1. INNOWATER INNOWATER A Public-Private Innovation Partnership for Better Innovation Support Tools and Delivery Mechanisms in the Water Sector www.europe-innova.eu/innowater innowater@ewp.eu Roy Neijland Netherlands Water Partnership

2.  Public-private Partnership: 15 Partners from 6 European Countries  The INNOWATER Consortium includes: Public Innovation Agencies Water Associations Technology Specialists Innovation Experts Eco-innovative Cluster Organizations The INNOWATER Consortium The INNOWATER Consortium

3. Barriers relating to lack of access to available innovations, difficulty in articulating the economic justification, and risk to the end user. SME Innovator Industrial End User Barriers relating to the lack of understanding of end user needs (commercial, technical and operational) and procurement behaviour Market facing activities INNOWATER: A: Provides Business Support to innovative SMEs to successfully bring water technologies to the market B: Provides Sustainable Water Management Support to water-using industries to support them in identifying and addressing their water consumption challenges

4.  Scientific Isolation  Lack of Research Funding  Proof of Performance Paradox  Inadequate Entrepreneurship Capabilities  Technology Push Paradigm  Return On Investment and Risk Reduction Trap  Lack of Sustainable Finance Key barriers for Innovators (SMEs)

5.  To support SMEs in creating The Most Appropriate Business Model which reflects the needs of the end user and local market conditions  Expert led (coaching) Business Support Framework with a focus on concept validation, business model development and commercialization  Target Group: SMEs in the water sector that are in the Early Stages of Commercializing a new product or service Business Proposition Toolkit (BPT)

6. MOVIE Business Proposition Toolkit (BPT)

7.  Scientific Isolation  Lack of Research Funding  Proof of Performance Paradox  Inadequate Entrepreneurship Capabilities  Technology Push Paradigm  Return On Investment and Risk Reduction Trap  Lack of Sustainable Finance Key barriers for Innovators (SMEs)

8. Proof of Performance Paradox 8  It is difficult to convince end users to test new technology  Market uptake of an innovation requires proof of performance, endorsement by users  Early adopters ask for guarantees that technology will work, data pilot testing must provide  Conservative industry with limited perception of the added value of being the ‘’first user’’ ‘’Proof required for uptake – uptake to provide proof’’

9. 9 Optimize water supply of hospitals Support from Innowater  Set-up separate commercial entity  Feasibility study to allocate business areas  Identification of launching customer  Allocate financial means for growth BPT support: concept validation  Analysis of potential key applications  Analysis of potential markets/customers  Define best test case situation  Found location for testing in Hospital BPT support: concept validation  Define competitive advantage  Business case calculation & research case  Sales pitch support  Provide a test location, proof of practice Thickening of liquids by condensation

10. Inadequate Entrepreneurship Capabilities 10  Small innovative companies often lack a full range of skills needed for business  Planning, prioritizing and financing problems, increase time to market for innovations  Understand and speak the language of customers is needed to advance commercially  First user industries want to do business with (professional) suppliers they can trust ‘’Gather and utilize all necessary capabilities’’

11. 11 Water quality monitoring on site Support from Innowater  Set-up separate commercial entity  Feasibility study to allocate business areas  Identification of launching customer  Allocate financial means for growth BPT support: business model development  Feasibility study to allocate business areas  Define activities/resources (GAP analysis)  Set-up separate commercial entity  Allocate financial means for growth BPT support: business model development  Market research (procurement)  Develop market approach  Training commercial skills  Define adequate Value Proposition AMD Treatment of Acid Mine Drainage

12. Technology Push Paradigm 12  Product development from research to market, often lack of market input  Focus on one type of (domestic) customer, disregarding the full potential of technology  New technologies don’t comply with specific needs of users, due to lack of involvement  Technology is transferred from one application to the next without adjustments ‘’Do not push harder, find a leverage’’

13. 13 Blocked sewer detection Support from Innowater  Set-up separate commercial entity  Feasibility study to allocate business areas  Identification of launching customer  Allocate financial means for growth BPT support focus: commercialization  Market research for product adjustment  Input for market development plan  Identify/select commercial partner in NL  Find a potential launching customer in NL BPT support: commercialization  Development of additional technology  Partnership strategy; launching customer  Customer relation strategy, adjust approach  Identify/select commercial partners in EU Ceramic Membranes

14. Key conclusions BPT support 14  The toolkit is flexible and comprehensive enough to be used for a wide range of companies  There was significant variation in the nature of the support provided, and there is no ‘one size fits all’  The level of maturity and size of the company influences the approach and the potential to add value  It is essential that there is an (engaged) individual that devotes time and effort to the process  8-10 days was optimum to make an impact and deliver a tangible output  Holding sessions over a regular timescale enabled continuation between sessions

15. Facilitating the Market Access of Innovative Water Technologies For questions and support, please contact: r.neijland@nwp.nl