Piloto del Consejo Europeo de Innovación (EIC) 2018-2020

EL PILOTO DEL CONSEJO EUROPEO DEINNOVACIÓN (EIC) 2018-2020

Dr. Luis J. Guerra Casanova [email protected]

@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)



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)

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¿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€

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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

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El contexto El re-diseño Servicios NCP

EIC rationale

MCI

Acción piloto

No topics

La evaluación

La entrevista

Instrumentos

Simulacros

Herramientas

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El instrumento PYME de H2020 acelera empresas (no proyectos)

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Fase 1: Analizar la viabilidad del negocio50,000€ subvención + 3 días de “business coaching”.

Mercado, FTO, modelo de negocio, ambición

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Fase 2: Demostrar la viabilidad del negocio0,5-2,5M€ subvención + 12 días de “business coaching”.

Demos, Ready to market, certificación, explotación, escalado…

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Fase 3: Soporte para llegar al mercado…

Clientes, inversores y mercados lejanos (OTF)

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Desaparecen los topics... pero aparecen las keywords

https://ec.europa.eu/easme/sites/easme-site/files/eic-pilot-sme-instrument-keywords.pdf

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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*

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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

https://ec.europa.eu/easme/sites/easme-site/files/eic-pilot-sme-instrument-pitch-deck-templates.pdf

26 (12/01/2018)

La entrevista de Bruselas: tu audiencia de 6

https://ec.europa.eu/easme/en/evaluations-eic-pilot

https://ec.europa.eu/easme/en/evaluations-eic-pilot

27 (12/01/2018)


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

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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

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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

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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

http://goo.gl/xRV7kV

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


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

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Value proposition canvas

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Table competitors landscape

Mandatory Section 2.1: Entering the

market


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


Section 2.1: Entering the market

Strongly recommended Section 2.2.a

Welcomed Section 1.4 Not necessary

Figure GR_MARKET


Section 2.1: Entering the market


Section 2.1Not necessary Not necessary

51 (12/01/2018)



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


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

€

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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

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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)


Revenue model selection

Mandatory Executive summary

+ Section 2.2 Business model


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


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


59 (12/01/2018)



EIC rationale

MCI

Acción piloto

Servicios NCP

No topics

La evaluación

La entrevista

Instrumentos

Simulacros

Herramientas

Dr. Luis J. Guerra Casanova [email protected] (@LGuerra_CDTI)

División de Programas Europeos, CDTI E.P.EMinisterio de Economía, Industria y Competitividad

Piloto del Consejo Europeo de Innovación (EIC) 2018-2020

Presentations & Public Speaking

Transcript of Piloto del Consejo Europeo de Innovación (EIC) 2018-2020