Post on 21-Jan-2018
EL PILOTO DEL CONSEJO EUROPEO DEINNOVACIÓN (EIC) 2018-2020
Dr. Luis J. Guerra Casanova luis.guerra@cdti.es
@LGuerra_CDTIDivisión de Programas Europeos, CDTI E.P.E
Ministerio de Economía, Industria y Competitividad
2 (12/01/2018)
El EIC piloto y sus instrumentos
El contexto El re-diseño
EIC rationale
MCI
Acción piloto
Servicios NCP
No topics
La evaluación
La entrevista
Instrumentos
Simulacros
Herramientas
3 (12/01/2018)
El EIC piloto y sus instrumentos
El contexto El re-diseño
EIC rationale
MCI
Acción piloto
Servicios NCP
No topics
La evaluación
La entrevista
Instrumentos
Simulacros
Herramientas
4 (12/01/2018)
¿Por qué un Consejo Europeo de Innovación?
"Europe has excellent science, but we lack disruptive market-creating innovation. This is what is needed to turn our best ideas
into new jobs, businesses and opportunities."
5 (12/01/2018)
¿Cómo se ve la innovación desde el mercado?
Market creatinginnovation
Sustaininginnovation
(increase share)
Efficiency innovation (more with less)
6 (12/01/2018)
¿Cómo se ve la innovación desde la “política”?
7 (12/01/2018)
The key questions in market-creating innovation*?*According to Peter Thiel and Clayton Christensen Institute
1) Do you have a breakthrough-enabling technology?
2) What else you need in the boundaries of your business?
3) Is the timing right for this business?
4) How you see yourself in 10 years?(proprietary tech-network effect-economy of scale-brand)
Detroit Electric , 1911
8 (12/01/2018)
The key questions in market-creating innovation*?
5) Do you have something no-one else has?
6) How do you relate your cost and your value?
7) Can you sell and market your product/service?
8) Do you have the right people on board?
*According to Peter Thiel and Clayton Christensen Institute
9 (12/01/2018)
The key questions in market-creating innovation*?
9) Have you already identified the “new market” to dominate?
"Once you have dominated a small market, then move into related and broader markets”.
*According to Peter Thiel and Clayton Christensen Institute
10 (12/01/2018)
The key questions in market-creating innovation*?*According to Peter Thiel and Clayton Christensen Institute
11 (12/01/2018)
El EIC 2018-2020 apoya esta MCI…
“Redefiniendo” y agrupando los instrumentos existentes
Dándoles mayor visibilidad y mejor accesibilidad
Extendiendo servicios de valor añadido
Testando la viabilidad de nuevos instrumentos mixtos
PPPs EIT KICs
IAa PPI-PCP
FETFTI
Prices
InnovFIN
SMEIERC PoC
E!
Closeness to market
cons
ortia
size
12 (12/01/2018)
EIC 2018-2020: 3000M€ para generar “impacto”
COACHING & MENTORING
BLENDED FUNDING PILOT (2019)
CROWDFUNDING PILOT (2019)
IPYME
FET OPEN
FTI PRIZES30 M€
1,600 M€
700 M€*
300 M€
Baterías 10M€Fotosíntesis artificial 5M€Detección temprana epidemias 5 M€Blockchain con fines sociales 5 x 1M€Lanzador espacial low-cost 10 M€Tecnología para ayuda humanitaria 5 x 1M€
13 (12/01/2018)
FTI 2018-2020: 300M€ para ganarse un “hueco”
2018 2019 2020
FTI 21/0231/0523/10
21/0223/0522/10
19/0209/0627/10
FTI targets relatively mature, ground-breaking new technologies, concepts, processes and business models that need final development to
be able to shape a new market and achieve wider deployment.
Consorcios de 3 a 5 socios de EM o AC con mayoría industrial (en nº o >60% ppto)
Time 2 Market: 36 meses.
Contribución EC <3M€
Innovation Action, (TRL 6)
14 (12/01/2018)
FTI 2018-2020: Criterios de evaluación
Impact (8, 50%)
Excellence (6, 25%)
Implementation (3, 25%)Work planConsortium logicGovernance structure
Objectives-Credible uptakeTRL & potential revolutionEU leadershipT2M 36 monthsValue for money
Target marketIndustrial partners growthMarket analysis-regulationBusiness frame-Commercialization planROI-financing planOther impacts
Threshold: 13/15
15 (12/01/2018)
El EIC piloto y sus instrumentos
El contexto El re-diseño Servicios NCP
EIC rationale
MCI
Acción piloto
No topics
La evaluación
La entrevista
Instrumentos
Simulacros
Herramientas
16 (12/01/2018)
El instrumento PYME de H2020 acelera empresas (no proyectos)
17 (12/01/2018)
18 (12/01/2018)
Fase 1: Analizar la viabilidad del negocio50,000€ subvención + 3 días de “business coaching”.
Mercado, FTO, modelo de negocio, ambición
19 (12/01/2018)
Fase 2: Demostrar la viabilidad del negocio0,5-2,5M€ subvención + 12 días de “business coaching”.
Demos, Ready to market, certificación, explotación, escalado…
20 (12/01/2018)
Fase 3: Soporte para llegar al mercado…
Clientes, inversores y mercados lejanos (OTF)
21 (12/01/2018)
Desaparecen los topics... pero aparecen las keywords
https://ec.europa.eu/easme/sites/easme-site/files/eic-pilot-sme-instrument-keywords.pdf
22 (12/01/2018)
Se mantiene los cortes y aumenta el pptoFase 1 Fase 2
2018 08/02, 03/05, 05/09, 07/11 10/01, 14/03, 23/05,10/10
2019 13/02, 07/05, 05/09, 06/11 09/01, 03/04, 05/06, 09/10
2020 12/02, 06/05, 02/09 , 04/11 08/01, 18/03, 19/05, 07/10
23 (12/01/2018)
La evaluación se convierte en más “VC alike”
Fase Remota: 4 evaluadores sin consenso (nuevas plantillas y Threshold: 13 (SoE)
Fase 1 main list
Fase 2 invitationto f2f list
Fase presencial BXL5*6 paneles evaluadores
A/B
2xppto
Fase 2 main list
Horizonte PYME*
24 (12/01/2018)
La evaluación remota pone énfasis en el impactoImpact (8, 50%)
Excellence (5, 25%)
Implementation (3, 25%)ResourcesWorkplanTeam
High risk-high potentialMature status (TRL 6) Beyond SoAObjectives-approach-impact consistencyViability (risk vs opportunities)
Will to payTarget customersMarket conditionsScale-up potentialAligned strategyEU dimension, FTOCommercialization plan
Threshold: 13/15
25 (12/01/2018)
1 semana/cut-off : 12-16 Feb; 16-20 Abr; 25-29 Jun; 12-16 Nov
Max. 3 pax /propuesta. No puede ser personal externo
https://ec.europa.eu/easme/sites/easme-site/files/eic-pilot-sme-instrument-pitch-deck-templates.pdf
La entrevista de Bruselas.
Jury briefing Interview (10-20) Jury debriefing
15' 30' 15'Pannel discussion
& ranking
2 times/ week
Jury Interview Pannel ReviewAnton ego, Ratatouille
26 (12/01/2018)
La entrevista de Bruselas: tu audiencia de 6
https://ec.europa.eu/easme/en/evaluations-eic-pilot
27 (12/01/2018)
El EIC piloto y sus instrumentos
El contexto El re-diseño Servicios NCP
EIC rationale
MCI
Acción piloto
Instrumentos
Simulacros
Herramientas
No topics
La evaluación
La entrevista
28 (12/01/2018)
Servicios que se mantienen
Revisión de propuestasgratuitos + talleres de propuestas regionales
29 (12/01/2018)
Los “must” de las nuevas templatesExecutive Summary
¿Quien soy?- ¿En qué soy bueno?- ¿Donde está el negocio?- ¿Como aporto valor?- ¿Qué necesito superar?-¿Cómo lo voy a hacer?
Dilio, Casi 300
30 (12/01/2018)
Los “must” de las nuevas templates1. Excellence• Problem and challenge.• Approach.
Paul Vitti, Una terapia peligrosa
31 (12/01/2018)
Los “must” de las nuevas templates2. Impact• Entering the market• Business model and plan• IPR• Financing
Jordan Belfort, El lobo de Wall Street
32 (12/01/2018)
Los “must” de las nuevas templates3. Implementation• Team• Work packages, deliverables, milestones, risks (tables)
Máximo Décimo Meridio. Gladiator
33 (12/01/2018)
Los “must” de las nuevas templates4, Company (or, if applicable: members of the consortium)5. Ethics and security (if applicable)
El equipo A
34 (12/01/2018)
Servicios que se mantienen
Revisión de propuestasgratuitos + talleres de propuestas regionales
APC+ para coordinadores(12000€ o 6000€ resub)
• 30 días naturales.• No reembolsable si no financiado
por encima de umbral.• Max. 1 no reembolsable en H2020
Annotated template ph2
35 (12/01/2018)
Buenas prácticas & preguntas tipo
Reunión de panel
Simulacros de entrevista CDTI
CDTI
Jueves antes de la semana de entrevistas (8 feb, 12 abril, 21 jun, 8 nov)Entrevistas indivuales agendadas en 2 paneles
Sin limitación, con moderación
El pitch dech de BXL + executive summary
Jury briefing Interview (10-20) Feedback
10' 30' 20'
Simulacro de entrevistas
Para PYME que reciban la carta de ir a la entrevista de ph2 a BXL
Contáctanos
36 (12/01/2018)
El simulacro de entrevista de CDTI: tu audiencia
Comunicación
Inversión/negocio
Tecnología/innovación
2
1
3
37 (12/01/2018)
Herramientas de negocio descargables
Disponibles en: http://goo.gl/xRV7kV
Valueproposition
tool
Marketanalysis &
competitors
Revenue & pricing models
Financialmodels
€
2. Impact1. Excellence
43 (12/01/2018)
¿Como y donde usar esta información?
Ph2 SME instrument FTI IA RIA
Table product features Strongly recommended
Section 1.1: Challenge and solution
Strongly recommended
Section 1.4
Widely recommended Section 1.4
Not necessaryFigure product
features
Table tech feature Strongly recommended Section 1.1: Challenge and
solution
Strongly recommended
Section 1.4
Widely recommended. Section 1.4
Widely recommended Section
1.4Figure tech features
Table USPMandatory Section 2.1:
entering the marketRecommended
Section 2.1Not necessary
Not necessary
Table client perception
Strongly recommended Section 2.1: entering the
market
Recommended Section 2.1
Welcomed Section 2.1Not
necessaryFigure client perceptionTable value proposition Strongly recommended
Section 1.2. Approach
Strongly recommended Section 2.2.a
Welcomed Section 2.2.a
Not necessaryFigure value
proposition
44 (12/01/2018)
Value proposition canvas
50 (12/01/2018)
¿Como y donde usar esta información?
Ph2 SME instrument FTI IA RIA
Table competitors landscape
Mandatory Section 2.1: Entering the
market
Strongly recommended
Section 2.1:
Welcomed Section 1.4 Not necessary
Table competitors offering
Recommended Section 2.1: Entering
the market
Recommended Section 2.1 Not necessary Not necessary
Table competitors operations
Strongly recommended
Section 2.1: Entering the market
Strongly recommended Section 2.2.a
Welcomed Section 1.4 Not necessary
Figure GR_MARKET
Strongly recommended
Section 2.1: Entering the market
Strongly recommended
Section 2.1Not necessary Not necessary
51 (12/01/2018)
¿Como y donde usar esta información?
Ph2 SME instrument FTI IA RIA
Table Commercial relevance tech
Not necessaryWelcomed Section 1.4
Widely Recommended
Section 1.4
Recommended Section 1.4
Table Technology flag holders
Not necessaryWelcomed Section 1.4
Widely Recommended
Section 1.4
Recommended. Section 1.4
Figure GR_TECH Not necessaryWelcomed Section 1.4
Widely Recommended
Section 1.4
Recommended. Section 1.4
Table IP assetsStrongly recommended. Section 2.4. IPR and legal
framework
Strongly recommended Section 2.2.b
Widely Recommended
Section 1.4
Widely Recommended.
Section 1.4
Table Projects Not necessaryRecommended
Section
Strongly Recommended
Section 1.4
Strongly Recommended
Section 1.4
Figure GR_OVERALL Not necessaryStrongly
Recommended Section
Widely Recommended
Section 1.4
Widely Recommended
Section 1.4
52 (12/01/2018)
¿Dónde está el estado del arte?
53 (12/01/2018)
Monetización y estrategia de precio
(BM) Business model:
How a business generates value.
(RM) Revenue model:
How the business charges customers. It can
have one or more revenue streams.
(PM) Pricing model:
How the business defines the price of its
products and/or services.
BM
RM
PM
€
55 (12/01/2018)
Will the user pay foryour product/service?
Is the user owner of the product/serviceforever once they pay?
Will others be interested in your client
base?
Do you bring twoparties together?
Does it needconsumibles?
Do you foresee anextra revenue?
Is it a recurring income?
Is there any complementyour client need or welcome? Do you offer it?
Do you expecthigh margins?
Do you want userspay everytime they
use it?Is there any costsensitive item?
Is there fluctuatingdemand?
Can they use itin exclusivity?
Is your clientsegmentation
relevant?
Is there any featurepart of your clients will
pay for?
1 2
3 4
7
9
12
1619
24
20 21
23Are you sure that you are
creating a business?
Is the pricedefined by the
client?
22
Do you have anyunfair competition?
116
5
8
10
13 14 15
17 18
START HERE
Revenue model No further way out
56 (12/01/2018)
y su modelo financiero asociado
Average fee% Increase of new customers% stops subscriptions
Average purchase price% Increase of new transaction 1sAverage consumable price% Increase of transaction 2s
Average purchase price% Increase of new transactions
Average fee% Increase of new customers% stops subscriptionsAverage transaction price% Increase of new transactions
Direct cost (% of price)Manufacturing costAssembly costPackaging costWarehouse costDelivery costExporting costMaintenance costHosting costPayment cost
Indirect costRunning costAcquisition costIntermediation costDevelopment costUpdating cost
58 (12/01/2018)
Ph2 SME instrument FTI IA RIA
Revenue model selection
Mandatory Executive summary
+ Section 2.2 Business model
Strongly Recommended
Section 2.1
Widely Recommended
Section 2.2.a
Generally not necessary, only
recommended in cases of RIA
reaching TRL>6 Section 2.2.a
Financial projection (P&L
table)
Mandatory Section 2.3: Financing
Strongly Recommended
Section 2.1
Recommended (in a simplified
version).Section 2.2.a
Generally not necessary, only
recommended in cases of RIA
reaching TRL>6. Section 2.2.a
Graphical representation of
the projection GR_FM_XX
Strongly Recommended.
Section 2.3. Financing
RecommendedSection 2.1
WelcomedSection 2.2.a
Not necessary
¿Como y donde usar esta información?
59 (12/01/2018)
El EIC piloto y sus instrumentos
El contexto El re-diseño
EIC rationale
MCI
Acción piloto
Servicios NCP
No topics
La evaluación
La entrevista
Instrumentos
Simulacros
Herramientas
Dr. Luis J. Guerra Casanova luis.guerra@cdti.es (@LGuerra_CDTI)
División de Programas Europeos, CDTI E.P.EMinisterio de Economía, Industria y Competitividad