Luxembourg, October 2003 CIW CLUSTER T-SHOE INNOVATION PROJECT

Luxembourg, October 2003 CIW CLUSTER T-SHOE INTERACTION WITH AMs AM CLIP MARKETING PLAN: To draw a diffusion plan with the key actors in Spain. -Elements of diagnosis for the diffusion strategy: -The Market -The Actors -Strengths of the innovation: -Reduce the time to market -Adapted to the need for flexibility of the market (changes every 6 months) -Reduce cost of pre-series -Do not need to change the manufacturing process -Weaknesses of the innovation: -High investment -It is one machine tool more -Need of training

Luxembourg, October 2003 CIW CLUSTER T-SHOE INTERACTION WITH AMs AM LIFESTYLE AND STRATEG.IST : IMPROVEMENT CIRCLES: -Analysis for the setting up and facilitation of Improvement Circles (IC) to analyse and adapt T-SHOE Technology to the technical and cultural requirements of target SMEs and service companies. -Continuous improvement to cope with changes and innovation. -To promote the participation of the partners and solve the problems jointly

Luxembourg, October 2003 CIW CLUSTER AM LIFESTYLE - STRATEGI.ST BUSINESS IDEA: Clients System Company Organisatio nal System Product System To whom, and where do I offer my products/services How do I organise myself to do it What do I offer T-SHOE INTERACTION WITH AMs

Luxembourg, October 2003 CIW CLUSTER AM LIFESTYLE - STRATEGI.ST BUSINESS IDEA: Already existing products and new marketable products can be grouped into two different set of items, according to similarities between them: 1) High-touch products: a) Consulting not software-linked b) Fast prototyping 2) High-tech products: a) Software b) Consulting software-linked c) 3D- Digitizer T-SHOE INTERACTION WITH AMs

Luxembourg, October 2003 CIW CLUSTER AM LIFESTYLE - STRATEGI.ST STRUCTURE 1 BUSINESS IDEA: STRUCTURE 1 Juridical Organizational Roles / functions Current legal structure will be maintained through the same net. High-tech products (software, consulting software- linked and Digitizer 3-D) are distributed Average distributor should be bigger than now in order to assure better territory coverage. High-touch products (consulting not linked to software, fast prototyping service) are distributed directly by Inescop. Different resources will manage high-tech and high-touch products. They will operate on a paritary basis being only subject to Inescop CEO. T-SHOE INTERACTION WITH AMs

Luxembourg, October 2003 CIW CLUSTER AM LIFESTYLE - STRATEGI.ST STRUCTURE 1 BUSINESS IDEA: STRUCTURE No clear border-line between business and technical structures (high-touch vs high tech products) Lack of dedicated entrepreneurial energies only business-oriented Unclear profit and rewarding system Inescop-centered decision system, heavy influence of associates Risk of inefficient management of a more complex produc-system and distribution net (give-up some products/markets?) Less initial costs for structure Immediate availability of Inescop equipments, laboratory, tools etc. No newco start-up costs T-SHOE INTERACTION WITH AMs

Luxembourg, October 2003 CIW CLUSTER AM LIFESTYLE - STRATEGI.ST STRUCTURE 2 BUSINESS IDEA: STRUCTURE 2 Juridical Organizational Roles / functions A Newco X will be constituted, whose equity will be owned by Inescop (51%) and by an entrepreneur (49%). High-tech products (software, consulting software-linked and Digitizer 3-D) are distributed through the same net. Average distributor should be bigger than now in order to assure better territory coverage. High-touch products (consulting not linked to software, fast prototyping service) are distributed by Newco X. Inescop resources will manage High-tech products. Newco X resources will manage High-touch products. T-SHOE INTERACTION WITH AMs

Luxembourg, October 2003 CIW CLUSTER AM LIFESTYLE - STRATEGI.ST STRUCTURE 2 BUSINESS IDEA: STRUCTURE Start-up costs Have to co-ordinate Inescop and Newco’s activities, e.g. sell consulting no-softwares to previous software buyers from Inescop. Different “energy-degree” due to different structures managing high- tech and high-touch products: Newco X profits = Entrepreneur profits while profits from high-tech sales = Inescop profits. Need to introduce adequate rewarding system for high-tech managers... “Dedicated” resources and structure for high-touch business (consulting ns, prototyping) New entrepreneurial energies Result-driven organization T-SHOE INTERACTION WITH AMs

Luxembourg, October 2003 CIW CLUSTER AM LIFESTYLE - STRATEGI.ST STRUCTURE 3 BUSINESS IDEA: STRUCTURE 3 Juridical Organizational Roles / functions A Newco X will be constituted, whose equity will be owned by Inescop (51%) and by an entrepreneur (49%). High-tech products (software, consulting software-linked and Digitizer 3-D) are distributed by Newco Y through the same net. Average distributor should be bigger than now in order to assure better territory coverage. High-touch products (consulting not linked to software, fast prototyping service) are distributed by Newco X. Newco Y resources will manage High-tech products. Newco X resources will manage High-touch products. A Newco Y will be constituted, whose equity will be owned by Inescop (51%) and by an entrepreneur (49%). T-SHOE INTERACTION WITH AMs

Luxembourg, October 2003 CIW CLUSTER AM LIFESTYLE - STRATEGI.ST Highest start-up costs Strong entrepreneurial/profit culture may impact on Inescop internal “atmosphere” Rivalry between Newco’s (profit centers) and Inescop (assets provider) must be avoided Best focus on different business areas: high-tech and high-touch New entrepreneurial energies Result-driven organization T-SHOE INTERACTION WITH AMs

Luxembourg, October 2003 CIW CLUSTER BUSINESS IDEA CONCLUSIONS T-SHOE INTERACTION WITH AMs

Luxembourg, October 2003 CIW CLUSTER AM LIFESTYLE COLLABORATIVE ONLINE WORKING ENVIRONMENT T-SHOE INTERACTION WITH AMs

Luxembourg, October 2003 CIW CLUSTER Useful tool for future projects