T-SHOE INNOVATION PROJECT

1. T-SHOE INNOVATION PROJECT CIW CLUSTER

2. 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 CIW CLUSTER

3. 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 CIW CLUSTER

4. T-SHOE INTERACTION WITH AMs Clients System Company Organisational System Product System AM LIFESTYLE - STRATEGI.ST To whom, and where do I offer my products/services BUSINESS IDEA: How do I organise myself to do it What do I offer CIW CLUSTER

5. 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 CIW CLUSTER

6. T-SHOE INTERACTION WITH AMs AM LIFESTYLE - STRATEGI.ST BUSINESS IDEA: STRUCTURE 1 Juridical • 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. Organizational • Different resources will manage high-tech and high-touch products. • They will operate on a paritary basis being only subject to Inescop CEO. Roles / functions CIW CLUSTER

7. T-SHOE INTERACTION WITH AMs +++ --- AM LIFESTYLE - STRATEGI.ST BUSINESS IDEA: STRUCTURE 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?) • Less initial costs for structure • Immediate availability of Inescop equipments, laboratory, tools etc. • No newco start-up costs CIW CLUSTER

8. T-SHOE INTERACTION WITH AMs AM LIFESTYLE - STRATEGI.ST BUSINESS IDEA: STRUCTURE 2 A Newco X will be constituted, whose equity will be owned by Inescop (51%) and by an entrepreneur (49%). Juridical 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. CIW CLUSTER

9. T-SHOE INTERACTION WITH AMs +++ --- AM LIFESTYLE - STRATEGI.ST BUSINESS IDEA: STRUCTURE 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... • “Dedicated” resources and structure for high-touch business (consulting ns, prototyping) • New entrepreneurial energies • Result-driven organization CIW CLUSTER

10. 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. CIW CLUSTER

11. T-SHOE INTERACTION WITH AMs +++ --- 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 • Best focus on different business areas: high-tech and high-touch • New entrepreneurial energies • Result-driven organization CIW CLUSTER

12. T-SHOE INTERACTION WITH AMs BUSINESS IDEA CONCLUSIONS CIW CLUSTER

13. T-SHOE INTERACTION WITH AMs AM LIFESTYLECOLLABORATIVE ONLINE WORKING ENVIRONMENTwww.innovation-matters.net CIW CLUSTER

14. Useful tool for future projects CIW CLUSTER