The full list of success Factors can be viewed here.
As illustrated below, he backbone of the toolkit is set of success factors for industrial exploitation of project results. The success factors are described below.
Consortium, project team and general project management
Demonstration and Upscaling
Same list, with some additional comments:
1. Market aspects
1.1 The innovation offers its early adopters a clear quantifiable comparative business advantage
The innovation offers its early adopters a clear quantifiable comparative business advantage, e.g., lower product costs, faster time-to-market, more complete customer service.
1.2 Targeted markets are clearly identified
For instance, a specific niche market is targeted where the innovation can force its competitors out of the market niche, and then use it as a base for broader operations. There is a good understanding not only of the market for that particular innovation, but also of the agendas and markets of its potential buyers.
(for example, what are the market segments, target markets, needs, buying decisions)
1.3 Market strategy is periodically reassessed also in light of the latest regulatory and standardisation developments
There is a good knowledge of the relevant regulatory and standardisation aspects, and the identified market opportunities are assessed in light of the latest developments. Market penetration strategies are assessed in light of the latest regulatory and standardisation developments with the aim to minimise the negative effects of the relevant regulatory barriers and to maximise the benefits of the relevant aspects supported by the regulation and standards.
1.4 Potential barriers for commersialisation at B2B-market, such as trust and first references, have been identified and addressed.
Potential barriers for commersialisation at B2B-market, such as trust and first references, have been identified and addressed.
1.5 Be aware of sectors with specific requirements of validation or formal qualification.
Identify if potential B2B-customers belong to sectors with specific requirements of validation or formal qualification.
1.6 The needed investments have been estimated and a convincing strategy for encouraging investments/obtaining further funding
The needed investments have been estimated and a convincing strategy for encouraging investments/obtaining further funding have been drafted. Financial viability for investors and (B2B)-customers has been assessed.
1.7 Competing technologies/solutions have been analysed
Competing technologies/solutions have been analysed.
1.8 The organisations that will commercialise the project results have been clearly identified
This is of particular importance if exploitation is only really possible through the integration of results owned by different project participants.
2. IP Management
2.1 Non-disclosure - basics
Through non-disclosure, consortium members are obliged to keep sensitive information confidential and ensure any disclosure of such information is done in confidence and with prior permission.
2.2 Mission and legitimate interests of partners
The IP rules take into account the mission and legitimate interests of both public research institutes and participating industrial partners.
2.3 Analysis of intellectual asset portfolios.
An analysis of intellectual asset portfolios is performed, and programs for their monitoring and enforcement are developed and implemented. Capture and manage critical IP portfolio using ICT-tools for IP-intelligence in order to sustain value of IP and protect existing IP investments.
2.4 Considering IP protection mechanisms
IP protection should be considered, for instance but not necessarily via patents or other IP protection mechanisms (such as encryption,…).
2.5 Professional assistance is engaged
Once the decision has been made to proceed with IP protection, an IP lawyer or attorney is professionally engaged to assist with the formal protection and advisory work.
2.6 Review opportunities for investing in acquisition or creation of different forms of IP
Project partners review opportunities for investing in acquisition or creation of different forms of IP during the project.
2.7 Clear agreements with suppliers and manufacturers
Clear agreements are made with suppliers and manufacturers (e.g., restricting the agreement to a certain technology field; restricting the agreement to a certain application or market field; restricting the agreement in time).
3. Project team and general project management
3.1 Dedication of team
The research team consists of highly motivated and highly skilled people with talent and passion for this specific research. When research is conducted by a company, CEO shows commitment and support to the project (including allocation of company’s funds). When research is conducted by a university/research institute, the commitment is shown by the head of laboratory/department.
3.2 Monitor and exploit potential synergies outside the consortium
The team is open for ideas from outside (open innovation concept) and monitors other projects or initiatives in order to identify possible partnerships that could reinforce the project or the route to exploitation. This includes participation in clustering activities, but however any cooperation with other projects should be done on voluntary basis.
3.3 Management focus
Consortium managers serve as a catalyst and coach, keeping everyone focused on the end goal and making sure the team is doing whatever it takes to overcome the powers/inertia that hold back the innovation.
The project team (consortium) uses research facilities of a participating university/research center which allows for access to unique or state-of-the-art equipment.
3.5 Risk assessment
Regular performance of risk assessments including the management of mitigation actions.
3.6 Small teams within the consortium
Working with small-size partners/in small groups allows for making decisions quickly.
4. Demonstration and Upscaling
4.1 Understand and agree on the milestones from proof-of-concept up to industrial deployment
The different steps or milestones towards industrial use at relevant scale have to be understood and addressed. (Eg. through TRL scale). The whole consortium agrees on a common framework and milestones to the specific technology/product to be developed within the project, marking the progress towards industrial exploitation.
Example: Clearly describe functional (and other) requirements of Lab demonstrator.
First basic prototype is developed. The prototype still has a research status, but it is moving from purely theoretical calculations toward a proof in reality as tests are being verified and the results can be seen in a laboratory.
Example: Clearly describe functional (and other) of Industrial demonstrator.
An industrial demonstrator takes into account all stages of manufacturing to achieve a successful end product.
4.2 Assessment of technical readiness of both equipment and process for industrial use
Technical readiness of both equipment and process for industrial use at relevant scale has been assessed.
4.3 Address data protection/security issues
In the case that the innovative technology involves the exchange of data, data protection/security issues are considered.
4.4 Organisational aspects of upscaling
Organisational aspects of upscaling have been analysed.
4.5 Compatibility and integration with existing production environment and value chains
Compatibility and integration with existing production environment and value chains have been analysed.
4.6 Analysis of qualification requirements and competence gap
Skills, knowledge and workforce: Analysis of qualification requirements and competence gap for industrial upscaling internally and externally.
Make it possible for end and lead users to acquire the right skills to effectively benefit from your innovation.
5.1 Develop a sound communication strategy
Clearly identify targets and messages to be involved in the communication of your activity.
Develop a coherent project-product image and brand.
5.3 Conferences, workshops, seminars
Leverage on the full potential of public events for promoting the project results.
5.4 Fairs and exhibition
Carefully choose the most appropriate fairs and exhibitions at local, national and international level for showcasing the project achievements.
5.5 Press Releases
Engage the local and international press in the communication of results.
5.6 Web and social networking
Take full advantage of the internet for the promotion and dissemination of project achievements.