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					                     T-SHOE
             INNOVATION PROJECT




Luxembourg,           CIW CLUSTER
30-31 October 2003
     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
Luxembourg,                 CIW CLUSTER
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,            CIW CLUSTER
30-31 October 2003
     T-SHOE INTERACTION WITH AMs
               AM LIFESTYLE - STRATEGI.ST

 BUSINESS IDEA:




                           Clients
                           System




                                      Company
                 Product             Organisatio
                 System                 nal
                                      System

Luxembourg,                CIW CLUSTER
30-31 October 2003
     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




Luxembourg,                      CIW CLUSTER
30-31 October 2003
            T-SHOE INTERACTION WITH AMs
                    AM LIFESTYLE - STRATEGI.ST

     BUSINESS IDEA:        STRUCTURE 1

Juridical                • Current legal structure will be maintained


Organizational           • 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.


Roles / functions        • Different resources will manage high-tech and
                           high-touch products.
                         • They will operate on a paritary basis being only
                           subject to Inescop CEO.

    Luxembourg,                     CIW CLUSTER
    30-31 October 2003
      T-SHOE INTERACTION WITH AMs
                 AM LIFESTYLE - STRATEGI.ST

  BUSINESS IDEA:         STRUCTURE 1


                     +++                               ---
                                           • No clear border-line between
• Less initial costs for structure           business and technical structures
                                             (high-touch vs high tech products)
• Immediate availability of Inescop
  equipments, laboratory, tools etc.       • Lack of dedicated entrepreneurial
                                             energies only business-oriented
• No newco start-up costs
                                           • 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?)

Luxembourg,                          CIW CLUSTER
30-31 October 2003
            T-SHOE INTERACTION WITH AMs
                    AM LIFESTYLE - STRATEGI.ST

     BUSINESS IDEA:         STRUCTURE 2
                         A Newco X will be constituted, whose equity will
Juridical
                         be owned by Inescop (51%) and by an
                         entrepreneur (49%).
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.

    Luxembourg,                      CIW CLUSTER
    30-31 October 2003
     T-SHOE INTERACTION WITH AMs
                AM LIFESTYLE - STRATEGI.ST

  BUSINESS IDEA:        STRUCTURE 2


                     +++                             ---
                                        • Start-up costs
                                        • Have to co-ordinate Inescop and
• “Dedicated” resources and structure
                                          Newco’s activities, e.g. sell consulting
  for high-touch business (consulting
                                          no-softwares to previous software
  ns, prototyping)
                                          buyers from Inescop.
• New entrepreneurial energies
                                        • Different “energy-degree” due to
• Result-driven organization              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...
Luxembourg,                      CIW CLUSTER
30-31 October 2003
            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.
    Luxembourg,                    CIW CLUSTER
    30-31 October 2003
     T-SHOE INTERACTION WITH AMs
                AM LIFESTYLE - STRATEGI.ST


                     +++                           ---
                                       • Highest start-up costs
                                       • Strong entrepreneurial/profit
• Best focus on different business
                                         culture may impact on Inescop
  areas: high-tech and high-touch
                                         internal “atmosphere”
• New entrepreneurial energies
                                       • Rivalry between Newco’s (profit
• Result-driven organization             centers) and Inescop (assets
                                         provider) must be avoided




Luxembourg,                      CIW CLUSTER
30-31 October 2003
                 T-SHOE INTERACTION WITH AMs
                BUSINESS IDEA CONCLUSIONS

                      Alternative 1                                      Alternative 2                                        Alternative 3


    This alternative presents the lowest financial       This alternative will allow a better focus on      This alternative is optimal in terms of
    risk-degree because it does not imply new          high-touch business thanks to a fully dedicated      concentration and focus on the two businesses
    capital investment from external sources. Also     company that does not have Inescop                   (high-tech and high-touch). High-tech products,
S
t   managing costs are the lowest because high-        budget/cost costraints and therefore can invest      currently sold by Inescop, will be managed by a
r   tech business will be managed by already           more in personnel and distribution. The              Newco Y and high-touch products, that require
e   existing Inescop resources: only business skills   entrepreneurial-result driven organization is        new skills, will be managed by Newco X. The
n   to manage high-touch business need to be           likely to prevent to invest in no-return markets     "profit-driven" mentality will be likely to shape
g   introduced (new personnel cost for Inescop).       and activities.                                      both business more efficiently. Inescop role will
h                                                                                                           be clear as service provider to Newco's
t                                                                                                           (laboratory, research, etc.)
s


    The co-existence of business and technical         This alternative has a higher financial risk         This alternative has the highest financial risk
    skills in the same structure does not allow to     degree because a new capital investment              degree because of new capital investment
W
e
    clearly set the border line between high-touch     (Newco X) is required. Also managing costs are       (Newco X Newco Y). Managing cost will be the
a   and high-tech business which instead is            likely to be higher than alternative 1 due to        highest cause also high-tech products will be
k   recommandable given the difference of the two.     "heavier" structure for distribution of consulting   within a separate structure.
e   The absence of private investments create less     no software and prototyping. Risk of conflict
n   stimula to efficient management. Also risk of      between business culture of Newco X and
e   not exploiting high-touch market potential due     technical culture of high-tech products
s   to Inescop budget / cost costraints                managers..
s
e
s



         Luxembourg,                                             CIW CLUSTER
         30-31 October 2003
      T-SHOE INTERACTION WITH AMs
               AM LIFESTYLE
COLLABORATIVE ONLINE WORKING ENVIRONMENT
          www.innovation-matters.net




 Luxembourg,          CIW CLUSTER
 30-31 October 2003
       Useful tool for future projects




Luxembourg,          CIW CLUSTER
30-31 October 2003

				
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posted:3/27/2011
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