Business development is what we do: making R&D based innovative products and services becoming successful in the market. Our customers are mostly (a) high tech SME’s and universities and active in Energy and Bio-based Economy and (b) regional authorities who want to strenghten their regional competetiveness. Innovation, however, is inherently dangerous. It can’t be created with a five-year business plan.
Our aim is to help innovative and mainly technology driven customers in making decisive improvements in their direction and performance like for instance getting their Research & Development paid, upscaling sales and profit improvement. And in this way, when coordinated, we can also strenghten regional economics and competetiveness. And last but not least we are also able to organize co-creation.
|“Innovation is not the product of logical thought, although the result is tied to logical structure.” — Albert Einstein|
Making innovation succesfull requires understanding of (new) technology and market, business logic, imagination and creativity, logical and analitical thinking, hard work and last but not least, teamwork. Then succesfull business models, being the starting point, can be designed. We can be one of the team. We have the required personal capabilities and we can even offer our own additional tools.
Our three different management approaches to innovation
Our IBPM Business Development Model is a technical innovation dominated model. We make use of first/second innovation process model (Rothwell, Towards the Fifth-generation Innovation Process, 1994). This because we want to present a model which one can use as a management tool. The main focus are the time frames a) basic research to market introduction and b) the time period of upscaling the sales. When one is focussing on smart specialisation our second model, the IBPM Impact Event Chain Model, will be of value. Our thirth model, the IBPM Co Creation Model, deals with co creation.
Our “high tech” (and technical innovation dominated) services are based on our IBPM Business Development Model.
In our IBPM Business Development Model our activities and services are based on (a) finding appropriate Research & Development partners and appropriate future customers, (b) Technical Readiness Level related requirements for which we offer some specific services and (c) marketing & sales support (upscaling sales). What we more or less do is “translating”. Translating between the language (and culture) of technicians and the language (and culture) of economists and marketeers.
Smart Specialisation, strenghtening regional competetiveness, is based on our (social innovation dominated) IBPM Impact Event Chain Model approach. This model makes use of the Impact Event Model which was introduced by EUKEP. We have contributed in the development of this model and applied this in cooperation with EUKEP. Our activities and services are based on (a) finding relevant regional supply chains based on value chain analysis of a (new) technology (b) finding organizations who are using (parts) of these regional supply chains and are willing to innovate and also willing to cooperate (c) self-organization of new initiatives, projects or spin offs, but the initiatives need a leader to manage (d) offering of some limited financial, administrative and coordination support. Imortant, and what we actually do, is bridging the (cultural) gaps between universities, industries and government.
The energy market, but also the bio-based economy, are strongly influenced by the government: many administrative procedures and measures determine whether new technology, and in which form, can be applied.
In the conventional value creation process, companies and consumers had distinct roles of production and consumption. Products and services contained value, and markets exchanged this value, from the producer to the consumer. But as we move toward co-creation this distinction disappears. Our different IBPM Co Creation Models deals with this. We present a model for a more traditional form of co-creation and a model for a more marketing driven approach of co-creating. The more traditional for of co-creation is based on putting together a network of firms to build the set of capabilities necessary to build a market offering that delivers high value to the customer. Our activities and services are based on (a) determing the core competencies and capabilities of organizations (b) determining the required capabilities and (c) finding organizations having the required capabilities and are willing to innovate and cooperate. The more market driven approach to co-creation is focusing on how to create the appropriate customer based networks.
|“You see things; and you say, ‘Why?’ But I dream things that never were; and I say, ‘Why not?’” — George Bernard Shaw|
Worth mentioning is, although we present the outside steps as sequential steps, the steps will be often iterative. What we try to present in our models are three complete approach processes. Nonetheless, each approach process is divisible into distinct decisions. Each decision is made in consideration of previous decisions. In all our models we make use of (continuous) business planning. In addition the business plans can be subject to change based on later results or outlooks.
We offer following services:
1.Value Chain Position(s)Process Our “umbrella”service, successful business development, starts with finding out the strategic potential and – pitfalls of the innovative product.Our “umbrella”service, successful business development, starts with finding out the strategic potential and – pitfalls of the innovative product. But also when it comes to smart specialisation and co-creation, value chain and supply chain analysis are the starting point.
2. Business plan & Roadmap Development Process Here we deal with how to make a business plan and/or technology roadmap for a innovative new product. But also making the appropriate plan when it comes to co-creation.
3. Financial Support: Subsidies & Attract Investments Process For financing the research and development and also for subsidies, specific, and therefor different, business plans must be made. Often, for smart specialisation and specifically in industries like the energy sector, subsidies are provided, also when it comes to co-creation.
4. Access New and Emerging Markets Process We offer expertise based on finance & business process management, and marketing & sales. Our expertise is to make it possible to find out whether it is needed to identify and find strategic partners, organize additional support, and realize additional funding and upscaling sales.
5. Increase Productivity and Technical Capacity Process We distinguish two scenario’s: (1) normal (fast) growth and (2) long term emerging market entry. We can help in making these scenario’s. The second scenario “long term emerging market entry” is, when it comes to our services, limited to some Asian countries.
6. We help you designing the appropriate business model(s). The business model is the most important part of any businessplan. What we actually do is helping you to solve “the customer perspective”. Because a product it self does not create value. It is the value proposition what the customer loves. And we are there helping you to find this.
7. Having sufficient market knowledge often requires additional market research. For us market research is more then the classic market research focusing on buyers, distribution channels and competition. For instance, value chain analysis requires also insight in supply chains of those active in your value chain.
|A business model is a conceptual tool that contains a set of elements and their relationships and allows expressing a company's logic of earning money. It is a description of the value a company offers to one or several segments of customers and the architecture of the firm and its network of partners for creating, marketing and delivering this value and relationship capital, in order to generate profitable and sustainable revenue streams. (source: The business model ontology A proposition in a design science approach, Alexander Osterwalder 2004)|
For us, the best plan is always the plan made by the entrepreneur, the people who are actually involved, the people who need to and will execute. We can support this, for instance we can provide a second opinion.
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We explain some theoretical aspects behind our IBPM-models here