Il business plan in Horizon 2020 - Antonio Carbone H2020 NCP - SME - Agenzia nazionale ...
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Horizon 2020
Il business plan in Horizon 2020
Antonio Carbone
H2020 NCP
ENEA, 6 aprile 2017 - SME
- Access to finance
- ICT
Innovazione in H2020
The definition of Innovation in H2020 is – deliberately – quite broad:
• "Horizon 2020 will support all forms of innovation, including innovation that
results from research and development (R&D) activities or from other activities,
such as finding new uses or combinations of existing technologies or developing
new business models or new ways of interacting with users.
• While innovation is generally understood as the commercial introduction of a new
or significantly improved product or service, innovations can also be for non-
commercial applications such as for better public services or for addressing social
needs ('social innovation')."
Source: H2020 FAQs:
http://ec.europa.eu/research/index.cfm?lg=en&pg=faq&sub=details&idfaq=42705]
Struttura H2020
Excellent Science Industrial Leadership Societal Challenges
European Research Council Leadership in enabling and Health, demographic change and
Frontier research by the best industrial technologies wellbeing
individual teams ICT, nanotechnologies, materials, Food security, sustainable
biotechnology, manufacturing, agriculture, marine and maritime
Future and Emerging space research & the bioeconomy
Technologies Secure, clean and efficient
Collaborative research to open Access to risk finance energy
new fields of innovation Leveraging private finance and Smart, green and integrated
venture capital for research transport
Marie Skłodowska Curie actions and innovation
Opportunities for training and Climate action, environment,
career development Innovation in SMEs resource efficiency and raw
materials
Fostering all forms of
Research infrastructures innovation in all types of SMEs Inclusive, innovative and
(including e-infrastructure) reflective societies
Ensuring access to world-class Security society
facilities
Fast track to innovation
European Institute of Innovation and Technology (EIT)
Spreading Excellence and Widening Participation
Science with and for society
Joint Research Center (JRC)
EURATOM
3
H2020 and Innovation WHAT = The process of turning research outputs (new discovery, tool, application) into Commercial and/or Social Value From voice tele-transmission -> Telephony WHY = Objectives: Supporting and enabling the development and wider deployment of: Innovative Solutions, new Services, working methodologies, production/delivery/business models, new dynamics to support innovative ecosystems/communities/stakeholders alliances HOW = Different types of Innovation: Open Innovation, linear/non-linear innovation, incremental/radical in innovation, disruptive innovation, social innovation etc.
DA DOVE SI PARTE?
5
Il ciclo dell’innovazione
http://www.garnautreview.org.au/chp18.htm
6
TECHNOLOGY READINESS LEVEL
TRL 1 – basic principles observed
TRL 2 – technology concept formulated
TRL 3 – experimental proof of concept
TRL 4 – technology validated in lab
TRL 5 – technology validated in relevant environment (industrial environment in
the case of key enabling technologies)
TRL 6 – technology demonstrated in relevant environment (industrial
environment in the case of key enabling technologies)
TRL 7 – system prototype demonstration in operational environment
TRL 8 – system complete and qualified
TRL 9 – actual system proven in operational environment (competitive
manufacturing in the case of key enabling technologies; or in space)
General Annexes
7
8
9
10
IA
Innovation Actions
RIA SME Instrument
Research and Innovation Actions Fast Track to Innovation
11L’innovazione nei Work Programme:
gli strumenti di finanziamento
12La struttura del topic
13TIPE OF FUNDING ACTIONS (art.6 RfP)
RESEARCH AND INNOVATION ACTION
INNOVATION ACTION
SME INSTRUMENT
FAST TRACK TO INNOVATION
CO-FUND ACTION
COORDINATION AND SUPPORT ACTIONS
PROGRAMME CO-FUNDING ACTIONS
PRE-COMMERCIAL PROCUREMENT (PCP)
PUBLIC PROCUREMENT OF INNOVATIVE SOLUTIONS (PPI)
AWARDI progetti collaborativi *
R&I Actions Innovation Actions
Basic research, applied
research, technology Prototyping, testing,
development and integration, demostrating, piloting,
and testing e validation on a large - scale product
small scale prototype in a validation and market
laboratory or simulated replication
environment
Funding rate: 70/100%
Funding rate: 100%
* Approccio top-down
1516
Le opportunità per le PMI REGOLE DI PARTECIPAZIONE
In H2020 (RIA e IA)
almeno 3 SOGGETTI GIURIDICI
indipendenti stabiliti in 3 diversi stati membri o associati
Fast Track to Innovation
MIN 3 SOGGETTI GIURIDICI MAX 5
indipendenti stabiliti in 3 diversi stati membri o associati
Strumento PMI
almeno una PMI “for profit”
Soggetti eleggibili: soltanto PMI “for profit”
stabilite in stati membri o associati
CONDIZIONI MINIME DI PARTECIPAZIONE (art.9)Tassi di Dimensione
finanziamento progetti
Innovation 70%
Durata e contributo
(100% per no profit)
Action RIA: 100% per tutti
variabili
70% Fino a 36 mesi –
Fino a €3 m contrib UE
Fast Track (100% per no profit)
SME I Fase 2
Strumento 70% ≈ 12-24 mesi
(50k in Fase 1) Fino a €2,5m contrib UE
PMITop down (RIA/IA)
vs
Puramente bottom up (FTI)
vs
Prevalentemente bottom up (SME I)
20L’approccio “Open call” *
Topic
SME Intrument
2015 2016
29/04/2015 15/03/2016
01/09/2015 01/06/2016 Fast Track
01/12/2015 25/10/2016
* Unica scadenza annuale per RIA/IA
21Criteri di valutazione
1. Excellence
1.1 Objectives
1.2 Relation to the work programme
1.3 Concept and approach
1.4 Ambition
2. Impact
2.1 Expected impact:
Users/markets
Company
2.2 Measures to maximize the impact:
Dissemination and exploitation of results
Intellectual Property, knowledge protection and regulatory issues
3. Implementation
3.1 Work plan – Work package and deliverable
3.2 Management structure and procedures
3.3 Consortium as a whole (if applicable)
3.4 Resources to be committedSoglie di finanziamento (Threshold)
Punteggio massimo: 15/15
• Soglia minima complessiva:
• Strumento PMI Fase 1 = 13/15
• Strumento PMI Fase 2 + FTI = 12/15
• RIA/IA = 10/15
• Soglie minime individuali:
• Strumento PMI Fase 1 = 4/5 su ogni criterio
• Strumento PMI Fase 2 + FTI = 4/5 sull’Impatto
• RIA/IA = 3/5 su ogni criterio
• L’Excellence ha un peso ponderato maggiore nelle RIA
• L’Impatto ha un peso ponderato maggiore nello Strumento PMI, FTI, IAIl processo di valutazione
Il processo differisce per SME I e FTI:
• Solo da remoto
• Panel di 4 valutatori (expertise commerciale e finanziaria)
• No consensus meetings
• ESR molto sintetici mediana/media
delle 4 valutazioni
• Brevi feedback ai proponenti
24Tempistica Firma Contratto
Fase 1 SME Instrument
3 MESI
2 mesi di valutazione + 1 di firma del contratto
Fase 2 SME Instrument
6 MESI
4 mesi di valutazione + 2 di firma del contratto Vs 8 mesi
(5 + 3)
Fast Track to Innovation in H2020
6 MESI
3 mesi di valutazione + 3 di firma del contratto
TIME TO GRANT (art. 20)Link utili
Horizon 2020 http://ec.europa.eu/programmes/horizon2020/
http://ec.europa.eu/research/participants/portal/desktop/en/home.h
Participant portal tml
EASME http://ec.europa.eu/easme/sme_en.htm
Fast Track http://ec.europa.eu/programmes/horizon2020/en/h2020-
section/fast-track-innovation-pilot-2015-2016
SME TechWeb http://sme.cordis.europa.eu/home/index.cfm
APRE http://www.apre.it/
26Horizon 2020 LEIT and SC
Extracts from ESR - RIA and IA
27Research and Innovation
Actions - RIAIMPACT - RIA
Score: 3.50/5.00
The outputs of the proposal will have a significant impact on the increased use of RES
for the ancillaryservices in general with a focus on four renewable technologies. The
result will be a contribution to the stable operation of future power systems in a cost-
effective way which is definitely relevant to the call and is therefore good. However,
while the project does address the expected impacts of the call, the extent to which the
outputs would contribute to each impact is not substantiated very well. or example, PIs
are defined but the impact is only qualitatively described and the barriers to more
extensive adoption of RES and the solutions eproposed are not sufficiently
substantiated. These are shortcomings.
The benefits that the proposal would make to manufacturing industry which are
relevant in terms of competitiveness and The proposal credibly describes relevant
growth. This is good.
The quality of the dissemination and exploitation plans is good, they are logical and
cover the potential recipients well. However, they are only presented in very general
terms and lack sufficient specification and quantification. This is a shortcoming In
terms of communication, the number of activities and measures that will be
implemented are appropriate. The targeted approach, identifying the key actors to be
convinced, is very good. IPR management is addressed well.IMPACT - RIA
…
Score: 4.50/5.00
Furthermore, the project aims to increase the availability of diverse, high quality products
with enhanced health benefits produced from Mn efficient barley landraces, this is
convincingly explained. The novel research approach will accelerate progress in basic
sciences such as barley genetics and molecular physiology. The project will enhance
innovation in barley breeding, in agricultural and food sciences as well. Collaboration and
different dissemination actions will enhance innovation capacity and contribute to the
integration of knowledge. The project has the potential to contribute to the competitiveness
and growth of companies in rural economies by enhancing the use of marginal lands.
The impacts related to productivity and economic gains of the farming systems are
convincingly described. Indirect positive impacts on the environment and regional
communities are expected. For example, environmental protection and ecosystem services
will be improved. Social impacts are expected for rural community in the marginal areas and
in increased awareness of cultural heritage. An effective plan to exploit and disseminate
results is presented. Various effective means for stakeholder engagement (including art
based approaches) and communication tools across target groups will be established to
address main potential end-users such as the farming sector, the food industry, consumers,
policy makers and the scientific community. IPR-issues and research data management are
well addressed and adequate.IMPACT - RIA
Score: 5.00/5.00
The proposal addresses the expected impacts outlined in the work programme well.
There is potential to strengthen the competitiveness of the commercial partners in
the global market. Some of the aspects of the human tracking technology are not
sufficiently developed and rely on significant post-processing and high-end
equipment.
The dissemination strategy is well defined and includes relevant events. The
partners have good access to the production market, which enhances potential take
up.
There is a good exploitation strategy, which envisages activities during the lifetime
of the project. Each partner has an individual exploitation plan, which is well
developed. There is a well grounded draft business plan.
The plan for IPR management is well elaboratedIMPLEMENTATION - RIA
Score: 3.50/5.00
The quality and effectiveness of the work plan is good. However, the monitoring of the
project is not convincing because the first technical deliverables are not scheduled
before the end of Year 2. This is a shortcoming. Overall, the resources assigned to work
packages are good. However, the allocation of resources assigned to the case studies is
not sufficiently justified. This is a shortcoming. Additionally, allocations of resources to
a small number of tasks are not adequate. This is a shortcoming.
Management structures are very good while a small number of management procedures
lack definition. This is a minor shortcoming. Innovation management is good. However,
potential for market exploitation is insufficiently substantiated. This is a minor
shortcoming. Risk management and mitigation plan are good. However, the risks
related to the engagement of stakeholders are not fully substantiated. This is a minor
shortcoming.Innovation Actions - IA
IMPACT - IA
Score: 3.00/5.00
A successful integration of the components would lead to a significant impact. A systematic
approach is described to expose clear evidence on the improvements of efficiency of health
and care systems.
However, the baseline against which to measure these are not clearly presented. Also it is
not described in sufficient detail what is the expected impact of the platforms that are to be
integrated.
Details are missing on standard quality of life indicators to be employed and the methods to
gauge improvement of these indicators are insufficiently elaborated.
Exploitation plans and impact assessment processes to be applied during and after the pilot
are presented generically with weak elaboration of the business development processes and
mechanisms to be engaged. A detailed and realistic SWOT analysis is presented.
However, there is insufficient detail on how financial modelling and cost-benefit analysis
instruments will be applied. The value chain development is limited in geographical
coverage.
Financial continuity in the short-to-medium term following the end of project funding is not
assured, it being contingent on the recruitment of multiple funding sources.
The assumption that public authorities will subsidise the system infrastructure is a
significant risk factor for success.IMPACT - IA
Score: 5.00/5.00
The project well contributes to the expected impacts of the call. For each
impact, potential
barriers are identified and plans to overcome them are proposed. Measures to
achieve these
impacts are well described and based on a list of objective indicators. The
proposal shows evidence about market needs and the way it will address
them.
Quality of life and active ageing, viable business and financing models which
are scalable across Europe and to a certain extent competitiveness are the
expected impacts of the project.
The proposal provides relevant information about the future exploitation,
including future commercial, distribution channels, market and competition
analysis and pricing strategy. Moreover, the consortium plans to expand their
findings beyond the pilot countries by creating a dossier and
developing a business case and financial plan for each Member State.IMPACT - IA
Score: 4.00/5.00
It documents there is limited competition in the market, and if the
project can conduct the validation process with success the way to
market is clearly presented with significant industry already actively
engaged in the consortium. There is convincing evidence for a substantial
return on investment considering the project’s potential for exploitation
and business. Certification aspects are well addressed. Interoperability
and standardisation aspects are also well addressed, helping to foster ict
industry growth. Exploitation and dissemination activities and plans are
very detailed. Different stakeholders and dissemination media are well
put forward. The
proposal sets out a detailed description for business deployment,
including a first assessment of financial issues, including costs, pricing
and revenue forecasts.IMPACT - IA
Score: 5.00/5.00
The proposal includes credible actions to generate and share best practice
for viable business and financing models and will result in a contribution
to the sustainability of the health and social services. The certification
process and embracement of open standards and an open source
approach offers good opportunity for innovation capacity to be enhanced.
The platform will contribute to the competitiveness of european ict
industry, specifically to smes aiming to provide innovative services to the
elderly population and their caregivers. An excellent approach to
engaging potential investors, supplying service level agreement services,
including invoicing capability within the open source cloud service,
supporting and promoting open standards will create a very good
environment for existing companies to grow and allow start-up companies
to enter this market. 37Implementation - IA
Score: 5.00/5.00
Management structures and procedures, including risk and innovation
management, are very well presented. The envisaged governance structure
is suitable for the intended scope.
Credit was also given to the fact that power calculations were based on
actual outcomes observed during previous trials, and not on estimates. The
reasonable business model which is proposed (stem cell production
protocols will be developed in such a way that they can be used for both a
centralised and decentralised in-hospital production), the honesty in
recognizing that no IP could be claimed on the cell product itself but the
efforts to generate a product meeting the current regulatory standards
were also identified as strengths of the application.
38Rispetto al 7° PQ in Horizon 2020
• maggiore attenzione all’ innovazione
• impatto occupazionale e di mercato
• differente background valutatori
• nuovi partecipanti = più imprese proponenti
• introduzione nelle proposte di:
business model
business plan
39In sintesi i proponenti di Horizon 2020 devono
confrontarsi con dei cambiamenti strutturali:
E’ cambiata la domanda del committente
E’ cambiata la concorrenza
Business Model e Business Plan
Strumenti tipici per descrivere i contenuti e le caratteristiche di un
progetto imprenditoriale sono stati introdotti nella formulazione
dei progetti europei di Ricerca e Innovazione (R&I)
40BUSINESS MODEL E BUSINESS PLAN
in Horizon 2020
41Descrivere un’attività di business
Elevator Pitch
Presentazione orale della proposta di business (1-10 minuti
abstract proposta)
Business Model
E’ l'insieme delle soluzioni organizzative e strategiche attraverso le
quali l'impresa acquisisce un vantaggio competitivo.
Descrive la logica con la quale un'organizzazione crea, distribuisce e
cattura valore (logica della proposta progettuale)
Business Plan
Descrive che cosa, quanto tempo, e quante risorse sono necessarie
per mettere in pratica il Business Model (30-50 pagine proposta)
42The Summary: La capacità di sintesi è importante
43I Modelli di Business
sono uno strumento d’Innovazione
Cosa succederebbe se?
• Chi compra mobili prelevasse in un grande
magazzino kit da assemblare da solo?
• Tutti chiamassero gratis in tutto il mondo?
• I produttori di auto non vendessero auto ma
servizi di mobilità?
• I pendolari ricevessero gratis un quotidiano
all’ingresso della metropolitana?Business Model Canvas Alexander Osterwalder
451. Customer Segments - segmenti di clienti Descrive i differenti gruppi di persone e/o organizzazioni ai quali l'azienda indirizza la sua proposta di valore. Esempi: Mercato di massa Mercato di nicchia Mercato segmentato Mercati diversificati Mercati multi sided 1. Customer Segments (2.1 Expected Impact)
1. Customer Segments (2.1 Expected Impact) ABC estimates that there are currently around 9,000 turbines cited in Europe that could benefit from the process of re-blading. Conservative re-blading market value estimates around €500 million for Europe alone. This figure considers just the turbines installed at least 11 to 14 years ago using median average substitution costs. The asset-ageing phenomenon can be seen in Figure 1.5. In ABC's assessment of existing installed turbines producing assets the company found that asset ageing is becoming relevant across the EU in areas starting the mid-term. Figure 1.5, looks at projections from four key producing EU countries. ABC found that the average age per plant is increasing in all European countries it studied and will continue to do so except when supported by legislation. Based on industry data and XXX projections, the ageing phenomenon will pervade the turbine industry
1. Customer Segments (2.1 Expected Impact) The main economic benefits for end users that will stimulate purchase or encourage direct investment are listed as follows: - Increased investment profitability (ROI), which in turn stimulates the market. - Improved efficiency of obsolete power plants (25%), (more production). - Asset life extension, (greater production time). - A product able of generating about 25% more energy per year (MWh year), increasing Annual Energy production. - Reduction of O&M costs. - Increased sales volumes of turbines. - Implementing power plants in areas not yet deemed suitable for exploitation.
2. Value proposition e Valore Percepito dal Cliente
Valore Percepito =
Benefici ricevuti – Costi sostenuti
• Questo valore può essere razionale (denaro, performance),
emotivo (stato sociale) o una combinazione di entrambi;
• La «proposta di valore» differenzia la nostra soluzione dalla
concorrenza: «unique selling proposition».
• Quindi nella Value Proposition descriveremo perché siamo
diversi per esperienza, costi (rischi, attendibilità ecc.)2. Value Proposition proposta di valore
• Un’azienda crea valore per i propri clienti quando li aiuta a:
RISOLVERE UN PROBLEMA
SODDISFARE UN BISOGNO
• Perché i clienti dovrebbero scegliere il nostro prodotto o servizio
rispetto alla concorrenza?
• Il prodotto soddisfa un nuovo bisogno
• Il prodotto offre performance migliori
• Il prodotto può essere personalizzato
• Il prodotto è offerto a un prezzo minore
2.Value Proposition (1.3 Concept and Approach + 1.4 Ambition)2.Value Proposition (1.3 Concept and Approach + 1.4 Ambition) • The value proposition to be transmitted will be related to: noise reduction, energy efficiency and performance durability, and the effective market take-up is expected to take place between July and December 2018. • Best performance: Higher processing speed, higher quality finish, low maintenance cost
3.Channels canali Channels (2.2 a. Measure to maximise Impact)
4.Customer Relationships - Relazioni con i clienti Descrive il tipo di relazione che l’azienda stabilisce con i diversi segmenti di clienti. Questa sezione indica le modalità attraverso le quali l’impresa: Acquisisce clienti Fidelizza i clienti già acquisiti Aumenta le vendite Innovation Management – Open Innovation 4 Customer Relationships = (2.2 a. c. Measure to maximise Impact)
4 Customer Relationships =
(2.2 a. c. Measure to maximise Impact)
Sales force capability.
ABC is already active in the major part of the distribution channels for the new
product, and the sales force organisation is already in place.
ABC sales people have already a good level of understanding on the new product
application areas, although training and will required to enable sales force to turn
the product functionality into customer value
Market knowledge.
Customer needs are well understood by ABC, and the value proposition is clarified
with key customers. ABCs has been active in the market of product for very long
time, and is endowed with abundant market knowledge. The customer segment is
well known, business relationships to key customers are already in place, and there
is extensive experience selling to this customer segment.4 Customer Relationships =
(2.2 a. c. Measure to maximise Impact)
Distribution channels. ABC and the XXX group have already a
well established
network of distributors all around the world, organised in three main
areas:
UE (30 distributors in 20 countries), Americas (180 distributors in
USA and Canada, 30 distributors in 12 Latin American countries)
Technical support. One of the key competitive assets of the brand
is its customer orientation and the capacity to provide active
support to purchasers. This policy will be reinforced and
strengthened within the YYY market penetration, also due to the
fact that ABC will be the exclusive technology owner for several
years thanks to patent protection.5.Revenue Stream - Flussi di Ricavi Descrive i flussi di ricavi che l'azienda ottiene dalla vendita dei prodotti / servizi ad un determinato segmento di clienti. PREZZO e le MODALITA' di pagamento Vendita di un bene - Canone d'Uso - Quota di Iscrizione. Prestito / noleggio / leasing / affitto –Licenze – Pubblicità - Commissioni di intermediazione - Altro? Per massimizzare l’impatto analizzare la possibilità di combinare più forme di ricavo. 5 Revenue Stream = (2.1 Expected Impact)
6.Key Resources - Risorse chiave Quali sono le risorse chiave di cui l’azienda deve disporre per creare valore e sostenere il proprio modello di business. Queste risorse contribuiscono alla realizzazione di un vantaggio competitivo: FISICHE – INTELLETTUALI - UMANE – FINANZIARIE La corretta descrizione e coerenza con gli obiettivi è fondamentale per la credibilità del progetto! 6.Key Resources = (2.2 b. Measure to maximise Impact + 3.4 Resources to be committed + Section 4)
7. Key Activities - Attività chiave Descrive le attività chiave che devono essere realizzate per creare la Value Proposition, raggiungere i clienti, mantenere le relazioni con loro e generare ricavi. Quali sono i processi più importanti che l'azienda deve compiere per far funzionare il proprio modello di business ? 1. PRODUZIONE ? 2. PROBLEM SOLVING? 3. MANTENIMENTO e SVILUPPO PIATTAFORME? 7.Key Activities = (3.1 Work plan)
8.Key Partners Partner chiave Definisce la rete di fornitori e partners necessari al funzionamento del modello di business aziendale. Importanti per: ottimizzare la gestione di risorse e attività; sviluppare economie di scala; ridurre i rischi e l’incertezza; competere in un nuovo mercato; acquisire risorse specifiche ed attività; ecc. 8. Key Partners (2.1 Expected Impact + 3.3 Consortium as a whole + Section 4 e 4.2)
9. Costs Structure - Struttura dei costi
Identifica i costi che l'azienda dovrà sostenere per rendere
funzionante il proprio modello di business.
Nel processo di design del Business Model Canvas la struttura dei
costi viene definita al termine perché deriva quasi direttamente
dalla struttura dei blocchi relativi :
attività chiave - partner chiave - risorse chiave
Due modelli generali di riferimento:
Modelli di Business guidati dai costi
Modelli di Business guidati dal valore
9. Costs Structure (Part A + 3.4 Resources to be committed + 2.1
Expected Impact)Riepilogo : Business Model – Horizon 2020
I BLOCCHI del Business Model Canvas sono presenti nei template di
proposta:
1. Customer Segments (2.1 Expected Impact)
2. Value Proposition (1.3 Concept and Approach + 1.4 Ambition)
3. Channels (2.2 a. Measure to maximise Impact)
4. Customer Relationships (2.2 a. c. Measure to maximise Impact)
5. Revenue Streams (2.1 Expected Impact)
6. Key Resources (2.2 b. Measure to maximise Impact + 3.4 Resources to be
committed + Section 4)
7. Key Activities (3.1 Work plan)
8. Key Partners (2.1 Expected Impact + 3.3 Consortium as a whole + Section 4 e
4.2)
9. Costs Structure (Part A + 3.4 Resources to be committed + 2.1 Expected
Impact)
61Il business plan?
62Che cosa è il business plan?
Il Business Plan è un documento che illustra in modo quantitativo e
qualitativo le strategie future dell’azienda e le azioni da
intraprendere per perseguire tali strategie.
Obiettivo
Fornire una valutazione in merito all’opportunità di realizzare un
investimento
Destinatari
Soggetti interni all’azienda (management team)
Soggetti esterni all’azienda (investitori, banche, ecc.)
63Il business plan è generalmente costituito da tre parti: a. una parte introduttiva che descrive l’idea imprenditoriale, la genesi dell’idea e i soci promotori dell’iniziativa; b. una parte tecnico-operativa che analizza la fattibilità dell’idea imprenditoriale sul mercato e l’organizzazione dell’attività; c. una parte quantitativa-finanziaria che sviluppa le previsioni economico-finanziarie dell’impresa.
Business Plan in Horizon 2020
Business Plan integrato nella proposta progettuale.
No Business Plan allegato al progetto.
Analisi di mercato, settore, concorrenza:
Dimensione europea, globale, logica di partenariato
Sezioni:
1.Excellence 2.Impact 3.Implementation
RIA/Innovation Action (70 pag.)
SME Instrument phase I (10 pag.)
SME Instrument phase II (30 pag.)
Fast track to innovation (30 pag.)
65Struttura tipo di un Business Plan
1. Executive Summary
2. Descrizione Prodotti Servizi Offerti
3. Analisi di mercato piano di marketing e vendite
4. Descrizione dell’azienda - Posizione Competitiva,
5. Analisi dei rischi
6. Management e Organizzazione
7. Timing - Milestones
8. Aspetti Finanziari
661. Executive summary E’ la parte più importante di un business plan introduce il documento e permette a chi legge di farsi una prima idea positiva del progetto. Illustrare la Vision - del nostro progetto di business + Spiegare qual è il problema/bisogno che viene affrontato/risolto + La soluzione: mostrare ciò che offre l’azienda (il prodotto e/o il servizio), + Il vantaggio competitivo/ perché avremo successo = Opportunità di Business Il modello di business: chiarire come si genererà reddito Il team: descrivere il motivo per cui il proprio team ha le caratteristiche giuste per riuscire in quello che è chiamato a fare
1. Executive summary Business Plan: Abstract 1.1 Objectives Describe the objectives of your overall innovation project ant the subsequently expected outcome. 1.1Describe the industrial/economic/social problem to be solved and/or business opportunity you intend to address. 1.3 Concept and approach Explain how your innovative solution will solve the problem and/or use the business opportunity
2. Prodotto/Servizio . Processo produttivo È una sezione molto importante che si può presentare in modo molto differente, dipende dalla complessità del prodotto o servizio e dal suo processo produttivo. In particolare per i prodotti innovativi descrivere i vantaggi che offrono rispetto a quelli esistenti, eventuali brevetti, attività di sviluppo previste. Il processo può comprendere la localizzazione produttiva, il personale e le attrezzature coinvolte in ciascuna fase, i fornitori, l’organizzazione commerciale, il controllo di qualità, l’assistenza post vendita. Sui prodotti particolarmente innovativi curare gli aspetti che possono generare dubbi sulla: fattibilità tecnica/qualità/sicurezza
Business Plan e Valore Percepito dal Cliente
Valore Percepito =
Benefici ricevuti – Costi sostenuti
• Questo valore può essere razionale (denaro, performance),
emotivo (stato sociale) o una combinazione di entrambi;
• La «proposta di valore» differenzia la nostra soluzione dalla
concorrenza: «unique selling proposition».
• Quindi nella Value Proposition descriveremo perché siamo
diversi per esperienza, costi (rischi, attendibilità ecc.)Business Plan e Valore Percepito dal Cliente 1.4 Ambition Explain the novelty of your innovation business project Explain advantage of your (expected) solution with respect to competing solutions; how does it provide more added value to potential customers?
3. Analisi del mercato piano marketing e vendita
Analisi del mercato in generale
Descrizione dei Segmenti
Grandezza e trend in atto
Identificazione e descrizione della concorrenza
Opportunità ( differenziazione - vantaggio competitivo)
Strategia di Marketing
Strategia di prodotto
Strategia di Prezzo
Strategia di distribuzione
Strategia promozionale
Piano Vendite
Ciclo di vita del prodotto
Previsioni di vendita nel periodo3. Analisi del mercato piano marketing e vendita • 2.1 Expected Impacts a) Users/Market • List main competitors and competitive solutions • Indicate the most relevant market segments for initial introduction of the new solution • Indicate the most important market barriers to be overcome to realise commercialization • Describe the targeted users of the final solution
3.1 Analisi del mercato piano marketing e vendita 2.2 Measures to maximise impact a) Dissemination and exploitation of results Explain an initial plan for full commercialisation of the project results, i.e. own commercialisation or licensing? Need of cooperation with third parties for own commercialisation? Estimate of the total funding requirements? Approximate time to first sales/employment?
4. L’Azienda Storia dell’Azienda, localizzazione, business, risultati raggiunti, prodotti e servizi offerti, target di clientela, figure chiave ecc. Analisi SWOT situazione corrente Competenze esistenti (evidenziare peculiarità) Importante! Piano di sviluppo: a. Scopo del piano (che cosa) b. Obiettivo (perché) c. Azioni (come) d. Tempi (in quanto tempo) e. Risorse necessarie (umane e finanziarie)
4.1 Posizione competitiva
È l’analisi con cui la nostra azienda viene comparata rispetto ai
concorrenti
Valutazione comparativa su come viene percepita dai
consumatori: qualità, marchio,prezzo, servizio, ecc.
Valutazione comparativa interna:
Risorse finanziarie, brevetti, tecnologie, canali distributivi,
competenze tecniche, ecc.
Valutazione comparativa prodotto/soluzione proposta4. L’Azienda 2.1 Expected Impacts b) Company - How does the innovation project fit with the strategy of the participants - What is the relevance and rationale of the innovation project for the participants 2.2 Measures to maximise impact b) Intellectual Property, knowledge protection and regulatory issues 3.1 Work plan Work package and deliverable
5 Analisi dei Rischi L’analisi dei rischi è centrata sul business e affronta: aspetti finanziari, tecnici, legali, fornitori, aspetti macroeconomici e politici ecc.
5 Analisi dei Rischi 3.2 Management structure and procedures Describe any critical risks, relating to project implementation, that the stated project objectives may not be achieved Detail any risk mitigation measures Provide a table with critical risks identified and mitigating actions (table 3.2b)
6. Management e Organizzazione Descrizione delle figure chiave dell’organizzazione, i loro profili professionali, le competenze acquisite, Presentazione dell’organigramma Descrivere eventuali programmi di misurazione delle performance, piani incentivi, politica di formazione interna. Management innnovazione Descrivere le modalità di acquisizione di eventuali nuove competenze ove necessario Evidenziare esperienze di successo….
6. Management e Organizzazione Section 4: Members of the consortium 4.1. Participants (applicants) • a description of the legal entity and its main tasks, with an explanation of how its profile matches the tasks in the proposal; • a curriculum vitae or description of the profile of the persons, including their gender, who will be primarily responsible for carrying out the proposed research and/or innovation activities • a list ofup to 5 relevant previous actions or activities, connected to the subject of this proposal;
Guidance for evaluators of Horizon 2020
proposals
Under the Quality and efficiency of the implementation
'criterion, a particularly relevant aspect concerns how effective
innovation management will be addressed in the management
structure and work plan. Innovation management is a process
which requires an understanding of both market and technical
problems, with a goal of successfully implementing appropriate
creative ideas. A new or improved product, service or process
is its typical output. It also allows a consortium to respond to
an external or internal opportunity.
827. Cronoprogramma e Milestones
Il Business Plan va completato con il
cronoprogramma del progetto di business e
l’ individuazione delle sue tappe fondamentali
Strumenti:
• Gantt
• a description of each work package (table 3.1a)
• a list of work packages (table 3.1b)
• a list of major deliverables (table 3.1c)
• …
838. Parte Finanziaria Se il Business Plan riguarda un’azienda già esistente vanno presentati in sintesi risultati degli ultimi tre anni e la proiezione futura dei tre anni successivi • Conto economico • Conto patrimoniale • Proiezione Cash flow • Ratios finanziari • Fonti finanziarie occorrenti • Analisi di break even
8. Parte Finanziaria Se il Business Plan riguarda un’azienda già esistente vanno presentati in sintesi risultati degli ultimi tre anni e la proiezione futura dei tre anni successivi • Conto economico • Conto patrimoniale • Proiezione Cash flow • Ratios finanziari • Fonti finanziarie occorrenti • Analisi di break even
8. Parte Finanziaria 2.Impact 2.1 Expected impacts • Elaborate on economic relevance of your solution, in particular with respect to growth of the industry partner(s) in the consortium(turnover, market share, employment creation, longer-term sales expectations, return on investment and profit) Budget 3.4 Resources to be committed
8.1 Parte Finanziaria ROI return on investment (indice di redditività del capitale investito o ritorno sugli investimenti) indica la redditività, quanto rende il capitale investito in nell'azienda. TCO Total Cost of Ownership (costo totale di proprietà o costo totale di possesso) utilizzato in origine per calcolare tutti i costi del ciclo di vita di un'apparecchiatura informatica: acquisto, installazione, gestione, manutenzione, e infine smaltimento. Il TCO può essere uno strumento utile per differenziarci dalla concorrenza e «dell’economia circolare»
GRAZIE PER L‘ATTENZIONE!
APRE Antonio Carbone
Agenzia per la Promozione della Ricerca Europea
Via Cavour, 71
carbone@apre.it
00184 - Roma
www.apre.it National Contact Point
Tel. (+39) 06-48939993
SMEs, ICT &
Fax. (+39) 06-48902550
Access to risk finance
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