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CIW CLUSTERLuxembourg, 30-31 October 2003
T-SHOE INNOVATION PROJECT
CIW CLUSTERLuxembourg, 30-31 October 2003
T-SHOE INTERACTION WITH AMs
AM CLIPMARKETING 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 CLUSTERLuxembourg, 30-31 October 2003
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
Luxembourg, 30-31 October 2003
CIW CLUSTER
AM LIFESTYLE - STRATEGI.ST
BUSINESS IDEA:
ClientsSystem
Company Organisati
onalSystem
ProductSystem
To whom, a
nd where
do I offer m
y
products/se
rvices
How do I
organise m
yself
to do itWhat d
o I
offer
T-SHOE INTERACTION WITH AMs
Luxembourg, 30-31 October 2003
CIW CLUSTER
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
T-SHOE INTERACTION WITH AMs
Luxembourg, 30-31 October 2003
CIW CLUSTER
AM LIFESTYLE - STRATEGI.ST
BUSINESS IDEA: STRUCTURE 1STRUCTURE 1
Juridical
Organizational
Roles / functions
• 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.
• Different resources will manage high-tech and high-touch products.
• They will operate on a paritary basis being only subject to Inescop CEO.
T-SHOE INTERACTION WITH AMs
Luxembourg, 30-31 October 2003
CIW CLUSTER
AM LIFESTYLE - STRATEGI.ST
BUSINESS IDEA: STRUCTURE 1STRUCTURE 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?)
• 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
• Less initial costs for structure
• Immediate availability of Inescop equipments, laboratory, tools etc.
• No newco start-up costs
T-SHOE INTERACTION WITH AMs
Luxembourg, 30-31 October 2003
CIW CLUSTER
AM LIFESTYLE - STRATEGI.ST
BUSINESS IDEA: STRUCTURE 2STRUCTURE 2
Juridical
Organizational
Roles / functions
A Newco X will be constituted, whose equity will be owned by Inescop (51%) and by an entrepreneur (49%).
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.
Inescop resources will manage High-tech products.
Newco X resources will manage High-touch products.
T-SHOE INTERACTION WITH AMs
Luxembourg, 30-31 October 2003
CIW CLUSTER
AM LIFESTYLE - STRATEGI.ST
BUSINESS IDEA: STRUCTURE 2STRUCTURE 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...
• 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
• “Dedicated” resources and structure for high-touch business (consulting ns, prototyping)
• New entrepreneurial energies
• Result-driven organization
T-SHOE INTERACTION WITH AMs
Luxembourg, 30-31 October 2003
CIW CLUSTER
AM LIFESTYLE - STRATEGI.ST
BUSINESS IDEA: STRUCTURE 3STRUCTURE 3
Juridical
Organizational
Roles / functions
• A Newco X will be constituted, whose equity will be owned by Inescop (51%) and by an entrepreneur (49%).
• 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.
• Newco Y resources will manage High-tech products.
• Newco X resources will manage High-touch products.
• A Newco Y will be constituted, whose equity will be owned by Inescop (51%) and by an entrepreneur (49%).
T-SHOE INTERACTION WITH AMs
Luxembourg, 30-31 October 2003
CIW CLUSTER
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
• 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
• Best focus on different business areas: high-tech and high-touch
• New entrepreneurial energies
• Result-driven organization
T-SHOE INTERACTION WITH AMs
Luxembourg, 30-31 October 2003
CIW CLUSTER
BUSINESS IDEA CONCLUSIONS
Alternative 1 Alternative 2 Alternative 3
Strenghts
This alternative presents the lowest financial risk-degree because it does not imply new capital investment from external sources. Also managing costs are the lowest because high-tech business will be managed by already existing Inescop resources: only business skills to manage high-touch business need to be introduced (new personnel cost for Inescop).
This alternative will allow a better focus on high-touch business thanks to a fully dedicated company that does not have Inescop budget/cost costraints and therefore can invest more in personnel and distribution. The entrepreneurial-result driven organization is likely to prevent to invest in no-return markets and activities.
This alternative is optimal in terms of concentration and focus on the two businesses (high-tech and high-touch). High-tech products, currently sold by Inescop, will be managed by a Newco Y and high-touch products, that require new skills, will be managed by Newco X. The "profit-driven" mentality will be likely to shape both business more efficiently. Inescop role will be clear as service provider to Newco's (laboratory, research, etc.)
Weakenesses
The co-existence of business and technical skills in the same structure does not allow to clearly set the border line between high-touch and high-tech business which instead is recommandable given the difference of the two. The absence of private investments create less stimula to efficient management. Also risk of not exploiting high-touch market potential due to Inescop budget / cost costraints
This alternative has a higher financial risk degree because a new capital investment (Newco X) is required. Also managing costs are likely to be higher than alternative 1 due to "heavier" structure for distribution of consulting no software and prototyping. Risk of conflict between business culture of Newco X and technical culture of high-tech products managers..
This alternative has the highest financial risk degree because of new capital investment (Newco X Newco Y). Managing cost will be the highest cause also high-tech products will be within a separate structure.
T-SHOE INTERACTION WITH AMs
Luxembourg, 30-31 October 2003
CIW CLUSTER
AM LIFESTYLECOLLABORATIVE ONLINE WORKING ENVIRONMENT
www.innovation-matters.net
T-SHOE INTERACTION WITH AMs
Luxembourg, 30-31 October 2003
CIW CLUSTER
Useful tool for future projects