile 2017

Horizon 2020

Antonio Carbone H2020 NCP - SME - Access to finance - ICT

Innovazione in H2020

The definition of Innovation in H2020 is – deliberately – quite broad:

• "Horizon 2020 will support all forms of innovation, including innovation that results from research and development (R&D) activities or from other activities, such as finding new uses or combinations of existing technologies or developing new business models or new ways of interacting with users.

• While innovation is generally understood as the commercial introduction of a new or significantly improved product or service, innovations can also be for non-commercial applications such as for better public services or for addressing social needs ('social innovation')."

Source: H2020 FAQs:

http://ec.europa.eu/research/index.cfm?lg=en&pg=faq&sub=details&idfaq=42705]

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Struttura H2020

Excellent Science

European Research Council

Frontier research by the best individual teams

Future and Emerging Technologies

Collaborative research to open new fields of innovation

Marie Skłodowska Curie actions

Opportunities for training and career development

Research infrastructures (including e-infrastructure)

Ensuring access to world-class facilities

Industrial Leadership

Leadership in enabling and industrial technologies

ICT, nanotechnologies, materials, biotechnology, manufacturing, space

Access to risk finance

Leveraging private finance and venture capital for research and innovation

Innovation in SMEs

Fostering all forms of innovation in all types of SMEs

Societal Challenges

Health, demographic change and wellbeing

Food security, sustainable agriculture, marine and maritime research & the bioeconomy

Secure, clean and efficient energy

Smart, green and integrated transport

Climate action, environment, resource efficiency and raw materials

Inclusive, innovative and reflective societies

Security society

European Institute of Innovation and Technology (EIT)

Spreading Excellence and Widening Participation

Science with and for society

Joint Research Center (JRC)

EURATOM

Fast track to innovation

H2020 and Innovation WHAT = The process of turning research outputs (new discovery, tool, application) into Commercial and/or Social Value From voice tele-transmission -> Telephony

WHY = Objectives: Supporting and enabling the development and wider deployment of: Innovative Solutions, new Services, working methodologies, production/delivery/business models, new dynamics to support innovative ecosystems/communities/stakeholders alliances

HOW = Different types of Innovation: Open Innovation, linear/non-linear innovation, incremental/radical in innovation, disruptive innovation, social innovation etc.

DA DOVE SI PARTE?

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Il ciclo dell’innovazione

http://www.garnautreview.org.au/chp18.htm

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TRL 1 – basic principles observed TRL 2 – technology concept formulated TRL 3 – experimental proof of concept TRL 4 – technology validated in lab TRL 5 – technology validated in relevant environment (industrial environment in the case of key enabling technologies) TRL 6 – technology demonstrated in relevant environment (industrial environment in the case of key enabling technologies) TRL 7 – system prototype demonstration in operational environment TRL 8 – system complete and qualified TRL 9 – actual system proven in operational environment (competitive manufacturing in the case of key enabling technologies; or in space)

General Annexes

TECHNOLOGY READINESS LEVEL

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9

10

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RIA

Research and Innovation Actions

IA

Innovation Actions SME Instrument

Fast Track to Innovation

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L’innovazione nei Work Programme:

gli strumenti di finanziamento

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La struttura del topic

TIPE OF FUNDING ACTIONS (art.6 RfP)

RESEARCH AND INNOVATION ACTION

INNOVATION ACTION

SME INSTRUMENT

FAST TRACK TO INNOVATION

CO-FUND ACTION

COORDINATION AND SUPPORT ACTIONS

PROGRAMME CO-FUNDING ACTIONS

PRE-COMMERCIAL PROCUREMENT (PCP)

PUBLIC PROCUREMENT OF INNOVATIVE SOLUTIONS (PPI)

AWARD

I progetti collaborativi *

R&I Actions

Basic research, applied research, technology

development and integration, and testing e validation on a

small scale prototype in a laboratory or simulated

environment

Funding rate: 100%

Innovation Actions

Prototyping, testing, demostrating, piloting,

large - scale product validation and market

replication

Funding rate: 70/100%

15 * Approccio top-down

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REGOLE DI PARTECIPAZIONE

Le opportunità per le PMI

CONDIZIONI MINIME DI PARTECIPAZIONE (art.9)

In H2020 (RIA e IA) almeno 3 SOGGETTI GIURIDICI indipendenti stabiliti in 3 diversi stati membri o associati

Fast Track to Innovation MIN 3 SOGGETTI GIURIDICI MAX 5 indipendenti stabiliti in 3 diversi stati membri o associati

Strumento PMI almeno una PMI “for profit” Soggetti eleggibili: soltanto PMI “for profit” stabilite in stati membri o associati

Innovation Action

Fast Track

Strumento PMI

Tassi di finanziamento

70% (100% per no profit) RIA: 100% per tutti

70% (100% per no profit)

70% (50k in Fase 1)

Dimensione progetti

Durata e contributo variabili

Fino a 36 mesi – Fino a €3 m contrib UE

SME I Fase 2 ≈ 12-24 mesi

Fino a €2,5m contrib UE

Top down (RIA/IA) vs Puramente bottom up (FTI) vs Prevalentemente bottom up (SME I)

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L’approccio “Open call” *

2015 2016

29/04/2015 15/03/2016

01/09/2015 01/06/2016

01/12/2015 25/10/2016

Topic SME Intrument

Fast Track

* Unica scadenza annuale per RIA/IA

Criteri di valutazione 1. Excellence

1.1 Objectives 1.2 Relation to the work programme 1.3 Concept and approach 1.4 Ambition

2. Impact 2.1 Expected impact:

Users/markets Company

2.2 Measures to maximize the impact: Dissemination and exploitation of results Intellectual Property, knowledge protection and regulatory issues

3. Implementation 3.1 Work plan – Work package and deliverable 3.2 Management structure and procedures 3.3 Consortium as a whole (if applicable) 3.4 Resources to be committed

Soglie di finanziamento (Threshold)

Punteggio massimo: 15/15

• Soglia minima complessiva: • Strumento PMI Fase 1 = 13/15

• Strumento PMI Fase 2 + FTI = 12/15

• RIA/IA = 10/15

• Soglie minime individuali: • Strumento PMI Fase 1 = 4/5 su ogni criterio

• Strumento PMI Fase 2 + FTI = 4/5 sull’Impatto

• RIA/IA = 3/5 su ogni criterio

• L’Excellence ha un peso ponderato maggiore nelle RIA

• L’Impatto ha un peso ponderato maggiore nello Strumento PMI, FTI, IA

Il processo di valutazione

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Il processo differisce per SME I e FTI:

• Solo da remoto

• Panel di 4 valutatori (expertise commerciale e finanziaria)

• No consensus meetings

• ESR molto sintetici mediana/media

delle 4 valutazioni

• Brevi feedback ai proponenti

TIME TO GRANT (art. 20)

Fase 1 SME Instrument 3 MESI 2 mesi di valutazione + 1 di firma del contratto

Fase 2 SME Instrument 6 MESI 4 mesi di valutazione + 2 di firma del contratto

Fast Track to Innovation 6 MESI 3 mesi di valutazione + 3 di firma del contratto

Tempistica Firma Contratto

Vs 8 mesi (5 + 3)

in H2020

Link utili

Horizon 2020 http://ec.europa.eu/programmes/horizon2020/

Participant portal http://ec.europa.eu/research/participants/portal/desktop/en/home.html

EASME http://ec.europa.eu/easme/sme_en.htm

Fast Track http://ec.europa.eu/programmes/horizon2020/en/h2020-section/fast-track-innovation-pilot-2015-2016

SME TechWeb http://sme.cordis.europa.eu/home/index.cfm

APRE

http://www.apre.it/

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Horizon 2020 LEIT and SC Extracts from ESR - RIA and IA

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Research and Innovation

Actions - RIA

The outputs of the proposal will have a significant impact on the increased use of RES

for the ancillaryservices in general with a focus on four renewable technologies. The

result will be a contribution to the stable operation of future power systems in a cost-

effective way which is definitely relevant to the call and is therefore good. However,

while the project does address the expected impacts of the call, the extent to which the

outputs would contribute to each impact is not substantiated very well. or example, PIs

are defined but the impact is only qualitatively described and the barriers to more

extensive adoption of RES and the solutions eproposed are not sufficiently

substantiated. These are shortcomings.

The benefits that the proposal would make to manufacturing industry which are

relevant in terms of competitiveness and The proposal credibly describes relevant

growth. This is good.

The quality of the dissemination and exploitation plans is good, they are logical and

cover the potential recipients well. However, they are only presented in very general

terms and lack sufficient specification and quantification. This is a shortcoming In

terms of communication, the number of activities and measures that will be

implemented are appropriate. The targeted approach, identifying the key actors to be

convinced, is very good. IPR management is addressed well.

IMPACT - RIA Score: 3.50/5.00

IMPACT - RIA Score: 4.50/5.00

…

Furthermore, the project aims to increase the availability of diverse, high quality products

with enhanced health benefits produced from Mn efficient barley landraces, this is

convincingly explained. The novel research approach will accelerate progress in basic

sciences such as barley genetics and molecular physiology. The project will enhance

innovation in barley breeding, in agricultural and food sciences as well. Collaboration and

different dissemination actions will enhance innovation capacity and contribute to the

integration of knowledge. The project has the potential to contribute to the competitiveness

and growth of companies in rural economies by enhancing the use of marginal lands.

The impacts related to productivity and economic gains of the farming systems are

convincingly described. Indirect positive impacts on the environment and regional

communities are expected. For example, environmental protection and ecosystem services

will be improved. Social impacts are expected for rural community in the marginal areas and

in increased awareness of cultural heritage. An effective plan to exploit and disseminate

results is presented. Various effective means for stakeholder engagement (including art

based approaches) and communication tools across target groups will be established to

address main potential end-users such as the farming sector, the food industry, consumers,

policy makers and the scientific community. IPR-issues and research data management are

well addressed and adequate.

IMPACT - RIA Score: 5.00/5.00

The proposal addresses the expected impacts outlined in the work programme well.

There is potential to strengthen the competitiveness of the commercial partners in

the global market. Some of the aspects of the human tracking technology are not

sufficiently developed and rely on significant post-processing and high-end

equipment.

The dissemination strategy is well defined and includes relevant events. The

partners have good access to the production market, which enhances potential take

up.

There is a good exploitation strategy, which envisages activities during the lifetime

of the project. Each partner has an individual exploitation plan, which is well

developed. There is a well grounded draft business plan.

The plan for IPR management is well elaborated

The quality and effectiveness of the work plan is good. However, the monitoring of the

project is not convincing because the first technical deliverables are not scheduled

before the end of Year 2. This is a shortcoming. Overall, the resources assigned to work

packages are good. However, the allocation of resources assigned to the case studies is

not sufficiently justified. This is a shortcoming. Additionally, allocations of resources to

a small number of tasks are not adequate. This is a shortcoming.

Management structures are very good while a small number of management procedures

lack definition. This is a minor shortcoming. Innovation management is good. However,

potential for market exploitation is insufficiently substantiated. This is a minor

shortcoming. Risk management and mitigation plan are good. However, the risks

related to the engagement of stakeholders are not fully substantiated. This is a minor

shortcoming.

IMPLEMENTATION - RIA Score: 3.50/5.00

Innovation Actions - IA

A successful integration of the components would lead to a significant impact. A systematic

approach is described to expose clear evidence on the improvements of efficiency of health

and care systems.

However, the baseline against which to measure these are not clearly presented. Also it is

not described in sufficient detail what is the expected impact of the platforms that are to be

integrated.

Details are missing on standard quality of life indicators to be employed and the methods to

gauge improvement of these indicators are insufficiently elaborated.

Exploitation plans and impact assessment processes to be applied during and after the pilot

are presented generically with weak elaboration of the business development processes and

mechanisms to be engaged. A detailed and realistic SWOT analysis is presented.

However, there is insufficient detail on how financial modelling and cost-benefit analysis

instruments will be applied. The value chain development is limited in geographical

coverage.

Financial continuity in the short-to-medium term following the end of project funding is not

assured, it being contingent on the recruitment of multiple funding sources.

The assumption that public authorities will subsidise the system infrastructure is a

significant risk factor for success.

IMPACT - IA Score: 3.00/5.00

IMPACT - IA Score: 5.00/5.00

The project well contributes to the expected impacts of the call. For each impact, potential

barriers are identified and plans to overcome them are proposed. Measures to achieve these

impacts are well described and based on a list of objective indicators. The proposal shows evidence about market needs and the way it will address them.

Quality of life and active ageing, viable business and financing models which are scalable across Europe and to a certain extent competitiveness are the expected impacts of the project.

The proposal provides relevant information about the future exploitation, including future commercial, distribution channels, market and competition analysis and pricing strategy. Moreover, the consortium plans to expand their findings beyond the pilot countries by creating a dossier and

developing a business case and financial plan for each Member State.

It documents there is limited competition in the market, and if the project can conduct the validation process with success the way to market is clearly presented with significant industry already actively engaged in the consortium. There is convincing evidence for a substantial return on investment considering the project’s potential for exploitation and business. Certification aspects are well addressed. Interoperability and standardisation aspects are also well addressed, helping to foster ict industry growth. Exploitation and dissemination activities and plans are very detailed. Different stakeholders and dissemination media are well put forward. The proposal sets out a detailed description for business deployment, including a first assessment of financial issues, including costs, pricing and revenue forecasts.

IMPACT - IA Score: 4.00/5.00

The proposal includes credible actions to generate and share best practice for viable business and financing models and will result in a contribution to the sustainability of the health and social services. The certification process and embracement of open standards and an open source approach offers good opportunity for innovation capacity to be enhanced. The platform will contribute to the competitiveness of european ict industry, specifically to smes aiming to provide innovative services to the elderly population and their caregivers. An excellent approach to engaging potential investors, supplying service level agreement services, including invoicing capability within the open source cloud service, supporting and promoting open standards will create a very good environment for existing companies to grow and allow start-up companies to enter this market.

IMPACT - IA Score: 5.00/5.00

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Implementation - IA Score: 5.00/5.00

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Management structures and procedures, including risk and innovation management, are very well presented. The envisaged governance structure is suitable for the intended scope.

Credit was also given to the fact that power calculations were based on actual outcomes observed during previous trials, and not on estimates. The reasonable business model which is proposed (stem cell production protocols will be developed in such a way that they can be used for both a centralised and decentralised in-hospital production), the honesty in recognizing that no IP could be claimed on the cell product itself but the efforts to generate a product meeting the current regulatory standards were also identified as strengths of the application.

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Rispetto al 7° PQ in Horizon 2020

• maggiore attenzione all’ innovazione • impatto occupazionale e di mercato • differente background valutatori • nuovi partecipanti = più imprese proponenti • introduzione nelle proposte di: business model business plan

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In sintesi i proponenti di Horizon 2020 devono confrontarsi con dei cambiamenti strutturali: E’ cambiata la domanda del committente E’ cambiata la concorrenza

Business Model e Business Plan Strumenti tipici per descrivere i contenuti e le caratteristiche di un progetto imprenditoriale sono stati introdotti nella formulazione dei progetti europei di Ricerca e Innovazione (R&I)

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BUSINESS MODEL E BUSINESS PLAN in Horizon 2020

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Descrivere un’attività di business Elevator Pitch Presentazione orale della proposta di business (1-10 minuti abstract proposta)

Business Model E’ l'insieme delle soluzioni organizzative e strategiche attraverso le quali l'impresa acquisisce un vantaggio competitivo. Descrive la logica con la quale un'organizzazione crea, distribuisce e cattura valore (logica della proposta progettuale) Business Plan Descrive che cosa, quanto tempo, e quante risorse sono necessarie per mettere in pratica il Business Model (30-50 pagine proposta)

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The Summary: La capacità di sintesi è importante

I Modelli di Business

sono uno strumento d’Innovazione

Cosa succederebbe se?

• Chi compra mobili prelevasse in un grande magazzino kit da assemblare da solo?

• Tutti chiamassero gratis in tutto il mondo?

• I produttori di auto non vendessero auto ma servizi di mobilità?

• I pendolari ricevessero gratis un quotidiano all’ingresso della metropolitana?

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Business Model Canvas Alexander Osterwalder

1. Customer Segments - segmenti di clienti

Descrive i differenti gruppi di persone e/o organizzazioni ai quali l'azienda indirizza la sua proposta di valore. Esempi:

Mercato di massa

Mercato di nicchia

Mercato segmentato

Mercati diversificati

Mercati multi sided

1. Customer Segments (2.1 Expected Impact)

1. Customer Segments (2.1 Expected Impact)

ABC estimates that there are currently around 9,000 turbines cited in Europe that could benefit from the process of re-blading. Conservative re-blading market value estimates around €500 million for Europe alone. This figure considers just the turbines installed at least 11 to 14 years ago using median average substitution costs.

The asset-ageing phenomenon can be seen in Figure 1.5. In ABC's assessment of existing installed turbines producing assets the company found that asset ageing is becoming relevant across the EU in areas starting the mid-term.

Figure 1.5, looks at projections from four key producing EU countries. ABC found that the average age per plant is increasing in all European countries it studied and will continue to do so except when supported by legislation. Based on industry data and XXX projections, the ageing phenomenon will pervade the turbine industry

1. Customer Segments (2.1 Expected Impact)

The main economic benefits for end users that will stimulate purchase or encourage

direct investment are listed as follows:

- Increased investment profitability (ROI), which in turn stimulates the market.

- Improved efficiency of obsolete power plants (25%), (more production).

- Asset life extension, (greater production time).

- A product able of generating about 25% more energy per year (MWh year),

increasing Annual Energy production.

- Reduction of O&M costs.

- Increased sales volumes of turbines.

- Implementing power plants in areas not yet deemed suitable for exploitation.

2. Value proposition e Valore Percepito dal Cliente

Valore Percepito =

Benefici ricevuti – Costi sostenuti • Questo valore può essere razionale (denaro, performance),

emotivo (stato sociale) o una combinazione di entrambi;

• La «proposta di valore» differenzia la nostra soluzione dalla concorrenza: «unique selling proposition».

• Quindi nella Value Proposition descriveremo perché siamo diversi per esperienza, costi (rischi, attendibilità ecc.)

2. Value Proposition proposta di valore

• Un’azienda crea valore per i propri clienti quando li aiuta a:

RISOLVERE UN PROBLEMA

SODDISFARE UN BISOGNO

• Perché i clienti dovrebbero scegliere il nostro prodotto o servizio rispetto alla concorrenza?

• Il prodotto soddisfa un nuovo bisogno

• Il prodotto offre performance migliori

• Il prodotto può essere personalizzato

• Il prodotto è offerto a un prezzo minore

2.Value Proposition (1.3 Concept and Approach + 1.4 Ambition)

2.Value Proposition (1.3 Concept and Approach + 1.4 Ambition)

• The value proposition to be transmitted will be related to:

noise reduction, energy efficiency and performance durability, and the effective market take-up is expected to take place between July and December 2018.

• Best performance:

Higher processing speed, higher quality finish, low maintenance cost

3.Channels canali Channels (2.2 a. Measure to maximise Impact)

4.Customer Relationships - Relazioni con i clienti

Descrive il tipo di relazione che l’azienda stabilisce con i diversi segmenti di clienti.

Questa sezione indica le modalità attraverso le quali l’impresa:

Acquisisce clienti

Fidelizza i clienti già acquisiti

Aumenta le vendite

Innovation Management – Open Innovation

4 Customer Relationships = (2.2 a. c. Measure to maximise Impact)

4 Customer Relationships = (2.2 a. c. Measure to maximise Impact)

Sales force capability.

ABC is already active in the major part of the distribution channels for the new product, and the sales force organisation is already in place.

ABC sales people have already a good level of understanding on the new product application areas, although training and will required to enable sales force to turn the product functionality into customer value

Market knowledge.

Customer needs are well understood by ABC, and the value proposition is clarified with key customers. ABCs has been active in the market of product for very long time, and is endowed with abundant market knowledge. The customer segment is well known, business relationships to key customers are already in place, and there is extensive experience selling to this customer segment.

4 Customer Relationships =

(2.2 a. c. Measure to maximise Impact)

Distribution channels. ABC and the XXX group have already a well established

network of distributors all around the world, organised in three main areas:

UE (30 distributors in 20 countries), Americas (180 distributors in USA and Canada, 30 distributors in 12 Latin American countries)

Technical support. One of the key competitive assets of the brand is its customer orientation and the capacity to provide active support to purchasers. This policy will be reinforced and strengthened within the YYY market penetration, also due to the fact that ABC will be the exclusive technology owner for several years thanks to patent protection.

5.Revenue Stream - Flussi di Ricavi

Descrive i flussi di ricavi che l'azienda ottiene dalla vendita dei prodotti / servizi ad un determinato segmento di clienti.

PREZZO e le MODALITA' di pagamento

Vendita di un bene - Canone d'Uso - Quota di Iscrizione.

Prestito / noleggio / leasing / affitto –Licenze – Pubblicità -

Commissioni di intermediazione - Altro?

Per massimizzare l’impatto analizzare la possibilità di combinare più forme di ricavo.

5 Revenue Stream = (2.1 Expected Impact)

6.Key Resources - Risorse chiave

Quali sono le risorse chiave di cui l’azienda deve disporre per creare valore e sostenere il proprio modello di business. Queste risorse contribuiscono alla realizzazione di un vantaggio competitivo:

FISICHE – INTELLETTUALI - UMANE – FINANZIARIE

La corretta descrizione e coerenza con gli obiettivi è fondamentale per la credibilità del progetto!

6.Key Resources = (2.2 b. Measure to maximise Impact + 3.4 Resources to be committed + Section 4)

7. Key Activities - Attività chiave

Descrive le attività chiave che devono essere realizzate per creare la Value Proposition, raggiungere i clienti, mantenere le relazioni con loro e generare ricavi.

Quali sono i processi più importanti che l'azienda deve compiere per far funzionare il proprio modello di business ?

1. PRODUZIONE ?

2. PROBLEM SOLVING?

3. MANTENIMENTO e SVILUPPO PIATTAFORME?

7.Key Activities = (3.1 Work plan)

8.Key Partners Partner chiave

Definisce la rete di fornitori e partners necessari al funzionamento del modello di business aziendale. Importanti per:

ottimizzare la gestione di risorse e attività;

sviluppare economie di scala;

ridurre i rischi e l’incertezza;

competere in un nuovo mercato;

acquisire risorse specifiche ed attività;

ecc.

8. Key Partners (2.1 Expected Impact + 3.3 Consortium as a whole + Section 4 e 4.2)

9. Costs Structure - Struttura dei costi Identifica i costi che l'azienda dovrà sostenere per rendere

funzionante il proprio modello di business.

Nel processo di design del Business Model Canvas la struttura dei costi viene definita al termine perché deriva quasi direttamente dalla struttura dei blocchi relativi :

attività chiave - partner chiave - risorse chiave

Due modelli generali di riferimento:

Modelli di Business guidati dai costi

Modelli di Business guidati dal valore

9. Costs Structure (Part A + 3.4 Resources to be committed + 2.1 Expected Impact)

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I BLOCCHI del Business Model Canvas sono presenti nei template di proposta:

1. Customer Segments (2.1 Expected Impact) 2. Value Proposition (1.3 Concept and Approach + 1.4 Ambition) 3. Channels (2.2 a. Measure to maximise Impact) 4. Customer Relationships (2.2 a. c. Measure to maximise Impact) 5. Revenue Streams (2.1 Expected Impact) 6. Key Resources (2.2 b. Measure to maximise Impact + 3.4 Resources to be

committed + Section 4) 7. Key Activities (3.1 Work plan) 8. Key Partners (2.1 Expected Impact + 3.3 Consortium as a whole + Section 4 e

4.2) 9. Costs Structure (Part A + 3.4 Resources to be committed + 2.1 Expected

Impact)

Riepilogo : Business Model – Horizon 2020

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Il business plan?

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Che cosa è il business plan? Il Business Plan è un documento che illustra in modo quantitativo e qualitativo le strategie future dell’azienda e le azioni da intraprendere per perseguire tali strategie.

Obiettivo

Fornire una valutazione in merito all’opportunità di realizzare un investimento

Destinatari

Soggetti interni all’azienda (management team) Soggetti esterni all’azienda (investitori, banche, ecc.)

Il business plan è generalmente costituito da tre parti:

a. una parte introduttiva che descrive l’idea imprenditoriale, la genesi dell’idea e i soci promotori dell’iniziativa;

b. una parte tecnico-operativa che analizza la fattibilità dell’idea imprenditoriale sul mercato e l’organizzazione dell’attività;

c. una parte quantitativa-finanziaria che sviluppa le

previsioni economico-finanziarie dell’impresa.

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Business Plan in Horizon 2020

Business Plan integrato nella proposta progettuale. No Business Plan allegato al progetto. Analisi di mercato, settore, concorrenza: Dimensione europea, globale, logica di partenariato Sezioni: 1.Excellence 2.Impact 3.Implementation RIA/Innovation Action (70 pag.) SME Instrument phase I (10 pag.) SME Instrument phase II (30 pag.) Fast track to innovation (30 pag.)

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1. Executive Summary 2. Descrizione Prodotti Servizi Offerti 3. Analisi di mercato piano di marketing e vendite 4. Descrizione dell’azienda - Posizione Competitiva, 5. Analisi dei rischi 6. Management e Organizzazione 7. Timing - Milestones 8. Aspetti Finanziari

Struttura tipo di un Business Plan

1. Executive summary

E’ la parte più importante di un business plan introduce il documento e permette a chi legge di farsi una prima idea positiva del progetto.

Illustrare la Vision - del nostro progetto di business

+ Spiegare qual è il problema/bisogno che viene affrontato/risolto

+ La soluzione: mostrare ciò che offre l’azienda (il prodotto e/o il servizio),

+ Il vantaggio competitivo/ perché avremo successo

= Opportunità di Business

Il modello di business: chiarire come si genererà reddito

Il team: descrivere il motivo per cui il proprio team ha le caratteristiche giuste per riuscire in quello che è chiamato a fare

1. Executive summary Business Plan:

Abstract

1.1 Objectives

Describe the objectives of your overall innovation project ant the

subsequently expected outcome.

1.1Describe the industrial/economic/social problem to be solved

and/or business opportunity you intend to address.

1.3 Concept and approach

Explain how your innovative solution will solve the problem and/or

use the business opportunity

2. Prodotto/Servizio . Processo produttivo

È una sezione molto importante che si può presentare in modo molto differente, dipende dalla complessità del prodotto o servizio e dal suo processo produttivo.

In particolare per i prodotti innovativi descrivere i vantaggi che offrono rispetto a quelli esistenti, eventuali brevetti, attività di sviluppo previste.

Il processo può comprendere la localizzazione produttiva, il personale e le attrezzature coinvolte in ciascuna fase, i fornitori, l’organizzazione commerciale, il controllo di qualità, l’assistenza post vendita.

Sui prodotti particolarmente innovativi curare gli aspetti che possono generare dubbi sulla: fattibilità tecnica/qualità/sicurezza

Business Plan e Valore Percepito dal Cliente

Valore Percepito =

Benefici ricevuti – Costi sostenuti • Questo valore può essere razionale (denaro, performance),

emotivo (stato sociale) o una combinazione di entrambi;

• La «proposta di valore» differenzia la nostra soluzione dalla concorrenza: «unique selling proposition».

• Quindi nella Value Proposition descriveremo perché siamo diversi per esperienza, costi (rischi, attendibilità ecc.)

Business Plan e Valore Percepito dal Cliente

1.4 Ambition

Explain the novelty of your innovation business project

Explain advantage of your (expected) solution with

respect to competing solutions; how does it provide

more added value to potential customers?

3. Analisi del mercato piano marketing e vendita

Analisi del mercato in generale

Descrizione dei Segmenti

Grandezza e trend in atto

Identificazione e descrizione della concorrenza

Opportunità ( differenziazione - vantaggio competitivo)

Strategia di Marketing Strategia di prodotto

Strategia di Prezzo

Strategia di distribuzione

Strategia promozionale

Piano Vendite Ciclo di vita del prodotto

Previsioni di vendita nel periodo

3. Analisi del mercato piano marketing e vendita

• 2.1 Expected Impacts

a) Users/Market

• List main competitors and competitive solutions

• Indicate the most relevant market segments for initial introduction of the new solution

• Indicate the most important market barriers to be overcome to

realise commercialization

• Describe the targeted users of the final solution

3.1 Analisi del mercato piano marketing e vendita

2.2 Measures to maximise impact

a) Dissemination and exploitation of results

Explain an initial plan for full commercialisation of

the project results, i.e. own commercialisation or

licensing?

Need of cooperation with third parties for own

commercialisation?

Estimate of the total funding requirements?

Approximate time to first sales/employment?

4. L’Azienda

Storia dell’Azienda, localizzazione, business, risultati raggiunti, prodotti e servizi offerti, target di clientela, figure chiave ecc.

Analisi SWOT situazione corrente

Competenze esistenti (evidenziare peculiarità) Importante! Piano di sviluppo: a. Scopo del piano (che cosa) b. Obiettivo (perché) c. Azioni (come) d. Tempi (in quanto tempo) e. Risorse necessarie (umane e finanziarie)

4.1 Posizione competitiva

È l’analisi con cui la nostra azienda viene comparata rispetto ai concorrenti

Valutazione comparativa su come viene percepita dai consumatori: qualità, marchio,prezzo, servizio, ecc.

Valutazione comparativa interna:

Risorse finanziarie, brevetti, tecnologie, canali distributivi, competenze tecniche, ecc.

Valutazione comparativa prodotto/soluzione proposta

4. L’Azienda

2.1 Expected Impacts

b) Company - How does the innovation project fit with the strategy of the participants - What is the relevance and rationale of the innovation project for the participants 2.2 Measures to maximise impact

b) Intellectual Property, knowledge protection and regulatory issues

3.1 Work plan

Work package and deliverable

5 Analisi dei Rischi

L’analisi dei rischi è centrata sul business e affronta:

aspetti finanziari, tecnici, legali, fornitori, aspetti

macroeconomici e politici ecc.

5 Analisi dei Rischi

3.2 Management structure and procedures

Describe any critical risks, relating to project

implementation, that the stated project

objectives may not be achieved

Detail any risk mitigation measures

Provide a table with critical risks identified and

mitigating actions (table 3.2b)

6. Management e Organizzazione

Descrizione delle figure chiave dell’organizzazione, i loro profili professionali, le competenze acquisite,

Presentazione dell’organigramma

Descrivere eventuali programmi di misurazione delle performance, piani incentivi, politica di formazione interna. Management innnovazione

Descrivere le modalità di acquisizione di eventuali nuove competenze ove necessario

Evidenziare esperienze di successo….

6. Management e Organizzazione

Section 4: Members of the consortium

4.1. Participants (applicants)

• a description of the legal entity and its main tasks, with an explanation of how its profile matches the tasks in the proposal;

• a curriculum vitae or description of the profile of the persons, including their gender, who will be primarily responsible for carrying out the proposed research and/or innovation activities

• a list ofup to 5 relevant previous actions or activities, connected to the subject of this proposal;

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Guidance for evaluators of Horizon 2020 proposals

Under the Quality and efficiency of the implementation 'criterion, a particularly relevant aspect concerns how effective innovation management will be addressed in the management structure and work plan. Innovation management is a process

which requires an understanding of both market and technical problems, with a goal of successfully implementing appropriate creative ideas. A new or improved product, service or process

is its typical output. It also allows a consortium to respond to an external or internal opportunity.

7. Cronoprogramma e Milestones

Il Business Plan va completato con il cronoprogramma del progetto di business e

l’ individuazione delle sue tappe fondamentali

Strumenti: • Gantt

• a description of each work package (table 3.1a)

• a list of work packages (table 3.1b)

• a list of major deliverables (table 3.1c)

• …

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8. Parte Finanziaria

Se il Business Plan riguarda un’azienda già esistente vanno presentati in sintesi risultati degli ultimi tre anni e la proiezione futura dei tre anni successivi

• Conto economico

• Conto patrimoniale

• Proiezione Cash flow

• Ratios finanziari

• Fonti finanziarie occorrenti

• Analisi di break even

8. Parte Finanziaria

Se il Business Plan riguarda un’azienda già esistente vanno presentati in sintesi risultati degli ultimi tre anni e la proiezione futura dei tre anni successivi

• Conto economico

• Conto patrimoniale

• Proiezione Cash flow

• Ratios finanziari

• Fonti finanziarie occorrenti

• Analisi di break even

8. Parte Finanziaria

2.Impact

2.1 Expected impacts

• Elaborate on economic relevance of your solution, in particular with respect to growth of the industry partner(s) in the consortium(turnover, market share, employment creation, longer-term sales expectations, return on investment and profit)

Budget 3.4 Resources to be committed

8.1 Parte Finanziaria

ROI return on investment (indice di redditività del capitale investito o ritorno sugli investimenti) indica la redditività, quanto rende il capitale investito in nell'azienda.

TCO Total Cost of Ownership (costo totale di proprietà o costo totale di possesso) utilizzato in origine per calcolare tutti i costi del ciclo di vita di un'apparecchiatura informatica: acquisto, installazione, gestione, manutenzione, e infine smaltimento. Il TCO può essere uno strumento utile per differenziarci dalla concorrenza e «dell’economia circolare»

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GRAZIE PER L‘ATTENZIONE!

Antonio Carbone carbone@apre.it

National Contact Point

SMEs, ICT & Access to risk finance

APRE Agenzia per la Promozione della Ricerca Europea

Via Cavour, 71 00184 - Roma

www.apre.it Tel. (+39) 06-48939993

Fax. (+39) 06-48902550