aal2business - towards successful commercialization · 2018-05-07 · go-to-market decision...

AAL2BUSINESS - Towards successful

commercialization AAL Coordinators day 27.2.2014

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Agenda

1. AAL2Busines

Introduction, objectives and big picture of services? (10 min, Arto)

2. Introduction to business modelling (50 min Henri/Arto)

3. Services in detail - What & how & questions: (45 min)

Methodology workshops, (10min, Arto)

Coaching services (25 min, Arto & Henri)

Business coaching

Support access to private funding –coaching & labelling of projects

Deployment of AAL solutions event (10 min, Marco)

4. Summary, questions and answers (15 min)

VTT creates business from technology for the benefit

of its customers, partners and other stakeholders.

VTT Technical Research Centre of Finland

VTT IS

a not-for-profit and impartial research centre

largest research institutions in the Scandinavia with over 3200 employees (31.12.2012)

VTT HAS:

extensive cross-disciplinary technological and business expertise

over 150 business researchers and developers

outstanding know-how related to R&D for health and wellbeing sector

Nordic Healthcare Group (NHG)

Changing the date: View – Slide Master – change the date on the slide master uppermost

• Company overview:

– A Finnish knowledge service provider founded in 2003

– Specializes in the analysis, planning and development of healthcare and social welfare service management, quality and structures

– Business areas: Management consulting, benchmarking and analytical tools

– Over 50 experts employed with offices in Helsinki and Stockholm

– Clientele: Mainly of hospital districts, municipalities, private hospitals, venture capitalists, private-equity funds, foundations, associations as well as medical device and other eHealth service providers

Key strengths:

In-depth market knowledge of the health, wellness and social care sectors (+400 projects)

Personnel with multidisciplinary capabilities and educational backgrounds

Close ties to academia and research organizations

Practical experience in moving from project to business and commercializing start-ups

Health Information Management SA


The hub of a network of SME dedicated to ICT for health and inclusion

HIM SA is a joint venture between HIM Ltd., a UK-based company specialised in ICT strategic consultancy, and Dedalus, a leading supplier of ICT healthcare solution originally in Italy but now expanding in emerging countries.

HIM SA, in its 15 years of activity in the eHealth, eInclusion and AAL

sectors, has developed an unrivalled understanding of the health and

social care markets in several European countries

HIM SA currently pursue three different lines of activities:

EU-funded and commercial projects in the areas of eHealth, eInclusion and AAL (consortia building,

proposal/offer management, project management, quality assurance, business planning)

Consulting on telecare and telehealth services, technologies and business architectures

Business facilitation

HIM SA has built a strong and extensive network of contacts with

leading users organisations in this field which spreads over several

EU Member States and Associated Countries

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AAL2Business Objectives and the overview to the services

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Go-to-market phase Project phase

AAL project

ends

1. Consortium

building workshops

6. Co-innovation environment (TBD)?

Idea generation and initial business case

Funding

decision

2. Business coaching

3. Methodology workshops

Commercialization of AAL solution

within existing organisation

Go-to-

market

decision

AAL2Business services:

4. ’Access to finance’ -services

5. Deployment of AAL solutions events

The development of AAL solution

Preparation

AAL2Business services Focus on providing support in different stages of project life-cycle

(before, during, and after)

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AAL2Business services

6. Online innovation

enviroment

5. Deployment of

AAL solutions event

To provide help for building new consortium

To help all project participants to learn and

leverage business development methodologies

To give hands-on support for the projects for their

specific business development needs

Yearly networking and match-making event

focusing on deployment of AAL solutions

To provide means for further innovation and development

of AAL solutions

To give hands-on support for project on how to

access finance

Goal/focus Primary target group

Organisations planning to apply funding from

new AAL calls

Ongoing AAL JP projects (early phase)

Persons interested in learning new business

development methods

Individual ALL JP projects or

organisations within projects



3. On-demand

business

coaching

2. Methodology

workshops

1. Consortium

building workshop

4. Support access

to finance

Activity

• Ongoing and finished AAL JP projects

• Individual organisation(s) within projects

• AAL projects seeking for deployers for

their solutions

• Stakeholders interested in the deployment

of AAL solutions

For AAL projects in the end of project life-cycle who:

• seek new partners to co-operate with and

• to exploit synergies between different AAL

solutions.

• Start-ups from AAL projects or


• Ongoing and finished projects

Aim is to guide and support AAL projects towards successful commercialization

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Tools and methods that may help you

in the path of commercialization?

SWOT

PE

ST

EL

5-forces

SERVICE BLUEPRINTING

BUSINESS PROCESS MODELLING

BUSINESS PLAN

MARKETING PLAN

BUSINESS CASE

CUSTOMER VALUE CANVAS VALUE NETWORK ANALYSIS

MCKINSEY 7S

COMPETITOR ANALYSIS

BENCHMARKING

SERVQUAL

STOF

BUSINESS MODELLING

BUSINESS MODEL CANVAS

CUSTOMER DEVELOPMENT

STAKEHOLDER MAPPING

LEAN START-UP

Slides by VTT and NHG ©

11 26/02/2014 11

WHY

DEVELOP BUSINESS

MODELS


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Business models: Why?

Motivation

“Competition today is not between different products - it’s

between different business models”

Gary Hamel - ranked #1 most influential business thinker in the world by

the Wall Street Journal


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“Technology by itself has no single objective value. The economic value of a

technology remains latent until it is commercialized in some way via a

business model.”

“A mediocre technology pursued within a great business model may be more

valuable that a great technology exploited via a mediocre business

model”

Henry Chesbrough - Haas Business School Professor and creator of the concepts open

innovation and open business models

Business models: Why?

Motivation


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Business models: Why? Business model innovators outperform traditional innovators

1,7

0,1

1,7

8,5

6,1

2,7

0

1

2

3

4

5

6

7

8

9

10

Three year period Five year period Ten year period

Process and product innovators Business model innovators

6,8

6,0

1,0

Difference in percentage points (%)

Business model innovators earned a considerable higher average

premium and their returns were more sustainable

(Source: Business week / BCG innovation survey 2008)


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WHAT

IS A BUSINESS

MODEL

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How we

create value?

How we implement

our strategy?

How we’re

gonna make money?

Not my problem,

but this technology

is awesome!

Marketing Manager

CFO

Engineer

CEO

Practice?

What is a business model?


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A “buzzword” launched during the internet boom which has since become

increasingly popular although rarely defined

Often misinterpreted between people even in the same company

Often used as a synonym for revenue model emphasizing financial aspects

of value and illustrating how firms plan to make money in the long-term

Most important thing is to define common language define what you

mean with business model



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LESSON 1

DEVELOPING BUSINESS

MODELS REQUIRES

A ”COMMON LANGUAGE”


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A business model describes the rationale of how an

organization creates, delivers and captures value Osterwalder et al., 2009

Customer segments

Customer relationships

Channels

Revenue streams Cost structure

Key activities

Key partners

Key resources

Value propositions

Business model canvas is a tool to describe, analyse, design and develop business models.



http://www.youtube.com/watch?v=QoAOzMTLP5s





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Source: Modified from Osterwalder et al. 2009

Creating value requires infratsructureCreating value generates revenue

Infrastructure accumulates costs ”Profit zone”

PARTNERS

ACTIVITIES

RESOURCES

CRM

CHANNELS

TARGET

SEGMENTS

VALUE

PROP.

COSTS REVENUES

FINANCE

OFFERINGINFRASTRUCTURE CUSTOMER

PARTNERS

ACTIVITIES

RESOURCES

CRM

CHANNELS

TARGET

SEGMENTS

VALUE

PROP.

COSTS REVENUES

TALOUS

OFFERINGINFRASTRUCTURE CUSTOMER1

2

3

PARTNERS

ACTIVITIES

RESOURCES

CRM

CHANNELS

TARGET

SEGMENTS

VALUE

PROP.

COSTS REVENUES

FINANCE


PARTNERS

KEY

ACTIVITIES

RESOURCES

CRM

CHANNELS

TARGET

SEGMENTS

VALUE

PROP.

COSTS REVENUES

FINANCE


4

<

CREATING VALUE REQUIRES INFRASTRUCTURE (3) CREATING VALUE (1) GENERATES REVENUE (2)

PROFIT ZONE: REVENUES > COSTS INFRASTRUCTURE ACCUMULATES COSTS (4)

Business models: What? The logic: A holistic view of your business

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LESSON 2

PROJECT’S DON’T HAVE BUSINESS MODELS


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Project’s don’t have business models ... so what is a business model?

Who has a business model?

A holistic view of business of individual organisation

Each company has one or several business models

Projects don’t have business models

Business models are tightly linked to other concepts

In between business strategy and processes

Linked to your company’s network and business environment

Business models are NOT revenue models



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LESSON 3

VIABILITY OF BUSINESS MODEL IS DEPENDENT ON BUSINESS ENVIRONMENT


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Business models in the context ”The Rules of the Game”: Opportunities and Barriers for Value Creation

KP

CS RM

VP CSKR

KA

CRM

CHINDUSTRY

FORCES

MARKET

FORCES

KEY

TRENDS

MACRO-

ECONOMIC

FORCES

MARKET SEGMENTS

NEEDS AND DEMANDS

MARKET ISSUES

SWITCHING COSTS

REVENUE ATTRACTIVENESS

MA

RK

ET A

NA

LYSIS

SUPPLIERS AND OTHER VALUE CHAIN

ACTORS

STAKEHOLDERS

COMPETITORS

NEW ENTRANTS

SUBSTITUTE PRODUCTS AND

SERVICES

CO

MPETIT

IVE A

NA

LYSIS

TECHNOLOGY TRENDS

REGULATORY TRENDS SOCIETAL TRENDS

SOCIOECONOMIC TRENDS

GLOBAL MARKET CONDITIONS

CAPITAL MARKETS COMMODITIES AND OTHER RESOURCES

ECONOMIC INFRASTRUCTURE

FORESIGHT

MAKROECONOMICS

Lähde: Muokattu, Osterwalder et al. 2009Slides by VTT and NHG ©

25 26/02/2014 25

How to develop

business

models

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LET’S PRACTICE

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LESSON 4

DON’T FALL IN LOVE WITH YOUR BUSINESS

MODEL


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Business modelling is a continuous process Companies that could not let go


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Evolution of business models Business models are dynamic: They (should) evolve over time


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LESSON 5

GET OUT OF THE BUILDING


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How to develop business models:

Using the canvas

Essential part of the business model development

is to:

Formulate business vision into testable hypothesis,

and

validating hypothesis through systematic testing

with customers and other relevant stakeholders

Goal is to find facts that helping you to make right

choices

Business model development is not just filling empty spots in the canvas with

post-it notes (prototyping)

There are no facts, but only guesses, inside of your building


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How to develop business models:

Some guidelines

1. Business model development requires a common language and processes

2. Business model development is a continuous process requiring time, resources,

management and commitment (no ”silver bullets”)

3. Start early to avoid costly mistakes and use complementary resources to get the full

picture

4. Development tools make the process more systematic: The BM canvas is a good

foundation but it requires other tools to support it

5. From company guesses to knowledge: The customers need to be actively involved.

Other BM components are designed around customers.

6. Partners are needed in today’s market space: Complementary resources that

reinforce each others business models (everyone has their own business model!)

7. Technology alone is not enough: Shift focus from technology offerings to value

proposition, and from selling to serving customers

8. Business model is not revenue model: Business models create, deliver and capture

value – not just capture.

There are no short cuts, it’s hard systematic work


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2. Methodology

workshops Want to learn more?

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Methodology workshops:

Networking

Introduce business

development

methodologies

to strengthen the business thinking of projects and involved

organisations

to help participants to understand their weaknesses and

opportunities related to the goal of commercialisation

• to increase understanding of the importance business modelling

throughout the project

• to introduce a specific business development method in detail

• to allow participants to practice the introduced method by hands-on

exercise in small groups

• to enable networking with different AAL JP projects

• new ideas and insights to form other participants to foster out-of-the-

box thinking!

• to give information about the business coaching and other relevant

activities

Strengthen

business thinking

Introduce basic business development tools that projects can utilize

throughout AAL project

OBJECTIVES:

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Methodology workshops: How

Bi-annually

Invitations (open call through AAL CMU/NCPs)

Arranged as a facilitated workshop which mix

different types of organisations and projects

Plenty of time allocated on practical hands-on

demonstration (in small groups)

WAY OF WORKING BASIC STRUCTURE OF WORKSHOP

Introduction - business modelling as a key

method for business development

Introduction to one specific business

development tool (may vary)

Hands-on training

Reflection and feedback

Networking

Some feedback from the pilot workshops:

“Thank you very much for an interesting day yesterday. I found some new inspiration to push on with getting our

product to the market.“

“… was invited for a trans-national AAL2business workshop on how to develop a sustainable business from AAL

project results. All the participants found the one-day collaborative workshop extremely useful. Warm thanks to

AAL for arranging this excellent event!"

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When and how to apply

1st Workshop in

Brussels

2nd workshop in

Bucharest

Time: Tuesday 15th April 10:30 – 16:00 (TBC)

Place: Arts 56 Brussels

Methodological focus: business modelling, and value proposition design

Registration opening: soon

Time: Friday 12th September (the next day from AAL Forum)

Place: AAL Forum venue

Methodological focus: business modelling, and customer development

methodology

Selection process:

• Targeted for those who want to learn more about business development methodologies

• Up to 25 participants/workshop

• First-in first-served (basis), however balanced number of companies, end-users, and researchers

selected

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QUESTIONS?

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3. On-demand business

coaching COACHING SERVICES:

On-demand help towards successful commercialization 4. Support access to

finance

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Focus on developing the business

model(s) of organisation(s) aiming to

commercialize AAL solution

Goal: to help AAL projects to develop

sustainable business around AAL solution

THE BIG PICTURE OF COACHING

Coaching supports AAL projects to reach markets

TWO TYPES OF COACHING

ACCESS TO FINANCE COACHING BUSINESS COACHING

Focus on the presentational aspects of

investment readiness supported by building a

foundation for becoming investment ready

Goal: To help project participants to prepare

themselves in presenting their AAL solution to

potential investors and understanding what it

takes to receive an investment

What coaching is? To whom: to individual AAL project or organisation(s) within AAL project

Objective: provides support for business development and commercialization of AAL projects’ results

Methods: utilizes varying business development methods to validate your hypothesis and improve

business potential

Focus: tailored for the specific needs of the project (or organisation within the project)

Where: Coaching sessions organised flexibly in all AAL partner states

We cannot help if companies are not committed and willing to work hard!

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PRE-SCREENING SURVEY (NEEDS FOR COACHING) • Rough analysis of AAL solution’s market readiness

• Identification of projects that have greatest need for support

HOW TO ACCESS COACHING SERVICES

Projects/companies have two optional tracks for on-demand coaching

PRE-SCREENING SURVEY (PRIVATE FUNDING) • Initial analysis of investment readiness

• Aims to identify companies seeking to access private investment

ACCESS TO FINANCE COACHING TRACK:

For companies that need support to find additional

funding (equity-based private funds)

INVESTMENT READINESS LABELLING • Analysing investment readiness of companies

• Aim to identify best business cases

BUSINESS COACHING • Focus on improving your business model to

increase success potential of commercialization

‘SUPPORT ACCESS TO FINANCE’ COACHING • Focus on improving the ability to present your business

case to investors

YES: Selected for labelling

BUSINESS COACHING TRACK:

For AAL projects/companies that need support for business

development (to commercialize AAL solutions)

Approved

for business

coaching

NOT YET:

Recommended for business coaching Decision

to coach

Is

business

case

sound?

Results from

labelling review

PITCHING BUSINESS CASE IN

INVESTMENT EVENT

Approved

for finance coaching

YES

NOT YET

(recommended for finance

coaching)

Ready to

pitch?

NOT YET

(recommended for business coaching)

Decision

to coach

Need more

support?

New request for coaching

NO Good luck!

GOAL:

SUCCESSFUL COMMERCIALISATION

Did you get

funding?

YES NO

YES

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2. BUSINESS

COACHING WHY, WHAT and HOW?

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Business

modeling

Focus on market forces, trends, and the ‘rules of the game’

Goal is to provide help to (e.g.):

utilize methods for analyzing business environment and changes in it

identify, communicate and seize opportunities in transforming AAL markets

Plan actions that turn market hypothesis into facts

Focus on organizational strategy, strategic planning and business renewal

Goal is to provide help for:

Understanding and communicating “the big picture of your (potential) business”

Introducing methods for analyzing and realigning strategy

Finding justifications for difficult strategic choices

Focus on organizations business development from multiple complementary

perspectives (organisation and its customer, value network, service system)

Goal is to provide help to (e.g.):

Understanding customer value creation and organisations role in value co-

creation within service (eco)system

To turn business model vision into testable hypothesis

Plan actions for iterative validation of BM hypothesis

ON-DEMAND BUSINESS COACHING

Coaching helps projects/companies on understanding market,

improving business model(s), and finding strategic direction

Strategy and

renewal

Understand

the market

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TARGET GROUPS FOR


Individual SME’s who have

clear commercialization goals

for their AAL solution

LARGE ENTERPRISES

(including other partners) SINGLE SME START-UPS PROJECT CONSORTIUM

For key persons who are

• planning to establish a new

start-up, or

• who are already running start-

up that builds on the solution

developed under AAL JP

For the whole project

consortium

Objective to clarify

business development

plans, roles and

commercialization goals

optimal timing in the

beginning of the project

For large enterprises within

the consortium who have

clear commercialization

objectives.

Note! Must include other

partners to the coaching

session.


Target groups of coaching vary from whole consortium to

individual organisation

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PHYSICAL COACHING SESSION


PRE-WORKSHOP PREPARATION

ACTIVITIES

FOLLOW-UP ACTIONS, SUPPORT AND

FEEDBACK

PRE-SCREENING SURVEY: • Rough analysis of AAL solution’s market readiness

• Identification of projects that have greatest need for support

ORGANIZING THE COACHING


Action plan

Decision to provide coaching is based on project’s/organisation’s need and estimate of

optimal timing for help

Maximum of 3 coaching sessions per AAL project

Final decision from AAL2Business SG: Accepted / postponed / denied

DECISION

Identification of individual needs

Agreement of focus

Arranging physical meeting (location, time, theme,..)

Preparation of the workshop content and structure

Planning home/web pre-workshop activities

Delivering pre-workshop material

Yearly ‘Market readiness’ survey sent to all AAL JP projects

Based on the answers: list of suggested projects (and

rationale) created and delivered to AAL CMU

Accepted for coaching

Carried out as a facilitated workshop in a flexible and tailored way

Goal is to organize session within 2 months from the AAL CMU

acceptance (depending on suitable time for the project)

Follow-up support and impact evaluation

Sharing of experiences and collective learning

Reporting

ON

-DE

MA

ND

BU

SIN

ES

S

CO

AC

HIN

G

New coaching request?

AAL projects express their need for coaching by answering to

the survey

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4. Support access to

finance INTERESTED IN PRIVATE INVESTMENTS?

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Gaining access to private investments after AAL JP

funding ends is challenging

Source: Modified from US Department of Commerce –ITA

AAL JP PROJECT FUNDING EARLY STAGE LATER STAGE

Options mainly business

angels, seed and early

stage VC funds

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Only a very small portion of businesses in general

receive an investment

Source: National Venture Capital Association

The evaluation process also

known as the ”deal funnel” is

extremely rigorous

Most business plans are rejected

immediately

Only some make it to a closer

screening of which even less are

asked to present their case

Extensive due diligence for only

extremely promising candidates

Hit rate for young companies

raising equity is around 1% to 3%

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The economic crisis has made the situation worse: e.g.

total VC investments almost halved

0

1000000

2000000

3000000

4000000

5000000

6000000

7000000

2007 2008 2009 2010 2011

Total VC

Seed &Start-up

Later stage

Source: European Private Equity and Venture Capital Association Country Yearbook 2012

Development of total VC investment in thousands of €, EU 2007 - 2011

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4. Support access to

finance NEED FOR HELP TO ACCESS PRIVATE FUNDING?

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General goal of service is to provide knowledge that increases investment readiness and supports

access to finance

Investment

readiness

review

(labelling

system)

On-

demand

coaching

Network of

relevant

private

investors

Focus on the presentational aspects of investment readiness

supported by building a foundation for becoming investment ready

Goal: To help project participants to prepare themselves in presenting

their AAL solution to potential investors and understanding what it

takes to receive an investment

Focus on identifying potential investors in the field of AAL that

projects seeking investments could target and informing investors of

most promising AAL solutions

Goal: To help projects find potential investors and raise investor

awareness of AAL projects as potential investment targets

Focus on assessing the investment readiness of AAL JP projects

and then providing structured feedback to both AALA and projects

Goal: To get an external point of view on how well a project would

succeed in the deal funnel and to find out which areas most need

improvement

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PRE- SCREENING OF INVESTMENT READINESS • Identification of companies interested in private investments

• Identification of coaching needs of AAL projects

BUSINESS COACHING

(action 2)

Max. 3 coaching

sessions/ project

The process of increasing investment readiness starts with identification of companies through ’investment readiness’ survey

Focus on strengthening business case to

increase potential interest from investors

DECISION TO

LABEL AND/OR

COACH (AAL2Business

SG)

Electronic pre-screening survey sent to all AAL projects

Goal is to find out initial investment readiness and motivation to

seek private funding

Project coordinators forward message to potential start-ups and/or

companies in the project who are interested in private funding

Based on the answers: list of suggested projects created and

delivered to AAL2Business Steering Group


INVESTMENT READINESS LABELLING

REVIEW Identifying investment readiness of companies i.e.

readiness to seek private funding

‘SUPPORT ACCESS TO FINANCE’

COACHING (action 4)

Accepted for labeling

Labelling result


Focus on improving the ability to present

business case to investors

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Investment readiness labelling Labeling of projects can be summed up into two measures

1) Investment attractiveness 2) Readiness to seek funding

5 – ”A new Google”

1 – ”Hot-dog stand”

5 – ”Rock’n’roll!”

1 – ”Back to the drawing board”

Answers the question:

”How attractive is the opportunity

from an investor’s standpoint”

Answers the question:

”How prepared is the project to access

financing from outside investors”

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Investment readiness labelling Assessment of projects is done on a scale from 1-5: results determine

which track of training is recommended

1

5

4

3

2

Business coaching

Support access to finance coaching (On-demand training)

ILLUSTRATIVE

Not

ready

Strong

case

Structured feedback also given for improving case in relevant areas

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On-demand coaching Focuses on presentational aspects but ability to improve other areas too

BUSINESS PLANS PITCHING

OTHER AREAS OF INVESTMENT

READINESS

Goal: To provide information on

both the role of a business

plan and how to write a

successful one.

Emphasis on linking business

plan to business model

Goal: To establish a foundation

for giving a successful pitch

and selling your AAL solution and

business case to investors

Focus on both content and

delivery of pitch

PRESENTATIONAL ASPECTS

Goal: To provide background

information for building a more

solid foundation for presenting

(e.g. the role of different

sources of finance,

understanding investor

requirements)

http://www.presentationguru.co.uk/

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Increasing awareness of both investors and AAL projects about promising

opportunities

Identifying network and resources

Contacting, informing and activating Maintaining network activity and

matchmaking

Network of relevant private investors

Potential investors and investor networks in

the field of AAL

”Event calendar” of key investment events

Additional resources that help gain access to

investors and improve investment readiness

(Material benefits all projects)

Increasing awareness of promising and

motivated AAL projects about potential

investors

Increasing the awareness of potential

investors of promising AAL solutions

(Focuses on labelled projects with good

reviews)

Reminders of upcoming key events

Guidance for creating and updating profiles for

investment events and applying for meetings

with investors

Reminders and support to remain active in

seeking funding

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3. On-demand business

coaching

HOW COMPANIES CAN GET HELP? 4. Support access to

finance

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On-demand coaching services:

How to get help?


Who can request training services?

Training can be requested by an AAL JP project coordinator or by individual

organisation under the project by answering the survey

In any case project coordinator has to be always informed about applying service due to

the limit of coaching sessions per consortia

How much of training services can we request?

A maximum of 3 days on-demand training can be allocated to a single AAL JP project

(total for both business coaching and supporting access to finance)

When are the training sessions held?

Aim to deliver training sessions within 2 months of the acceptance of AAL CMU (or

depending on the availability of the consortium partners)

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Why surveys?

Initial analysis of AAL solution’s market readiness / investment readiness

More objective way to identify projects that have greatest need for support

IF PROJECT/COMPANY NEEDS HELP?

ACCESS TO PRIVATE FUNDS – COACHING TRACK Need help to develop presentational aspects in order to

access private funds?

BUSINESS COACHING TRACK: Need help in business development/commercialization of

your aal solution?

Goal: To help project participants to prepare

themselves in presenting their AAL solution to

potential investors and understanding what it takes to

receive an investment

EXPRESS NEED BY ANSWERING MARKET

READINESS SURVEY EXPRESS NEED BY ANSWERING ACCESS TO

PRIVATE FUNDING -SURVEY

On-demand coaching services:

How to get help?

Goal: to help AAL projects to develop sustainable

business around AAL solution

To be launched soon

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AAL CMU

Raquel Fernandez-Horcajada, Programme Officer

[email protected]

AAL2Business coaches [email protected]

QUESTIONS?

mailto:[email protected]








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5. Deployment of AAL

solutions WHY, WHAT and HOW?

65 26/02/2014 65

DEPLOYMENT OF AAL SOLUTIONS :

Objectives

to provide an understanding of who the potential buyers of AAL solution are

and what their motivations are likely to be

to Inform the participants about the existing evidence of the impact of AAL

solutions on elderly care and support for independent living

to introduce the participants to the features of the AAL market by clustering

national markets according to similarities and reducing them to a limited

number of models

to familiarise the participants with innovative business models for the

deployment of AAL solutions

to provide networking opportunities between AAL project participants and

stakeholders looking to deploy AAL solutions and private investors interesting in

investing in AAL companies

Networking

Introduce

Strengthen

market

comprehension

66 26/02/2014 66

Deployment Event

1st event: September 9th 2014, Bucharest

Open for everyone

Targeted participants:

AAL-project participants

Deployers (end-users organizations)

Investors

Matchmaking support for the event

B2Match (used for matchmaking and planning meetings before the

event, sharing ideas, registeration, feedback)

67 26/02/2014 67

QUESTIONS?

68 26/02/2014 68

Summary of relevant activities

5. Deployment of

AAL solutions event

To help all project participants to learn and leverage

business development methodologies

To give hands-on support for the projects for their

specific business development needs

Yearly networking and match-making event

focusing on deployment of AAL solutions

To give hands-on support for project on how to

access finance

Goal/focus Primary target group

Persons interested in learning new business

development methods (from ongoing AAL JP

projects)





3. On-demand

business

coaching

2. Methodology

workshops

4. Support access

to finance

Activity

• Ongoing and finished AAL JP projects

• Individual organisation(s) within projects

• AAL projects seeking for deployers for

their solutions

• Stakeholders interested in the deployment

of AAL solutions

• Start-ups from AAL projects or

organisations within projects (ongoing and

finished projects)

69 26/02/2014 69

Experienced business professionals at

your service

AAL market knowledge: Very familiar with the challenges AAL projects

and service providers face

Strong business capabilities: In-depth business expertise that can be

leveraged to help develop your solution and business model

Highly motivated team: Our goal is to help you reach the market

Broad service offering: Several services offered which target different

areas and phases of development

Price: Offered services free of charge for projects


70 26/02/2014 70


AAL CMU

Raquel Fernandez-Horcajada, Programme Officer

[email protected]

AAL2Business coaches [email protected]

QUESTIONS?









TECHNOLOGY FOR BUSINESS

Backup material - Following slides will not be presented but

are there just for back-up

aal2business - towards successful commercialization · 2018-05-07 · go-to-market decision...

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