INNOWATER

1. INNOWATER A Public-Private Innovation Partnership for Better Innovation Support Tools and DeliveryMechanisms in the Water Sector Roy Neijland Netherlands Water Partnership www.europe-innova.eu/innowater innowater@ewp.eu

2. The INNOWATER Consortium • Public-privatePartnership: • 15Partners from6 European Countries • The INNOWATER Consortium includes: • Public Innovation Agencies • Water Associations • Technology Specialists • Innovation Experts • Eco-innovative Cluster Organizations

3. Market facing activities Barriers relating to the lack of understanding of end user needs (commercial, technical and operational) and procurement behaviour Barriers relating to lack of access to available innovations, difficulty in articulating the economic justification, and risk to the end user. INNOWATER: A: Provides Business Supportto innovative SMEs to successfully bring water technologies to the market B: Provides Sustainable Water Management Support to water-using industries to support them in identifying and addressing their water consumption challenges

4. Key barriers for Innovators (SMEs) • ScientificIsolation • Lack of Research Funding • Proof of Performance Paradox • Inadequate Entrepreneurship Capabilities • Technology Push Paradigm • Return On Investment and Risk Reduction Trap • Lack of Sustainable Finance

5. Business Proposition Toolkit (BPT) • To support SMEs increating The Most Appropriate Business Model which reflects the needs of the end user and local market conditions • Expert led (coaching) Business Support Framework with a focus on concept validation, business model development and commercialization • Target Group: SMEs in the water sector that are in the Early Stages of Commercializinga new product or service

6. Business Proposition Toolkit (BPT) MOVIE

7. Key barriers for Innovators (SMEs) • ScientificIsolation • Lack of Research Funding • Proof of Performance Paradox • Inadequate Entrepreneurship Capabilities • Technology Push Paradigm • Return On Investment and Risk Reduction Trap • Lack of Sustainable Finance

8. Proof of Performance Paradox ‘’Proof required for uptake – uptake to provide proof’’ • It is difficult to convince end users to test new technology • Market uptake of an innovation requires proof of performance, endorsement by users • Early adopters ask for guarantees that technology will work, data pilot testing must provide • Conservative industry with limited perception of the added value of being the ‘’first user’’

9. Optimize water supply of hospitals Support from Innowater Set-up separate commercial entity Feasibility study to allocate business areas Identification of launching customer Allocate financial means for growth BPT support: concept validation Analysis of potential key applications Analysis of potential markets/customers Define best test case situation Found location for testing in Hospital BPT support: concept validation Define competitive advantage Business case calculation & research case Sales pitch support Provide a test location, proof of practice Thickening of liquids by condensation

10. Inadequate Entrepreneurship Capabilities ‘’Gather and utilize all necessary capabilities’’ • Small innovative companies often lack a full range of skills needed for business • Planning, prioritizing and financing problems, increase time to market for innovations • Understand and speak the language of customers is needed to advance commercially • First user industries want to do business with (professional) suppliers they can trust

11. Water quality monitoring on site Support from Innowater Set-up separate commercial entity Feasibility study to allocate business areas Identification of launching customer Allocate financial means for growth BPT support: business model development Feasibility study to allocate business areas Define activities/resources (GAP analysis) Set-up separate commercial entity Allocate financial means for growth BPT support: business model development Market research (procurement) Develop market approach Training commercial skills Define adequate Value Proposition AMD Treatment of Acid Mine Drainage

12. Technology Push Paradigm ‘’Do not push harder, find a leverage’’ • Product development from research to market, often lack of market input • Focus on one type of (domestic) customer, disregarding the full potential of technology • New technologies don’t comply with specific needs of users, due to lack of involvement • Technology is transferred from one application to the next without adjustments

13. Blocked sewer detection Support from Innowater Set-up separate commercial entity Feasibility study to allocate business areas Identification of launching customer Allocate financial means for growth BPT support focus: commercialization Market research for product adjustment Input for market development plan Identify/select commercial partner in NL Find a potential launching customer in NL BPT support: commercialization Development of additional technology Partnership strategy; launching customer Customer relation strategy, adjust approach Identify/select commercial partners in EU Ceramic Membranes

14. Key conclusions BPT support • The toolkit is flexible and comprehensive enough to be used for a wide range of companies • There wassignificant variation in the nature of the support provided, and thereis no ‘one size fits all’ • The level of maturity and size of the company influences the approach and the potential to addvalue • It is essential thatthereis an (engaged) individualthatdevotestime and effort to the process • 8-10 days was optimum to make an impact and deliver a tangible output • Holding sessions over a regulartimescaleenabled continuation betweensessions

15. Facilitating the Market Access of Innovative Water Technologies For questionsand support, please contact: r.neijland@nwp.nl