Business Models Summary 12/12/2017 1

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1 Business Models Summary 12/12/2017 1

2 Business Models Summary INDEX 1. Business Models development approach 2. Analysis Framework 3. Analysis of Business Models developed 4. Conclusions 5. Future steps 2

3 Business Models Summary INDEX 1. Business Models development approach 2. Analysis Framework 3. Analysis of Business Models developed 4. Conclusions 5. Future steps 3

4 Business Models development approach PULL Identify Customer Segment Identify Value Proposition Fit VP with Potential Customers Define Customer Relationships Define Channels Define Key Activities Define Key resources Define key partners PUSH REVENUE STREAMS COST STRUCTURE 4

5 Business Models development approach 5

6 Business Models development approach 6

7 Business Models development approach 7

8 Business Models development approach 8

9 Business Models Summary INDEX 1. Business Models development approach 2. Analysis Framework 3. Analysis of Business Models developed 4. Conclusions 5. Future steps 9

10 Analysis Framework T-Dore Cases Customer relationship TRL: Technology readiness levels Market TDore Business Models Sustainability The value proposition type Science and Technology 10

11 Analysis Framework T-Dore Cases T-Dore Cases Systemic design, Separation technologies Substitution Recycling Description As we transition towards a true circular economy, there is a need for systemic design with multi-optimisation from a lifecycle perspective. Systemic design is needed at material, component, and system levels, with new innovations possible in each of these levels. It is expected to cover at the very least: technical performance of materials, their sustainability, and economic viability. Separation technologies: Industries throughout the world are constantly looking for more efficient processes in mineral slurry dewatering, process water reuse and by-product handling in metals and chemical processing as well as in industrial water treatment. Strong process understanding in systems integration in order to capture new levels of efficiency throughout the life cycle is needed. Many European companies have seen in recent years sudden increases in the cost of raw materials or of intermediate products, which are critical for their production processes. In this situation, the companies are confronted with a series of challenges, such as risk management along the entire supply chain, the re-design of products containing materials, which determine the functionality of a product, or the minimization of material content in the most affected products. Not only volatile raw materials prices, but also legal requirements have raised the interest for recycling solutions in many industrial sectors. Recycling solutions are, however, often challenging for companies, due to technical difficulties (low recovery rates), logistics (access to volumes and quality of recycled materials), economics (cost of recycled material vs new resources) and the production process (material characteristics). 11

12 Analysis Framework Technology readiness levels scale TRL Description TRL 1. TRL 2. TRL 3. TRL 4. TRL 5. TRL 6. TRL 7. TRL 8. TRL 9. basic principles observed technology concept formulated experimental proof of concept technology validated in lab technology validated in relevant environment (industrially relevant environment in the case of key enabling technologies) technology demonstrated in relevant environment (industrially relevant environment in the case of key enabling technologies) system prototype demonstration in operational environment system complete and qualified actual system proven in operational environment (competitive manufacturing in the case of key enabling technologies; or in space) 12

13 Analysis Framework Sustainability Sustainability Environmental feasibility Description The environmental and economic feasibility is dependent on energy efficiency in processes and the lifecycle, and is limited by technological, regulatory and business barriers. Many of the core technologies may only be proven in laboratory scales, and require significant development to scale up. Scarcity Scarcity is about the shortages in raw materials resources which are expected in the next decades. With a growing world population which is also getting more prosperous, the demand for products increases and therefore also the demand for raw materials. Close loop design Design of products and services for the circular economy. Circular economy Design of business models within an industrial system that is restorative or regenerative by intention and design. The business model helps to replace the end-of-life concept with restoration, shifts towards the use of renewable energy, eliminates the use of toxic chemicals, which impair reuse, and aims for the elimination of waste through the superior design of materials, products, and systems. 13

14 Analysis Framework Science and Technology Science & Technology Description Systems engineering Systems engineering is an interdisciplinary field of engineering and engineering management that focuses on how to design and manage complex systems. Recycling This refers to the technologies that support the activities or process of extracting and reusing useful substances found in waste. Material design This refers to the technologies that support the design of new or improved materials Recovery Separation These are the technologies that support the processes of material recovery. These are the technologies that support the separation processes. These processes use physical, chemical, or electrical forces to isolate or concentrate selected constituents of a mixture. Extraction. These are the technologies that support the processes of material extraction. 14

15 Analysis Framework Value proposition types VP Type Description Product The development of a business model based on a value proposition that refers to a new, redesigned or substantially improved good. Service The development of a business model based on a value proposition that refers to a new, redesigned or substantially improved service. Material The development of a business model based on a value proposition that refers to a new, redesigned or substantially improved material. Process The development of a business model based on the design or implementation of a new or significantly improved production or delivery method (including significant changes in techniques, equipment and/or software). Modelling (IT) The development of a business model based on a modelling and simulation of systems or processes. 15

16 Analysis Framework Market Mobility Sector Description This sector refers to the economic activity that supports moving goods and people from point A to point B. This encompasses vehicles for personal use, fleet vehicles, public transit, ridesharing, bicycles, car-sharing, self-driving cars, planes, trains, and essentially any other form of motorized transport. It sometimes includes an on-demand or peer-to-peer component. Machinery and equipment The machinery and equipment industry is a subsector of the industry that produces and maintains machines and equipment for consumers, the industry, and most other companies in the economy. ICT This sector refers to a combination of manufacturing and services industries that capture, transmit and display data and information electronically. Energy The energy sector refers to a category of industries involved with the production or supply of energy. This sector includes companies involved in solar, wind, water and marine energy, as well as the exploration and development of oil or gas reserves, oil and gas drilling, or integrated power firms. 16

17 Analysis Framework Customer relationship Customer relationship Description B2B B2C B2G B2D Business to Business Business to Customer Business to Government Business to Developer 17

18 Business Models Summary INDEX 1. Business Models development approach 2. Analysis Framework 3. Analysis of Business Models developed 4. Conclusions 5. Future steps 18

19 Analysis of Business Models developed T-Dore Cases 19

20 Analysis of Business Models developed Technology Readiness Levels (TRL) 20

21 Analysis of Business Models developed Sustainability 21

22 Analysis of Business Models developed Science and Technology 22

23 Analysis of Business Models developed Value proposition types 23

24 Analysis of Business Models developed Market 24

25 Analysis of Business Models developed Customer relationship 25

26 Business Models Summary INDEX 1. Business Models development approach 2. Analysis Framework 3. Analysis of Business Models developed 4. Conclusions 5. Future steps 26

27 Conclusions - How do Business Models developed differ between T-Dore cases? In general, business models developed are more orientated to Systemic Design, addressing the importance of a lifecycle perspective from the material, component, and system levels approach. The transition towards a more sustainable and circular based economy seems to be an important trend when candidates have considered their value proposition and business model. Besides, some of these business models also refer to recycling, what underlines the importance of actively managing recycling related business models from a systemic approach. 27

28 Conclusions - What is the TRL level of the Business Models developed in T-Dore? The approach towards Business Models developed is very dependant in the research area of origin as well as in the technology readiness level of the PhD Thesis that the candidate is involved with. In general, business models developed are categorized in the low 2-3 TRLs, and refer to the formulation of technology concepts and the experimental proof of those concepts. These results are very consistent with the approach of the T-Dore project, due to the nature of candidates (PhD students) as well as the nature of their research. Besides, PhD research developed with the support of business partnerships do have higher TRL levels what it is inherent with the TRL definition, in contrast to those with lower TRL that do not have a specific company supporting the research. 28

29 Conclusions - What role plays sustainability in the Business Models developed in T-Dore? The role of sustainability in the economy is increasing and many companies are embracing this reality. Moreover, the industry behind raw materials extraction and processing is supporting many of their innovations in the use of resource efficient technologies and life-cycle solutions for customers all over the world, creating a significant positive handprint while reducing the ecological footprint of their operations by developing innovative applications for renewable energy, water management and recycling in general. Thus, most of business models developed in the T-Dore project are related to Close loop design and Environmental feasibility. Their value propositions and business model are therefore based on the design and development of products or services for the circular economy, or from a process approach that seeks to improve the economic and environmental sustainability of existing processes. Both approaches (circular economy and process feasibility) seem to be important drivers for the development of business models in the raw materials sector. This result is aligned with the challenges of industry and research institutions, where resource efficiency, closed loop and circular economy will be key factors for future sustainable innovations. 29

30 Conclusions - Which science and technology areas are more relevant for the Business Models developed in T-Dore? Nearly all business models developed are more based on System Engineering and Recycling science and technology areas. Thus, business models have considered their value proposition and business model based on how to design and manage complex systems by the use of interdisciplinary engineering approaches as well as the use of technologies that support the activities or process of extracting and reusing useful substances found in waste. This result is aligned with the challenges of industry and research institutions, where resource efficiency, closed loop and circular economy will be key factors for future sustainable innovations. Besides, some of these business models also refer to recycling, what underlines the importance of actively managing recycling related business models from a systemic approach. 30

31 Product Conclusions - What type of value proposition are Business Models developed in T-Dore based on? In general, business models developed are more service based. These services are supported in processes, the modelling of processes, the development of a new material or in a service in itself, but broadly speaking, all businesses developed deliver value in one or a combination of two categories of differentiation: technology and service. These services therefore, refer to technology services designed to facilitate the use of technology by enterprises and end users. Technology services provide specialized technology-oriented solutions by combining the processes and functions of raw materials research technologies and knowledge. This focus on services as an approach towards the development of new businesses is coherent with studies previously referred, where Scientific R&D consulting remains the largest approach for spin-outs. Service Modelling Process 31

32 Conclusions - What market and customer segments do the Business Models developed in T-Dore serve? Most of the business models developed by candidates are focused on machine and equipment. This result is coherent with the T-Dore cases selected covering systemic design, separation technologies, substitution, and recycling. Besides, these results underline the importance of the machine and equipment sector when developing innovations related to processes and services. Heavy equipment and industrial machines are more complex than ever, what in an increasingly competitive market, lead companies to ensure innovation and manage complexity. The opportunities for this industry are associated to the servitization and personalization of their business, as well as the improvement of processes. In the future machine and equipment sector manufacturers will compete through a portfolio of integrated products and services, with the provision of product-centric services providing a main differentiating factor in the marketplace. 32

33 Conclusions - What kind of customer relationship do the Business Models developed in T-Dore promote? In general, business models developed by candidates serve customers from a Business to business or Business to customer perspective. The approach depends on the position in the value chain of the customer. Nevertheless, opportunities for the raw material industry to developed new business seem to be clearly related to the business-to-business (B2B approach, in line with some studies that stress the fact that business-to-business (B2B) has seen an increase in private equity investments in contrast to the B2C (businessto-customer) sector in the years 2011 to 2013 and investments in B2B start-ups have risen while investments in B2C start-ups have dropped from 2015 to

34 Business Models Summary INDEX 1. Business Models development approach 2. Analysis Framework 3. Analysis of Business Models developed 4. Conclusions 5. Future steps 34

35 Future steps Foster cooperation Increase the cooperation and integration between education, business and research to facilitate the transition from researcher to entrepreneur and from idea to product/service or business. More Connection with Industry To validate business models To obtain better results Push the model from a silo researcher to T-shape researcher in connection with industry. Project industrial partners will provide their insight and needs and will help Innovation champions to create new ideas and businesses generating wealth in society. Support acceleration Support acceleration of the development of T-shaped innovation champions within organizations and in potential spinning out of new ideas. Involve more people and develop more skills Widen researchers technological perspective with the frameworks of circular economy, servitization and deep understanding of the raw material system and value chain: mining, recovery, product design, engineering, manufacturing and recycling areas. Foster a learning program to transform knowledge generated in their projects and, thesis into a value proposition involving firms. Developing intra-entrepreneurial skills and mind-set Focus on technologies and approaches discovered and underlined in T-Dore Mining in challenging environments Recycling and materials chain optimisation for End-of-Life products Design of products and services for the circular economy 35

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