d8.3 first version of the business model -...

GA no: 637045 ADALAM – Sensor based adaptive laser micromachining using ultrashort pulse lasers for zero-failure manufacturing

30/06/2016 Deliverable D8.3 – First Version of the Business Model

Dissemination: CONFIDENTIAL 1/61

D8.3

First Version of the Business Model

Document Coordinator: CARSA

Contributors: UNI, LIG, IPT, SIL, DEM DAT, XYC, SAN, LUM, FOC

Dissemination: Confidential

Keywords: Exploitation, business models

Date: 30.06.2016

Revision: ALL

Ref. Ares(2016)3172722 - 04/07/2016




VERSION HISTORY

VERSION DATE NOTES AND COMMENTS

0.1 08/10/2015 DOCUMENT TEMPLATE CREATION

0.2 22/10/2015 DEFINITION OF BUSINESS PLAN METHODOLOGY AND SCHEDULE

0.3 24/12/2015 DRAFT VERSION BUSINESS MODEL

0.4 21/06/2016 FIRST VERSION BUSINESS MODEL

FINAL 30/06/2016 FINAL EDITION




Table of content

1 INTRODUCTION 4

2 METHODOLOGY 4

2.1 BUSINESS MODEL CANVAS 6 2.2 STEP 1: INFORMATION GATHERING 7 2.3 STEP 2: BUSINESS MODEL DEVELOPMENT 7 BUSINESS MODEL – INFRASTRUCTURE 7

Key partners 7 Key Activities 8 Key Resources 9

BUSINESS MODEL – OFFERING 9 BUSINESS MODEL – CUSTOMERS 10

Customer Segments 10 Channels 11 Customer Relationships 11

BUSINESS MODEL – FINANCES 12 Cost Structure 12 Revenue Streams 12

2.8 STEP 3: CONCLUSIONS 13

3 BUSINESS MODEL OVERVIEW 14

UNIMETRIK 14 LIGHTMOTIF 18 FRAUNHOFER IPT 24 SILL OPTICS 29 DEMOCON 33 DATAPIXEL 37 XYCARB CERAMICS 41 SANDVIK COROMANT 45 CARSA 49 LUMENTUM 53 FOCAL 56

4 SCHEDULE 60




1 INTRODUCTION

The purpose of this document is to define and apply a methodology that allows us to generate a

business model for the different products developed by the ADALAM’s project partners. Based on the

proposed methodology, the contributions of ADALAM’s project partners are presented in the second

section of the document in the form of individual exploitation plans.

The reason to develop a business model prior to the introduction of a product on the market is justified

by the fact that, nowadays, new products require considerable efforts - both in terms of human and

economic resources - in order to access the target market. Indeed, business models have to be in line

with market requirements and adapt to its changes and progresses.

In light of these considerations, going forward with ADALAM’s progresses, we will focus on the

commercial exploitation potential of the project results in the next future, by drawing an adequate

business plan. Based on the market needs and trend, the business perspective will complement the

technical development.

The development of new business models represents an important component to gain the acceptance

of SMEs for laser-based manufacturing. The aim is to gain knowledge and understanding of the

business drivers and business models for laser-based operations (and the related component and

services) in the engineering and manufacturing domain in order to create attractive offerings to SMEs

by developing specific business strategies.

2 METHODOLOGY

Our business model will describe how we are going to create, deliver and capture the value of the

project, by defining the strategy to be implemented. The final business model will be elaborated based

on the results of the validated business model information collected throughout the whole project

implementation and will provide a crucial contribution in assessing the sustainability and exploiting

ADALAM outcomes.

The general exploitation framework will be based on the definition of individual and global exploitation

plans. The global business model will be generated once the individual business models for the single

partners have been defined. In this sense, CARSA will help to define and execute the required tasks to




exploit the results of the various project activities, in order to generate new knowledge and financial

incomes.

In this context, the method proposed by Alexander Osterwalder – Business Model Canvas – seems the

most appropriate in generating a simple and visually intuitive business model. This model is a strategic

management tool useful for developing new business models as well as analysing existing business

models, focusing on blocks of activities.

GA no: 637045

ADALAM – Sensor based adaptive laser micromachining using ultrashort pulse lasers for zero-failure manufacturing

30/06/2016 Deliverable D8.3 – First Version of Business Model

Dissemination: PUBLIC 6/61

2.1 Business Model CANVAS

INFRASTRUCTURE OFFERING CUSTOMERS

Key Partners

Who are our key partners?

Who are our key suppliers?

Which key resources are we acquiring from partners?

Which key activities do partners perform?

Key Activities

What key activities do our value propositions require?

Our distribution channels? Customer relationships? Revenue streams?

Value Propositions

What value do we deliver to the customer?

Which one of our customer’s problems are we helping to solve?

What bundles of products and services are we offering to each Customer Segment?

Which customer needs are we satisfying?

Customer Relationships

What type of relationship does each of our customer segments expect us to establish and maintain with them?

Which ones have we established?

How are they integrated with the rest of our business model?

How costly are they?

Customer Segments

For whom are we creating value? Who are our most important

customers?

Key Resources

What key resources do our value propositions require?

Our distribution channels? Customer relationships? Revenue streams?

Channels

Through which channels do our customer segments want to be reached?

How are we reaching them now? How are our channels integrated? Which ones are most cost-efficient? How are we integrating them with

customer routines?

FINANCES

Cost Structure

What are the most important costs inherent in our business model? Which key resources are most expensive? Which key activities are most expensive?

Revenue Streams

For what value are our customers really willing to pay? For what do the currently pay? How are they currently paying? How would they prefer to pay? How much does each revenue stream contribute to overall revenues?




2.2 Step 1: Information Gathering

In any process of business model generation, and in particular for our business model, it is crucial to

define the different phases of work involved in its creation, breaking it down into three main stages:

information gathering, business model development and conclusions elaborated.

This first phase was carried out in the last 6 months and it aimed at defining what kind of information

we need to develop the business model. Thus, we defined questions, classified them according to their

importance and identify contact person in the different project partners and means by which we will

gather that information. We collected the contributions of all partners, trying to clarify doubts and

revised the gathered input. The result of those contributions is presented in “3 BUSINESS MODEL

OVERVIEW”.

2.3 Step 2: Business Model Development

At this stage we apply our knowledge and creativity into the business model. The purpose is to design

an effective, efficient, innovative model. This is the key stage of the business model, and therefore

requires great dedication. The business model should not be a too long document, since it has to

explain in a simple and effective way how a company creates, delivers and captures value.

In the following sections we briefly explain the main concepts characterizing each of the blocks used

to present the collected information in “3 BUSINESS MODEL OVERVIEW”.

Business Model – Infrastructure

Key partners

In this section we collect all information on strategic partnerships needed to improve the business

model and to ensure its viability. These partnerships include all those beneficial relationships for the

business model, such as buyer-supplier relationships, but also complementary business alliances,

developed through joint ventures, and further strategic commercial alliances between competitors or

non-competitors. The fields covered by these partnerships might potentially include all sectors of

activity of our project partners (laser application, development, manufacturer, control software

developments, optical topography, adaptive optics, 3D cloud analysis, calibration).

Key alliances with suppliers




Sometimes, manufacturers cooperate and get together in order to jointly discuss as a single customer.

The main purpose of this kind of alliances is to seek better conditions with suppliers, based on the

increase of purchased materials, in comparison with an individual purchase.

Key alliances in manufacturing

Manufacturing processes are not always performed in one factory and by one company: sometimes,

some pieces are performed by specialized companies. This information is useful when calculating the

potential for growth.

Key alliances in the commercialization

Sometimes, companies join forces when defining a marketing strategy for their products, by creating

temporary or permanent alliances. These agreements between companies are helpful in order to

achieve a common strategic objective and are extremely relevant when defining an effective business

model.

Key Activities

In this section, we identify all activities essential for the execution of our value proposition, including

the manufacturing stage as well as the marketing, distribution and advertising efforts:

Key activities related to the manufacturing process

This information shall contain a detailed description of the most important aspects of the

manufacturing process. The purpose of this information is to allow insight into the manufacture of the

product and enable its optimization.

Key activities related to the product distribution

This information will allow us to fully understand the details of product distribution and assessing their

impact on the business model. Every distribution process may be more or less efficient compared to

the processes implemented by competitors: this mainly depends on its complexity and costs.

Key activities related to the marketing effort

A good commercial strategy requires a successful marketing campaign, ensuring an adequate

presentation of the products to the target audiences. These kinds of activities have a strong impact on

the overall outcomes of the business model. In this section, it is essential to consider the commercial

capacity of the single enterprises, as well as its most and least successful campaigns.

Key activities related to the management




Companies often have specific protocols and methodologies that define the roles and processes to

follow for decision-making. Therefore, this information will be used to evaluate the level of flexibility

of companies, in addition to their ability to take action and improve based on suggestions during the

development of the model.

Key Resources

In this section, we list the different kinds of resources necessary to create value for the customer and

sustain and support the business. Those strategic resources shall include personnel and skills,

networks, facilities, etc.

Personnel and skills

Any kind of manufacturing process requires a certain degree of specialization of the staff dedicated to

it. The in-depth knowledge of the level of specialization and expertise will help to understand the

potential growth based on the availability of trained personnel and the level of experience required.

Necessary Facilities

Facilities for manufacturing play a key role in the generation of a product. This section shall include all

those physical resources required to manufacture the product, including sites and instruments such as

machines, computers, furniture, etc.

Material resources

The materials needed to manufacture the product are a crucial element in terms of resources, with a

special focus on the raw material used for manufacturing. Therefore, the availability of resources, their

costs, the required amount of product units need to be taken into account. The aim is to better

understand the limitations and/or the advantages introduced by the concerned raw material.

Business Model – Offering

According to Osterwalder, a company's value proposition is what distinguishes itself from its

competitors. In particular, the project developments will be converted in products and services,

generating new solutions to the customers’ needs and this section shall contain a detailed description

of these products and services offered to the customers.

Name of the Product

The commercial name of the product for which we develop the business model has to be defined.

Characteristics of the Product




In order to gather an in-depth knowledge of the product, we have to collect information regarding its

general qualities, including materials, dimensions, color, features, weight, durability, etc.

Innovation and distinctive characteristics

In this specific section, the distinctive and innovative characteristic of the products are presented. A

successful business model is highly linked with the novelty and quality of the product offer. Therefore,

it is essential to know in depth the characteristics that make the product unique or that set it apart

from the rest, since these factors will determine the focus of the business model.

Additional services

When defining the product apart from its characteristics, its value is also in the additional services the

company provides with the product. For instance, a great after-sale service can be an additional service

compared to other competitors.

Business Model – Customers

Customer Segments

In this section, we collect the information needed to complete the block concerning market segments.

In particular, this is strongly related to the target audience. It is essential to identify which customers

will be served, based on the different needs and attributes. The key is to diversify in order to reach

customers segments having different needs and characteristics.

Potential Customers

A successful business model strongly depends on a proper identification of market segments.

Therefore, the main step of this block is to identify the potential customers for whom we are

developing the product.

Preferences and needs of potential customers

Based on a careful analysis, we will identify the preferences and needs of potential customers, which

should be in line with the characteristics of the product.

Characteristics of the target market (or target market segments)

When evaluating the business model viability it is essential to quantify the market we intend to access.

This will facilitate a more realistic forecast for our business model.

Competitors




We consider extremely useful to know our competitors. Indeed, this information will allow us to

identify the threats that the product will access the target market.

Channels

In this block we present useful information on how we intend to communicate with different market

segments in order to propose our value proposition, which must be distributed in a fast, efficient and

cost-effective way. The key is a combination of all partners’ channels, facilitating distribution to a

number of communities, including the commercial community - through networks of manufacturing

industry, product information sheets, trade shows, exhibitions - and the scientific communities –

through journal papers, publications, conferences.

Advertising (Marketing)

It is necessary to understand how to advertise the product to potential customers. This will also help

in order to define how to improve the advertising effort.

Distribution

We need to know how a company distributes its products. To this end, the focus will be on each of the

single stages of the process, starting from when the product leaves the factory until it reaches the end-

customer.

Customer Relationships

To ensure the survival and success of any businesses, companies must identify the type of relationship

they want to create and adopt with their customer segments.

Types of customer relationships

A crucial element in the development of a business model is the bonds a company creates with

customers, such as memberships or correspondence (offers, news via regular mail or email), pages on

social networks, or special services for vip customers, etc. Depending on the products it is important

to know whether the relationship with customers is punctual or if it is continuous, for instance

following the sale of the product, there is a need for maintenance services.

Management of customer relationships

It is important to understand how the management of these relationships with customers works: if the

advertising messages are personalized, if there is a customer service department or a department

responsible for dealing with complaints, if a flexible refund policy is in place, etc.




Business Model – Finances

Cost Structure

In this block we identify and categorize all costs related to the commercialization of the product, which

will be useful for assessing the financial viability of our business model.

Manufacturing costs

Manufacturing costs include all costs for materials and personnel linked to the manufacturing process

of the product.

Distribution costs

This information shall include the costs of moving the product from the place of manufacture to the

different points of sale.

Marketing costs

Any product commercialization relies on an adapted marketing and advertising strategy. This strategy

involve a series of costs, including material costs, personnel costs, potentially subcontracting costs,

etc.

Indirect costs

When defining the cost structure, we should also pay attention to all generated indirect costs, such as

costs of electricity, water, maintenance of machines, amortizations, etc.

Revenue Streams

In this section, we define how we will make income from each customer segment and we identify the

revenue streams generated by the introduction of the product into the market.

Price of the product

In addition to the price of the product, we should also consider the type of incomes (payments through

transfers, usage fees, subscription fees, ledning/leasing/renting, licensing and other similar services,

etc.).

Price of additional services

The price of additional services is normally established by the marketing department.

Additional Incomes




In some cases, there might be additional indirect revenues generated from the commercialization and

sale of the product.

2.8 Step 3: Conclusions

This is the last stage of the development of the business model. It is important to mention that, this

last step will be carried out once the information needed will be available, and thus, not in this first

version of the model.

In order to study the viability of our business model, we will use estimates of expected revenues based

on our market research.

If the results are satisfactory, the model will be validated. Otherwise, it will be replaced by an

alternative model. The level of feasibility of this viability assessment highly depends on the data

provided at an early stage of commercialization of products.

Validation

The business model will eventually be validated, based on considerations on the following aspects:

• Costs of the business model

It is important to determine all the costs that we will encounter when marketing our product:

production, marketing, customer service, distribution, etc.

• Target market

The second important aspect to consider when assessing the economic viability of a particular business

model is the market to which this is addressed. It is necessary to properly quantify and take into

account such aspects as competition, future trends and preferences and market needs when

calculating provisions for product sales.

• Expected revenues

This is another relevant aspect we must take into account in our conclusions when assessing the

viability of the business model. It should consider not only the price of the product, but also provided

for additional services and sales (if any).

• Scope of the study

The last element we have to consider is the timeframe taken as a reference to calculate the feasibility.

Indeed, the sooner a company sees tangible benefits related to the commercialization of a product,

the sooner the product will be considered more beneficial and therefore more viable.




3 BUSINESS MODEL OVERVIEW

Based on the above-described Osterwalder Canvas diagram, an overview of the individual exploitation

plan for each of the partners is described in this section.

The model presented will be further updated in the following months in line with the project progress.

Indeed, for the current status of the project development, the available information in terms of

commercialisation is still limited, thus some parts of the model are incomplete at this stage.

UNIMETRIK

1

VALUE PROPOSITION

NAME: Evaluation and calibration of sensor and laser machine for high accuracy micro manufacturing

The certification of the accuracy and reliability of the data acquired by the topography sensor and the positioning of the system in the required working volumen/area are the main characteristics of the service.

The evaluation and calibration procedure, including the related tools, generated by Unimetrik will allow to ensure that the equipment status used for high accuracy applications like micro manufacturing is in line with the expected performance range (accuracy, tolerances, etc.).


There is no dedicated standard dealing with massive data acquisition systems as the topography sensor. Also, the use of this sensor for evaluation of the positioning machine is a main innovation introduced in the project. For that reason, specific artifacts and new calibration methodology will be generated.

Additional services

Additional services include:

- Design and manufacturing of dimensional artifacts for dedicated sensors and dimensional machines;

- Generation of an error mapping describing the components introducing main deviations depending on the final application.




2

KEY PARTNERS


For this service, long term agreement with pointcloud acquisition and analysis software providers are needed. This allows the customization of some routines and price discounts for maintenance and updates. For that reason, DATAPIXEL will represent a key collaborator for this service development and delivery.


For the design manufacturing of the customized artifacts, the company is collaborating with national centres, like PTB, NPL and NIST and CEM and research centres.


For the commercialization, Unimetrik will exploit all the networking of the Innovalia Group, having physical offices in Asia, North and South America and Europe.

3

KEY ACTIVITIES

Manufacturing process

The service is provided following Unimetrik's evaluation and calibration procedure. They are based on international standards but are adapted to the sensor and machine properties. This customization also affects the artifact used during the service delivery.

Distribution

The evaluation and calibration service is always delivered by Unimetrik personnel. In some cases, for interim checking, artifacts are directly sell to the customers together with the procedure.

Marketing

The marketing activities will be supported by the Innovalia Metrology network, joining personnel and offices of the different companies to cover larger geographical market.

Management

As SME, final decisions are supervised by the CEO and CTO; but the products and services are widely customized according to the clients’ needs and the commercial/technical team suggestions. This allows the company to be more flexible than bigger companies to meet end-user requirements.

KEY RESOURCES




4


Unimetrik team - for the delivery of the evaluation and calibration of optical sensor and positioning machine - have broad knowledge in data acquisition, signal processing and ISO standards. Moreover, the personnel have experience in different pointcloud analysis software packages to adapt the information generated to the client framework.


The evaluation and calibration of the equipment used to be carried out in client facilities. But, Unimetrik has to have high accuracy equipment to calibrate the artifacts and extract the nominal values. This activity is developed in Unimetrik facilities combining tactile and optical technologies depending on the case.

Material resources

The main components needed for the evaluation and calibration service delivery are:

1. Dimensional artefact;

2. High resolution measuring machine to calibrate the artifact, including optical sensors and tactile probes;

3. Software package to process and analyse the pointclouds;

4. Supporting documents defining the methodology, based on international standars.

5

CUSTOMER SEGMENTS

Potential Customers

Potential customers include dimensional machine manufactures, optical sensor (topography, laser scanning,…) application developers, end-user in the micromanufacturing market


These customers need to have enough reliability on the quality of the systems. Machine users to ensure that the system will work on the adequate location and optical users to have real data about what is happening in the process or the surface properties.


It is expected to be a multi-billion per year market. Optical devices are being integrated in the manufacturing market more and more for dimensional quality tasks. In addition, laser application for (micro) manufacturing is also growing very fast each year.

Competitors

Among main competitors there are national certification agencies and dimensional machine manufacturers.




6

CUSTOMER RELATIONSHIP


As the evaluation and calibration has to be a periodic activity, Unimetrik promotes long term (multi-annual) relationship with clients. In this way, dedicated methodology and/or artifacts may be used to reduce the time consuming and define the best optimized procedure depending on the machine/sensor properties.


Unimetrik has dedicated local account managers for customer management and direct interaction. For final decision concerning service customization and prices, the decision is coordinated with the Sales General Manager and CTO.

7

CHANNELS


The advertising activities will be carried out attending most relevant conferences and fairs as exhibitor to show new developments and get feedback from the market. There will be an alignment of the services offered with the international initiatives such as industry 4.0, EC and EFFRA roadmaps. Also, Unimetrik develops dedicated workshops for interested potential customers showing real demo of the services.

Distribution

The company has its own offices with sales personnel for the direct commercialization and distribution. For service delivery, Unimetrik personnel travel to the end-user facilities worldwide.

8

COST STRUCTURE

Manufacturing costs

These costs are very much depending on the properties of the system.

Distribution costs

Distribution costs are related to the delivery of the material and personnel stay (if needed) in customer location.

Marketing costs




Costs related to the participation in fairs and conferences are not directly associated to one specific product or service, so it is not possible to quantify. Cost related to hardpaper material and website promotion will be around 1,000 €.

Indirect costs

This information is considered confidential and the company prefers not to disclose it.

9

REVENUE STREAM

Price of product/application/service

The price of this service will vary on the properties of the system, like degrees of freedom and the accuracy and tolerance needed. An initial estimation of the price is between 3000 and 5000 €. Price of additional services

The price of the commercialization of dedicated artifacts varies strongly on the properties of the system (size, materials, geometries) and could be between 8,000 - 20,000 €. Additional incomes

Additional incomes may be generated from the delivery of consultancy service for dimensional machine maintenance, integration in production line and definition of measuring strategies (including analysis software).

LIGHTMOTIF

VALUE PROPOSITION




1

NAME: Adaptive ultrashort pulse laser micromachining system

Lightmotif focuses on the adaptive micromachining system as exploitable result. The company also develops adaptive laser processes in the ADALAM project which are an exploitable result as well. However, the business model is mainly focused on selling machines.

The Adaptive Ultrashort Pulse Laser Micromachining System is a 3D semi-custom laser micromachining system, equipped with an ultrashort pulse laser, an accurate motion system with up to 5 axes, the low coherence interferometry sensor developed in ADALAM, several other sensor systems for alignment and calibration, and control software specifically developed for laser micromachining and texturing. Lightmotif can adapt the machine to specific needs of a customer, and can develop and deliver (adaptive) processes together with a system. We group the capabilities of the adaptive system into three categories:

laser micromilling with accurate depth control,

initial measurements for workpiece calibration or detection of deviations,

integrated quality control.

Accurate depth control By performing measurements during laser pocket milling, any process or material deviation can be compensated for, which is especially beneficial for machining deep pockets / structures with tight depth tolerances.

Initialization measurements Before machining, the surface topography or position of a workpiece can be accurately determined. This can be used for accurate 3D calibration of the workpiece position, or for detection of deviations and defects that can be compensated for during the machining process.

Integrated quality control Topography measurements can be performed after laser machining to validate the machined product geometry.


The combination of an ultrashort pulse laser micromachining system with the high (depth) resolution inline sensor is unique. Existing systems in the market either do not offer integrated sensors, or they use off-the-shelf sensors that need to be integrated next to the scanning head in an off-axis configuration. The advantage of our solution where the sensor is integrated inline, is that the machine can perform the measurement and perform machining from the same machine pose, i.e. it does not need to move. The benefits that come with that are a:




Large working distance – same working distance as for machining, the sensor does not restrict accessibility in contrast to off-axis sensors;

Same machine pose – the 5-axis manipulator does not need to move, the measurements are more accurate and the results are obtained (much) faster.

Additional/related services

Lightmotif can perform (adaptive) process development and help interested customers in testing and validation of the technology.

2

KEY PARTNERS


The most important partner in realizing the Adaptive Ultrashort Pulse Laser Micromachining System will be the provider of the ADALAM sensor system. We need to discuss with IPT, Demcon and Focal if and how they can later provide the sensor systems.

3

KEY ACTIVITIES


Lightmotif sells a modular system and not a standard, fixed product. This means in most cases customer specific engineering will be required. The machines are therefore developed in relatively long running projects lasting up to one year. The activities Lightmotif performs are engineering and design, procurement of all sub-components, (custom) software development, integration of the system, laser process development and process integration, and testing of the system. The actual manufacturing of parts or components is outsourced.

Distribution

Lightmotif only sells a small amount of machines and manages the distribution.

Marketing

The following marketing instruments are used:




Trade fairs, one or two specialized trade fairs;

Website, a website with detailed information on services and products;

Advertising on internet (Google AdWords);

Articles in professional magazines;

In addition Lightmotif plans to use:

Advertisements in professional magazines.

Management

Lightmotif is a small company. The management team consists of three people that are directly involved in all technology and marketing related activities.

4

KEY RESOURCES


The key personnel for the development of our machines are system and software engineers, involved in the development and customization of machines. Lightmotif has two of such engineers now and wants to grow to three. Two more engineers are involved in the design, procurement and mechanical integration of the systems. With this staff it will be possible to develop and build 1–3 machines per year.


The machines need to be built in a temperature controlled, and preferably clean-room environment. Lightmotif has such facility and space for integrating 1–2 machines at the same time. In case more machines need to be built, we plan to use facilities at partners or customers. Nearly all equipment needed for integrating and testing the machines is available at Lightmotif. Special equipment can be hired.

Material resources

There are no raw materials needed, Lightmotif outsources all manufacturing of components.

CUSTOMER SEGMENTS




5

Potential customers

Industrial companies that use micro-manufacturing or texturing in their production processes. Due to the price of the equipment the most likely customers are larger companies with high-tech manufacturing facilities.

Preference and needs of potential customers

Pocket milling with accurate control on pocket depth, which can be used for:

o manufacturing of (micro)-molds;

o machining small (free-form) features on tools (like drills);

o rapid prototyping of small components;

o manufacturing of small parts.

Removal of deviations and/ or surface defects, which can be used:

o for improving of high precision (contact) surfaces;

o to remove excessive material after surface repair (welding, cladding) of molds.

Need to apply machining/ texturing to complex workpieces that need accurate calibration in the machine for:

o texturing of (injection) molds;

o post-machining or texturing of tools;

o machining of high precision parts;

Integrated quality control, e.g. to measure and validate the depth of a machined structure.

Characterization of target market (or target market segments)

High performance tools;

Semiconductor manufacturing equipment;

High-tech (manufacturing) equipment;

Medical devices;

(Precision) mold makers;

Mold texturing companies;

Universities / Research institutes;

(Job-shop) laser micromachining service providers;

Consumer products / consumer electronics production companies.





6

7

CHANNELS

8

COST STRUCTURE




9

REVENUE STREAM

FRAUNHOFER IPT

1

VALUE PROPOSITION

NAME: Low Coherence Interferometry (LCI) for process monitoring of laser micro machining applications

LCI for process monitoring in laser micro machining applications is a device for inline and real-time feedback control of laser processes, which enables measurements of the surface topology of the laser manufactured structures. Efficient edge filters enable a robust integration of the measurement beam into the laser's beam path. Another advantage is the well corrected and robust optical design, which minimizes optical aberrations and leads to a high accurate process monitoring.


The main advantages of the developed measurement system are the material independent optical distance measurement, which is able of measuring surface structures on non-metal samples, too. Common measurement systems for laser machining applications are only capable of mostly measuring distances to metallic samples in the case of capacitive sensors




or of measuring temperature changes on the sample surface in the case of pyrometry. Neither capacitive sensors nor pyrometers are capable of measuring the surface topology, whichever is possible within the laser scanning field of the laser machining process by the use of the LCI measurement system. Furthermore the correction of the single systems components enables a high accurate measurement process with a high accuracy.

Additional Services

An additional service which can be offered is the adaption of the measurement system for a bright spectrum of laser machining applications. Furthermore the adaption of a certain measurement system for other scanning lenses is achievable due to the adaption of the compensation elements, integrated in the reference path.

2

KEY PARTNERS

Key Alliances with suppliers

Regarding long-lasting experience in the marketplace of optics and optomechanics, we have negotiated good financial conditions with Thorlabs, which is therefore our key supplier for optics and optomechanics. Our status as a research institution allows us a research sales discount.

Key Alliances in manufacturing

With our own shop floor and very good connections to local manufacturing shops we have a wide and flexible range for manufacturing issues.

Key Alliances in the commercialization

For Fraunhofer Institutes it is not possible to sell products in mass-produce since the Fraunhofer-Gesellschaft is an association for promoting applied sciences in the status as a research organizations. So Fraunhofer IPT can only sell research and development services for dissemination and exploitation which results can be products in the forms of demonstrators and prototypes. A common practice to bring the developed products to a readiness for marketing is the foundation of Spin-Off companies for the further support and marketing of the products. Furthermore IPT is member of some commodity teams which could be key alliances for the commercialization of developed technologies.

3

KEY ACTIVITIES


The development and manufacturing of the measurement technology by Fraunhofer IPT is strongly configuration dependent. Key activities are the definition of the processing laser, the beam coupling properties, the fiber coupling properties, the optical layout of the evaluation unit, the optical layout of the reference path, the optical layout of the beam shaping and the mechanical manufacturing.




Distribution

Our key activity for the distribution of our Spectral Domain Low Coherence Interferometry for laser machining applications is the development of special-purpose solutions fittable for a variety of laser machining applications.

Marketing

The main activity of advertising for the development measurement technology is the publication of the scientific background of the Low Coherence Interferometry. The publication as well as the participation in conferences and workshops for metrology will support the public interests and is therefore the groundwork for our marketing efforts.

Management

The strategic planning on the topics of research and business is made once every year during strategic counselings.

4

KEY RESOURCES


For the development and adaption of the measurement technology a team of three to four engineers are needed. The team is composed of an optical, a mechanical and an electrical engineer.


Fraunhofer IPT’s house is well equipped with the tools for the development process as computer and laboratory workplaces, including simulation and programing tools and space for assembling and testing of the optical set-ups. The mostly used software tools for the technology development are Zemax Optic Studio, Autodesk Inventor and Microsoft Visual Studio. Furthermore the shop floor features an excellent selection of molding cutters and turning machines for the manufacturing of the buildups.

Material resources

For the reason of manufacturing only very low numbers of pieces and the configuration dependent necessity of an adaption of the technology for differing boundary conditions, Fraunhofer IPT’s only holds wrought materials for mechanical manufacturing in stock. Optics and optomechanics are bought during the adaption of the configured systems and have a good availability at least for the wavelength ranges of VIS and NIR.

CUSTOMER SEGMENTS




5

Potential customers

Customers for the developed measurement technology are in the first place innovative companies, which develop and produce laser systems. Secondly laser systems operators are potential customers as well.


Innovative laser system companies will mostly need the developed measurement system as an additional module for their machine configuration portfolio, to sell the machines with a process monitoring device for real-time feedback control. Laser system operators will most likely need the measurement system for high specific measurement tasks in diverse laser manufacturing processes for zero failure manufacturing.


The target market will be most likely small in the number of customers but major for the number of different applications for what the LCI measurement system can be adapted.

Competitors

There are no known direct competitors.

6



Since the developed measurement system is highly configuration dependent the adaption is most likely only capable of being integrated in one machine setup (dependent on laser wavelength and scanning lens properties). Therefore the adaption of the system for further laser systems can be consulted as continuative projects. Furthermore the selection of usable scanning lenses for the laser system as well as the measurement system can be increased by developing different compensation elements for the reference path to adapt the system for extended manufacturing capabilities.


The distribution of the measurement systems by Fraunhofer IPT can only be made by R&D projects with a contractual obligation within a quotation over the R&D content. In doing, so every quotation contains a unique and especially configured measurement system development.

7

CHANNELS


Fraunhofer IPT advertises the measurement system by presentation the product in fairs and scientific publications in congresses and journals.

Distribution




The measurement systems are specially designed and integrated in the respective laser machining system at the place of the customer company.

8

COST STRUCTURE

Manufacturing Costs

Material costs: 5000€ for optical and optomechanical components, 2000€ for the light source Superluminescent Diode or 20000€ for Superconrinuum Laser (wavelength dependend), 1000€ for the diffraction grating, 15000€ for the line camera, 3000€ for each dispersion compensation element, 3000€ for mechanical manufacturing.

Personnel costs: 56000€ for the development of the measurement system (simulation, mechanical design, training, expert monitoring of the measurement tests, documentation).

Distribution costs

Included in development costs.

Marketing costs

Participation costs for congresses: Approximately 600€ each congress

Indirect costs

Included in development costs.

9

REVENUE STREAM

Price of the product/application/service

The development and adaption on a special laser system and machining process of one unit of the measurement system will cause approximately 85000€ including the counselling for the integration of the system into the laser beam path, the selection of suitable scanning lenses, a training course for the handling of the measurement system, the expert monitoring of measurement test and a documentation.


Dispersion compensation of the reference path costs 3000€ for each scanning objective.

No additional incomes are foreseen.




SILL OPTICS

1

VALUE PROPOSITION

NAME:

i) scanning lens for high power ultra-short pulsed lasers;

ii) scanning lens with high NA for OCT setups.

Characteristics: Colour correction, with high power suitable glasses.


F-Theta lens designed for:

- ultra-short pulsed lasers

- high power lasers

- OCT-setups

Additional services

ii) The requirements for OCT optics strongly depend on the unique features of each application. Sill offers to design and produce similar lenses, as a custom fit solution.

2

KEY PARTNERS

Key Alliances in manufacturing

Depending on how Lightmotif/Demcon/Focal are planning to integrate the spectrometer optics (prototype was from ILT).


Sill needs to discuss the commercialization with Lightmotif/Demcon/Focal, but if they will simply buy Sill’s lenses this will be a standard supplier-cutomer relationship. The lens itself could probably be used in other setups, where Lightmotif/Demcon/Focal is not necessary for commercialization.

KEY ACTIVITIES




3


The manufacturing process includes advanced optical design, precision manufacturing and assembly.

Distribution

Lens are suitable for new/advanced applications.

Marketing

The marketing activities will be carried oud through newsletters, whitepapers, product publications in learned journals, fairs, etc.

Management

Sill prefers not to disclose this information.

4

KEY RESOURCES

Personnel and skills & Necessary Facilities

Developing such a product will need a highly experienced optical designer.

The production of the lenses will be done in the following steps:

- Milling;

- Grinding;

- Fine-Grinding;

- Polishing;

- Centering;

- Coating ;

- Assembly;

- Testing;

All steps require at least learned personnel. The polishing, assembly and testing needs highly experienced workers, due to strong precision surface requirements. In addition to that, every glass material behaves differently at polishing and coating process.

So both processes need to be adapted to the material. Therefore, highly experiences technicians are required.

Each lens may be produced on a different machine, depending on material, size and shape. So the work load can be spread over the machine groups. All machines are available in multiple numbers at Sill facilities.

Material resources

Our raw material is bought as cutted round discs, mostly from Schott, Ohara and Corning. In this dimensions (diameters up




to 100 mm) the bottleneck will be the production thoughput, not the acquisition of the raw material.

5

CUSTOMER SEGMENTS

Potential Customers

Producers of laser machining systems, system integrators, manufacturing facilities.


The pulse width of nowadays lasers are getting shorter and shorter, therefore colour corrected lenses are needed to avoid spot quality problems. Plus laser powers are increasing. Both requirements are met by the new scanning lens.


Sill sells approximatively 7500 scan lenses per year. Around 30% of them are used with short pulsed lasers. Still new applications are developed where pulsed lasers are useful. And as those lasers develop towards shorter pulses and higher powers, the share in general increases and moves to ultra-short pulse lasers in the next years.

Competitors

JenOptic, Qioptiq in general, not for this type of lens (at least not yet).

6


Types and management of customer relationships The management of customer relationships depends on the customer. Experienced low volume customer, can be handled punctual. Whoever need support will receive it, at least by mail or telephone. VIP customers and distributors, will get in-house training. Business networks are claimed, online social networks not.

7

CHANNELS


Advertising activities will be carried out through newsletter, product publications in learned journals, fairs, in-house presentations, for e.g. distributors.




Distribution

Distribution will be made through distributors in several foreign countries and direct sales.

8

COST STRUCTURE

Manufacturing, Distribution, Marketing, Indirect costs


9

REVENUE STREAM

Price of product/additional services and incomes





DEMOCON

1

VALUE PROPOSITION

At a high level view the expected project results for Demcon at the end of the project can be identified as the following:

Prototype of an in-line, high-resolution, fast & adaptive topography sensor system for the Lightmotif machine;

Blueprint for in-line, high-resolution, fast & adaptive topography sensor systems for other laser workstations and other industrial applications;

Opto-mechatronic knowhow and network.

With these project results and experiences, Demcon is able to offer value (specific topography sensing and opto-mechatronic design) to the existing customer base and is able to target new customers in related and non-related markets. Based on the expected project results it is foreseen that as a result from the ADALAM project the following new business will be generated:

Revenue from sales of sensor systems integrated in the Lightmotif machine (OEM product).

Revenue from new sensor system development and systems sales applied to other laser manufacturing equipment suppliers/developers (service & OEM product).

Revenue from sales of new projects due to extended expertise in opto-mechatronics (service) in non-related customer segments.

2

KEY PARTNERS

For the commercialisation of the developed sensor prototype for the Ligthmotif machine the key partners are Lightmotif, Focal and Fraunhofer IPT. Expected roles are system manufacturing by Demcon, where both key partners are knowledge and/or component supplier. Lightmotif is customer in this business case. Depending on specific applications and customers Focal and Fraunhofer IPT are also the key partners in addressing new sensor system development and systems sales to other laser manufacturing equipment in the role of knowledge and/or component supplier.




The commercialisation of the extended opto-mechatronic knowhow (R&D contracting) will be done by DEMCON in close collaboration with the key partner Focal as knowledge and component or subsystem supplier.

3

KEY ACTIVITIES

For the commercialisation of the developed prototype for the Lightmotif machine and the new sensor system development and sales the key activities can be identified as:

Product development;

System integration;

Marketing & Sales;

(Series-) manufacturing.

For commercialisation of the extended opto-mechatronic knowhow the key activities can be identified as:

System engineering;

Product development;

Marketing & sales;

(Series-) manufacturing;

New business development.

4

KEY RESOURCES


The key resources required directly link to the activities mentioned. Since these are the main activities at Demcon for the current business models the focus would be to grow to the required level on the human resources for all these activities and to educate and develop (where needed) business development-, marketing & sales- and production personnel for the sensor systems. Opto-mechtronic R&D specialists were available at the beginning of the ADALAM project and have gained relevant experience which can be used for all the activities.

Necessary Facilities and Material Resources

On the facility and material side general laboratory and (series-) production resources are already in place. The focus for these resources would be professionalising the optical laboratory facilities and introducing specific laser and optical resources for assembly and testing.

CUSTOMER SEGMENTS




5


For the new business generated, customers can be characterised by the following needs:

Requiring in-line, high-resolution, fast & adaptive optical distance measurement or surface characterisation for their laser machining equipment.

Requiring in-line, high-resolution, fast & adaptive optical distance measurement or surface characterisation.

Require consultancy and/or R&D competences in the field opto-mechanical systems.


Customer segments that are envisioned at the moment are:

Developers of laser manufacturing or characterisation equipment,

Medical devices,

Scientific systems and applications,

Industrial systems and instruments.

6


Types and management of customer relationships

The type of relationship that will be developed within the ADALAM project framework aims at long-term relationships, building on reliable knowhow delivery and high quality products and services, resulting in recurring business and customers. This fits well within the current relationship types and management strategies of Demcon.

7

CHANNELS


The product and services developed will be marketed via the existing channels and (expanding) network of Demcon. In case of collaboration with other partners also new channels will be defined when needed. Direct customer contact is common, but also advertisement activities, like attending relevant conferences and fairs, are part of the marketing strategy.




Distribution Depending on the product or service, distribution is envisioned via a direct channel to the customer (product or service delivery) or an indirect channel via a collaboration partner (subsystem or service delivery).

8

COST STRUCTURE

Given the early stage of the project, the cost structure/revenue stream has not been defined in details yet.

9

REVENUE STREAM

Given the early stage of the project, the cost structure/revenue stream has not been defined in details yet.




DATAPIXEL

1

VALUE PROPOSITION

NAME: Advanced point cloud analysis software for shape and pattern recognition that will integrated in to a machine tool to improve its performance and capabilities.

Characteristics

The point cloud analysis software will be able to take the produced point clouds and automatically detect and extract complex 3D shapes and geometries. In addition it will have the ability to detect defects and protrusions and extract these to be further analysed. The software will than provide exact dimensional information and locational coordinates that can then be converted and exported into machine code instructions to improve the machining process.


The main Datapixel´s innovation lies in the integration of metrology software in a machine tool. This will provide the following advantages:

• Save time by allowing for automated machine and part alignment;

• Making possible to measure the part during machining process, saving time and improving quality;

• Adding flexibility to the machining process;

• Simplifying the interface between the measurement system and the machine tool by using standards;

• Simplifying the preparation and execution of the measurement tasks.

Additional Services

The automatic pattern recognition software will be able to be adapted to fulfil different goals and requirements. This will provide clients will additional possibilities to use and adapt the software to new needs.

KEY PARTNERS




2


For this service, agreements are needed with the point cloud acquisition providers, the final users of the point cloud analysis software and the provider of the evaluation and calibration service. This will allow for easier improvements and upgrades to the system and also future maintenance and calibration. For this reason Unimetrik will represent key collaborators for this service.


Datapixel has close strategic ties with multiple companies namely, Innovalia, Trimek, Unimetrik and Carsa. Of these, Innovalia has a strong relationships with manufacturing SME´s throughout the EU but also has physical offices in Asia, North and South America and Europe.

3

KEY ACTIVITIES


The key activity of Datapixel within the ADALAM project is the development of an automated point cloud analysis software that will enable the integration of a metrology system in a machine tool.

No distribution activities are foreseen

Marketing

Marketing of the Datapixel ´s products uses the following avenues: the Datapixel website, trade fairs, conferences and through its client network and that of the Innovalia group.

Management

Datapixel is a SME where the final decisions are carried out by the CEO and CTO. Due to its size and the types of services and products it provides, Datapixel is very flexible to the needs and requirements of clients, allowing it to provide specific and personal solutions.

4

KEY RESOURCES


The Datapixel team consists of 15 people who together have a broad but extensive knowledge related to 3D dimensional inspection, virtual metrology technology, machine and robot guidance systems, 3D point cloud management & control systems and point cloud analysis software.

Necessary Facilities and Material resources

For the type of product to be developed, it is considered that no extra investments in infrastructures and materials are necessary.




5

CUSTOMER SEGMENTS

Potential customers

Potential customers include dimensional machine manufactures, optical sensor (topography, laser scanning, etc.) application developers, end-user in the metrology market.


For one, customers will need to have enough reliability on the quality of the product. The software will need to accurately detect the complex shapes and be able to extract the dimensional and location information. The results will need to comply with the required accuracy and precision.


It is expected to be a multi-billion per year market. Optical devices are being integrated in the manufacturing market more and more for dimensional quality tasks and thus, the use of point cloud analysis software will increase with it, as point cloud analysis software will become an invaluable tool for defect and error detection.

Competitors

Among main competitors there are dimensional machine manufactures and other developers related to point cloud creation and analysis.

6


Types and management of customer relationships

The point cloud analysis software will require updates and if desired upgrades and adaptation, this will promote long term relationships with clients.




7

CHANNELS


Advertisement activities will involve attending relevant conferences and fairs to present the results. The product and services developed will also be advertised on the website and disseminated through Datapixel’s client network and that of the Innovalia group. Distribution

Datapixel will sell and distribute its software through two channels: the direct channel to industrial partners and the OEM channel to machine tool manufacturers.

8

COST STRUCTURE

Manufacturing costs

The costs for Datapixel are develoment, maintanance and update costs of the software. Distribution, Marketing and Indirect costs

Additional costs will be due to software support and helpdesks and also sales costs.

9

REVENUE STREAM


Datapixel will license the software per year and per machine at a price of 10,000€ (per year per machine). Price of additional services and incomes

In addition Datapixel intends to sell training and consultancy services related to the software.




XYCARB CERAMICS

1

VALUE PROPOSITION

NAME: Adaptive manufacturing optimized susceptor (AMOS)

SiC coated graphite wafer carrier for III-V processes

(round / grey / ø100 - ø720mm / with pockets)


The main innovation is found in the possibility of overcoming natural variations of base material by adaptive manufacturing.

2

KEY PARTNERS

Key alliances with suppliers, manufacturing, the commercialization

The removal of the HS will be done as the last step of the production process before sending the product further to the customer. For that, Xycarb does not need any additional partner or supplier.




3

KEY ACTIVITIES


The process consists of:

1) Mechanical shaping by sawing, milling, grinding, turning, polishing of graphite, Silicon carbide and Silicon.

2) CVD coating.

Distribution

Shipments are made via expediting forwarders like UPS, Fed-ex, etc. In some cases the company holds consignment stocks at customer site.

Marketing

The marketing activities are carried out mainly in direct contact with (potential) customers in engineering and commercial discussions, but also on Trade shows and exhibitions.

Management

Strategic decisions are made by: CEO / COO / CFO / CMO

Decisions within strategy are responsibilities of: Business Managers, R&D manager, Production management.

4

KEY RESOURCES


The number of personnel involved is expected to be between 10 and 15. Xycarb will use the expertise of product designers and engineers, operators of the laser device and quality/visual inspectors/controllers.


The company is in progress with a rebuild plan with still lots of flexibility in term of choices, on how and what to invest.

Material Resources

Graphite is widely available but has a long manufacturing time. Other materials, mostly of the shelf, are available.

CUSTOMER SEGMENTS




5

Potential customers

The identified potential customers belong to mainly LED and Semiconductor industries.


The principal need of the identified potential customers is to go to tighter tolerances and enhanced homogeneity. This will be enabled by adaptive manufacturing.


The target market is expected to be around 15000 € per year.

Competitors

There are other graphite suppliers, although, as far as the company knows, they are not involved in adaptive manufacturing.

6



Xycarb basically sells a product. However the company is involved in long term development cycles in partnership with its customers. Management of customer relationships

All customer relations are managed on a 1:1 basis by key account manager. Follow up processes are handled centrally according to ISO 9001 procedures.

7

CHANNELS

Adevertising (Marketing)

The marketing channels include mainly direct contact with (potential) customers in engineering and commercial discussions, but also Trade shows and exhibitions.

Distribution

In terms of distribution channels, shipments are made via expediting forwarders like UPS, Fed-ex, etc. In some cases the company holds consignment stocks at customer site.




8

COST STRUCTURE

Manufacturing, Distribution, Marketing and Indirect costs


9

REVENUE STREAM


This information is considered confidential and the company prefers not to disclose it. No price of additional services is foreseen

No additional incomes are foreseen




SANDVIK COROMANT

1

VALUE PROPOSITION

NAME: Cutting tools, focus on solid carbide tools

Laser texturing of the cutting tools aims at improving their performance.


Sandvik can rely on patents (1 granted, 1 pending). The features published in the patent are used for the performance improvement of the cutting tools.

Additional Services

More opportunities are being discussed within the business unit and the rest of the group.

2

KEY PARTNERS


The main partners needed would be Lightmotif, which will supply the equipment and Lumentum, supplying the laser source.

KEY ACTIVITIES




3


The following activities are needed:

- Process development for the different features manufactured with the laser equipment;

- how to integrate in production;

- quality control of the manufactured features;

- Health & Safety aspects related-activities;

Distribution activities are not foreseen

Marketing

Sandvik will use its standard product launch process CoroPak.

Management

The investment approval by the head of company/business area is a long process (6 months for making the final decision)

4

KEY RESOURCES


Product management, product development, manufacturing engineering, manufacturing operators, sales and marketing personnel need to be trained with the correct skills. Today only 10 people in R&D are familiar with laser technologies with even less accustomed to laser texturing.


Only the equipment would be needed in manufacturing. The production would take place within the current production footprint.

Material resources

Sandvik has a vertically integrated production.

CUSTOMER SEGMENTS




5

Potential customers

The identified potential customers are aerospace and automotive sector customers.


Reliability, precision, productivity and tool life represent the main customers’ needs.


Total Round tools market is 37B SEK.

Automotive 7B SEK

Aerospace 2.6B SEK

Competitors

OSG, Mitsubishi, Guhring and Kennametal are the main competitors.

6



The company deals with strategic account where the relationship is long-term: it has global agreements stating product and services. Management of customer relationships Organisation dedicated to it (strategic account management).

7

CHANNELS

Adevrtising (Marketing)

All major channels will be used.

Distribution

Sandvik sells direct and also uses channel partners (distributors). The company is also an integrator with machine tool suppliers.




8

COST STRUCTURE

Manufacturing, Distribution, Marketing and Indirect costs

Not available at this stage.

9

REVENUE STREAM


700 SEK average selling price.

However a better understanding of the product is needed to refine the price.

No price of additional services is foreseen





CARSA

1

VALUE PROPOSITION

NAME: Consulting Services for the definition of business models based on high tech products and results generated in R&D projects.

CARSA activities have always been closely linked to international and European programmes and projects for technological cooperation. This is, on the one hand the promotion and participation in international business proposals and, on the other, the involvement in the design, monitoring and evaluation of certain programmes. This double vision allows CARSA to offer quality services to customers, since it knows firsthand the main problems encountered by companies in developing new project ideas.

CARSA’s consultancy services cover all tasks involved in the generation and exploitation of R&D projects: from the conceptual idea, to the research of international partners, the preparation of the technical conception, the presentation to international organizations and/or community, the contract negotiation, and the subsequent management and exploitation of the project.

The implementation of new technologies has an impact that must be carefully analyzed. In this sense, the implementation of the ADALAM model requires a methodology that contains the steps, tools and appropriate indications to help its assimilation. In relation to ADALAM results, CARSA intends to contribute to the commercialization of what is developed through the project, by producing a model that can be used for future projects. To this end, CARSA aims to generate a methodology that can be applied to the implementation of any technological systems. This methodology consists of the following:

1. Identification of a project opportunity;

2. Assessment of the project idea (proposing improvements if needed);

3. Support in the generation of a successful business plan (considering the market conditions, funding needs, technical aspects, etc.)


The main reason why customers would choose to purchase the services described is related to the fact that they represent a key element for the successful exploitation of

R&D projects.




2

KEY PARTNERS


CARSA intends to maintain alliances it already has developed, and Innovalia Group will support the commercialization of new products. Such support will be fostered by commercial networks of other partners in the group as well as through further resources once agreed.

3

KEY ACTIVITIES

Marketing

Since the successful introduction of any product in the market mainly depends on the understanding from the target consumers of the benefits the product will bring them, one of the key activities are to the marketing of the product/service itself.

In this sense, the marketing strategies developed by CARSA in the recent years are in line with the new technologies and communication/dissemination networks, and perfectly fit into the marketing needs related to ADALAM results.

Management

The main management activities in relation to the consulting services for the definition of business models are carried out by a team of experienced consultants with valuable expertise in exploiting R&D project results.

4

KEY RESOURCES


The key resources involved in the value proposition offer and commercialization will mainly be human resources that the company already has. Currently, it is not foreseen to hire new staff, although it is considered to provide appropriate training for staff of the company that has not been directly involved in the development of new products/services. In this regard, the company will have to provide the necessary training on the new products to other departments that may be involved in the commercialization. However, at this stage, information on resources and staff hours to carry out this task is still not available.

Necessary facilities and material resources




For the type of products to be developed, it is considered that no extra investments in infrastructures and materials are necessary.

5

CUSTOMER SEGMENTS

Potential customers

CARSA’s clients profile is quite varied and includes: large companies, SMEs, technology centres, business units dealing with R&D projects in companies, agencies for local, regional or sectoral development, clusters and associations of companies and public administrations

Needs and characteristics of the target market (or target market segments)

In the framework of ADALAM, CARSA’s services (value proposition) target both industrial and technological clients, which need support in any of the activities related to the generation of a successful business plan, similar to the one developed though the methodology used for ADALAM.

6



In the framework of ADALAM, relationships with customers are expected to become long-term relationships, characterized by close ties and high loyalty. The services offered are considered of very high quality and of great benefit for customers. This should facilitate the establishment of further beneficial business relationships for all parties.


CARSA’s strategy for managing customer relationships will not differ from the one followed in relation to the rest of its products and services. Basically, it will keep on making available customer services and advice after sales.

7

CHANNELS


CARSA is part of the strategic partnership of innovative technology-based companies Innovalia Group, which was set up in 2000 and consolidates the commercial and development operations of its seven companies with over 20 years of experience. It is an industrial group of companies created under an entrepreneurial environment, where competitiveness and sustainable growth are supported by intense Research, Development and Innovation activities, promoting a continuous generation of internal “know-how”. The Group ensures a great presence in business markets.

CARSA will use its sales network to access companies whose profiles fit into the customer segment identified. CARSA can




also counts on Innovalia’s internal advertising recourses: it designs and develops promotional material, newsletters, product sheets, leaflets, posters, articles for the press, for social network content, etc.

Distribution

CARSA has offices and staff in Spain (Bilbao, Madrid, Barcelona, Tenerife, Las Palmas), Belgium (Brussels), UK (London), China (Shanghai) and Mexico, and recently opened office in Buenos Aires (Argentina), and a large team of consultants to ensure the dissemination of its services among potential customers.

8

COST STRUCTURE

Marketing and Distribution costs

Due to the fact that this is still an initial stage of the project, the cost structure of the services have not been yet defined in detail.

However, we can already understand what the most important costs in implementing the business model will be: they will incur during the marketing phase of CARSA services, and particularly in relation to the highly specialized personnel and marketing activities in view of attracting potential new customers.

Indirect costs

If necessary, costs for staff training on the new services might be included at a later stage.

9

REVENUE STREAM

Price of the services

The structure of income of the services developed is not yet set, since the marketing development has not yet reached sufficient maturity.

However, based on information available, the revenue stream will mainly include revenues related to consulting services and advisory and support fee incomes.






LUMENTUM

1

VALUE PROPOSITION

NAME: Ultrafast laser with switchable pulse duration

The laser will feature output at 532 nm (green) with switchable pulse duration between 1 and 100 ps.


The product developed is a unique laser with such a large pulse duration difference that could be switched.

Additional services

The company offers its in-house application lab services, such as laser process development for specific samples, trials, etc.

2

KEY PARTNERS


Lumentum has negotiated discounted prices for high volumes through the corporate supply chain management.


The company is partnering with large contract manufacturers in Asia for high volume production of its lasers. This is a long term relationship requesting large investments, but the result is much a lower cost for manufactured goods.


Lumentum does not have alliances for commercialization as it uses its corporate marketing and large sales force.

KEY ACTIVITIES




3



Distribution

The company uses its own corporate wide spread sales force.

Marketing

Lumentum uses its extensive large OEM customer list and develops together future roadmaps.

Management

The company follows its (pretty standard) model of New Product Introduction (NPI) where the following elements are defined: steps, processes and decision making authorities for each step or process.

4

KEY RESOURCES


Most of Lumentum’s R&D team are PhD level scientists with multiple year experience in laser industry. Most of engineers in production are MS degree with multi-year experience. In particular, for the development of the high power amplified fs laser with customized specifications, it is required one optical architecture scientist, one experienced optical engineer/scientist (>10 years laser industry experienced MS level or few years laser industry experienced PhD level), one experienced electronics engineer and one experienced mechanical engineer.


Both sites in Zurich and Asia have large facilities with multiple clean labs, lot of optical tables, diagnostics instruments, etc., as well as office space with working desk and a computer for every engineer.

Material resources

For each part in our product we have multiple suppliers from around the globe, as a requirement within the NPI process and supply chain management. Each product has 100s to 1000s of parts in it. Lots of mechanical parts are from aluminium, which is pretty easy for supply chain.

CUSTOMER SEGMENTS




5

Potential customers

The identified potential customers include functional surface manufacturers, e.g. manufacturers of metal parts with specific surface requirements such as Sandvik, plastic surfaces, etc.


For instance, semiconductor industry with requirements for multiple different processes on different material layers with the same machine and the same laser.


The target market is multi-billion per year market.

Competitors

The competition consists of other ultrafast laser manufacturers (e.g. Trumpf, Coherent, etc.), but they do not have a laser with large switchable laser pulse duration.

6



The customer relationship is not punctual. Lumentum has long term (multiple years) relationship with larger customers. The company does its best to provide the best quality and the best and quickest service if it is needed. The team keep meeting with those customers on regular basis, e.g. once every few to 6 months, and keep synchronizing their roadmaps.


The company has dedicated local account managers for larger customers. The product line managers as well as R&D managers are also meeting regularly with customers.

7

CHANNELS


The company is attending conference exhibitions and new products are introduced via posters and brochures on the booth. In addition, the company is discussing the future roadmap with larger customers and developing new lasers according to their needs.

Distribution

In most countries the corporation has its own offices or Lumentum sales engineers. In some smaller market countries the company has sales distribution partners, which interact directly with the end users.

COST STRUCTURE




8

Manufacturing costs


Distribution costs

This is expected to be few 100 Euros per laser unit.

Marketing costs

These costs vary strongly case by case for different products.

Indirect costs


9

REVENUE STREAM


The product cost will be in the range of 130-230 K Euros, depending on the options (IR, green or UV light, electronics features, like flex burst, etc.)


Typically there is no maintenance service, but the maintenance plans and requirements vary from customer to customer.

Additional incomes

There is additional revenue from consumable parts, but it is relatively low, approximately 10% of the new product price.

FOCAL

VALUE PROPOSITION




1

NAME: Eye Adaptive-OCT

Low-cost adaptive OCT device for examing the human eye with up to 100.000 A-scans per second. Normal OCT/Funcus delivery dimensions (200mm x 200mm x 200mm). Medical-grade plastic outer body.


The adaptive OCT will enhance existing OCT through the correction of human refractive errors (spherical/cylinder) that frequently occur in patients and reduce the OCT signal quality. Furhter, the system will be easier to align (Tip/Tilt), thereby increasing the productivity for hospitals screening many patients (such as in India). The feature to enable this is adaptive optics.

Additional Services

The device will be easy to use, and special attention will be given to the software for spot-processing of results. Especially attention will be paid to make good comparisons of scans during frequent visits (e.g. during treatment).

2

KEY PARTNERS


For years Focal has built a relationship with Aurolab, who is an Indian manufacturer of medical products, and who can buy critical components in larger quantities.


For the development of the medical device exploiting adaptive OCT, Focal cooperates with medical certified company Demcon. For the actual manufacturing, initial prototypes are manufactured by Focal/Democn, Aurolab is a strategic partner who will manufacture and commercialise the eye adaptive OCT device.


Focal has strong relations with the world leading Aravind Eyecare hospitals in India to validate the medical device. Further Focal has developed a low-cost fundus camera for Indian OEM Forus Health.

3

KEY ACTIVITIES


What is required prior to manufacturing is the develpment and adaptation of adaptive OCT to a cost-effective solution for eye OCT. Key activities are: switch from FD-OCT to SS-OCT (more cost-effective), replace wavefront-sensors, replace adaptive mirrors with cost-effective adaptive lenses. The actual product will be manufactured by Aurolab to whom Focal will deliver the Design and BOM. Focal has done this many times before with medical devices, with much success.

Distribution




The product will need to be low-cost, hence local Indian production and distribution is foreseen. Aurolab has channels throughout India.

Marketing

Aurolab has a base customer and owner: the Aravind eye-care hospital. The Aravind hospital will validate the device and buy the initial 10 pieces for own use. Through medical conventions, results will be shared. Testimonials of doctors will be generated and distributed via medical journals and conferences.

Management

The device to be developed requires a medical certified compoany, Focal will therefore develop in joint collaboration with Demcon. Further, the device will eventually be tranfered (design, prototype, BOM) to the customer. The revenu generated will come from: 1) partial up-front payment; 2) licensing of IP. The above requires experienced entrepreneurship from Focal, who has several experiences in this type of development and licensing out. Decisions will therefore be made by the entrepreneur (Director/Owner) of Focal.

4

KEY RESOURCES


Development (university +): 1 Sr optical engineer, 1 optical engineer, 1 Sr mechatronics system engineer, 1 software engineer, 1 electronics engineer, 1 mechanical engineer, 1 industrial design engineer.

Manufacturing: 1 assembly engineer (professional) for assembly, alignment and testing.


Clean assembly environment (Class 7), ordinary assembly tools, lens alignment testing tool.

Material resources

Main materials are plastics (casing), aluminium frame to hold optics, glass (lenses).

CUSTOMER SEGMENTS




5

Potential customers

Indian medical eye hospitals.


High productivity, easy adaptation, no manual 'focussing'.


According to Indian market surveys of Aurolab: Approximately 25 pce/year.

Competitors

Regular OCT devices, of which Aravind hospital finds most too slow and not user friendly. Further: <10% of patients cannot be accurately measured.

6



Existing relationships between Autrolab and Indian Hospitals (existing customers). Management of customer relationships

Trained sales personnel of Aurolab in sales centres across India.

7

CHANNELS

Adevrtising (Marketing)

Advertising activities will be carried out through Medical Fairs, Aravind Hospital as demo facility.

Distribution

Distribution will be made through Aurolab, who will get an exclusive license to manufacture.

COST STRUCTURE




8

Manufacturing costs

Estimate: 40K

Distribution costs

Estimate: 5K

Marketing costs

Estimate: 10K

Indirect costs

Facilities: ~10K License: ~ 2.5K

9

REVENUE STREAM


Estimate: 85K



4 SCHEDULE

According to the schedule defined in the project proposal and described here below, this is only the

first version of the business model (D8.3). The final version (D8.6) will be made available at the end of

the project (M36), complemented by more detailed information on the exploitation of results.

Deliverable Description Date

D8.1 Initial dissemination plan M6




D8.2 1st year dissemination plan M12

D8.3 1st version business model M18

D8.4 2nd year dissemination plan M24

D8.5 Final version of business model M36

D8.6 Dissemination plan M36

d8.3 first version of the business model -...

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