Hierna volgen de 4 presentaties van de sprekers gebracht in de Kulak op maandag 21 oktober ll. ter gelegenheid van de openingsmanifestatie.

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1 Hierna volgen de 4 presentaties van de sprekers gebracht in de Kulak op maandag 21 oktober ll. ter gelegenheid van de openingsmanifestatie.

2 Sterkes versterken! Innoveren in eigen streek Managing open innovation successfully in local SMEs Prof. dr. Wim Vanhaverbeke Hasselt University ESADE Business School National University of Singapore 21 October, 2013 How did we define open innovation for large companies? Open innovation is the use of purposive inflows and outflows of knowledge to accelerate internal innovation, and expand the markets for external use of innovation, respectively. Chesbrough, Vanhaverbeke, West Open Innovation: Researching a New Paradigm (OUP, 2006) Science & Technology Base A Closed Innovation System Research Investigations R Development D The Market New Products /Services Source: Henry Chesbrough What changed? New Division of Innovation Labor n Increasingly mobile trained workers n More capable universities n Knowledge distributed more widely throughout the world n Diminished US hegemony in many leading technology fields n Erosion of oligopoly market positions n Deregulation (EU-liberalization) n Enormous increase in Venture Capital Source: Henry Chesbrough Outside in OI: Filling the gaps with external technology Internal Technology Base External Technology New Market Current Market Base Technology in-licensing External research projects Technology acquisition Venture investing R Technology D Insourcing Source: H. Chesbrough, Sloan Management Review, Spring 2003 Inside out OI: Profiting from others use of your technology Licensing Internal Technology Base External Technology Base R Source: H. Chesbrough, Sloan Management Review, Spring 2003 Technology Spin-offs Technology Insourcing D Other Firm s Market New Market Current Market 1

3 Some observations Some observations after 10 years OI n Main focus on: High-tech industries Large manufacturing (and now also services) companies n What do we know about open innovation in SMEs? n n Few articles published so far (e.g. Van de Vrande et al. 2009, Technovation) A few case studies or some survey based evidence No systematic analysis yet of OI in low-tech SMEs OI in high high SMEs by CVC OI in SME - project: conclusions of an in depth study of OI successes in 10 European SMEs in different industries 12 OI: the Dutch situation Share of innovating companies cooperating for innovation Share of innovating firms adopting open innovation 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Small (10-49 empl.) Medium ( empl.) Large (>250 empl.) Total But number of collaborations per employee is many times higher for SMEs than for large companies Managing OI between a large company and a high tech start-up? Based on quantitative analysis of Dutch CIS data Source: Batterink, 2009 How to organize for OI? External Venturing at XYZ Pitfall : Large firm invests in a start-up and uses its financial participation as a power tool to enforce cooperation on terms of the investing company How to organize for OI? External Venturing at DSM Rationale: Strategic return, not a financial return One of the BU should benefit from it Therefore: Negotiation is a three way negotiation There are two deals packaged into one overall deal Is it an interesting investment? Yes? Then a minority participation Start-up Once there is a financial participation there is no ex ante deal how to handle the transfer of technology! 1. Option creation: Is it an interesting investment? Start-up 2. Option exercising: Can the new technology create a new business in the future? XYZ-V XYZ-BU DSM-V DSM-BU 2

4 How to organize for OI? External Venturing at DSM in FS Result: negotiate to get a maximal win-win situation Both firms can offer each other a lot The large firm: business and market intelligence application technology marketing know-how large scale manufacturing credibility among large potential clients patent writing skills Start-up: new technology, business model, etc.. entrepreneurial risk taking and decision making Tensions and debates: The following conflicting interests DSM Food Specialties No upfront investment Exclusivity Quick results No risk for DSM Technology to be used in strategic areas of DSM Full access to IP of Sanus 20/10/13 Sanus Wim Vanhaverbeke UH Vlerick - ESADE High upfront investment Opportunity to work with other parties Time to develop products/ markets No risk for Sanus Limited, more focused approach on other applications Access to DSM resources 20 How to organize for OI? External Venturing at DSM Six reasons not to start a power play with external ventures: 1. Bad reputation: when the large, investing firm is looking for interesting start-ups as a recurrent practice 2. Pushing too hard for a particular application (based on the business model and proposed application of the large, investing firm) Market potential of start-up technologies is still very uncertain because of the early stage technology. Keep options open for unintended but interesting applications. u u. limits business potential of start-up (and thereby shareholders value) How to organize for OI? External Venturing at DSM Six reasons not to start a power play with external ventures: 3. Might kill the spirit of good cooperation. 4. Kill entrepreneurial spirit by creating another "corporate puppet on a string" 5. Could limit exit possibilities and exit value for other shareholders (by lock-in to/dependency on corporate) 6. Could result in litigation if perceived as abuse of economic power Isobionics : F & F business n Isobionics produces Valencene: u Valencene is used as a Flavour and Fragrance ingredient. t Most applications: Flavours for the beverage industry t Also potential in Fragrances applications u Taste and odor characteristics of Valencene: orange, citrus, woody. n Isobionics is producing Valencene based on a biotech process: 50% cheaper 3

5 Isobionics Inside out OI: KSFs n History: u Toine Janssen: senior manager at Philips u DSM developed technology (GM micro-organisms) to produce different substances (also F&F). u Establishment of Isobionics (co-location) and licensing of the technology to Isobionics in F&F applications u Rapid growth of Isobionics (duopoly situation), and major shake up in the traditional Valencene / F&F industry. u Continuous technological collaboration between DSM & Isobionics n Collaboration between small and large companies is only successful if the relationship is managed in an appropriate way. n Start-up manager has extensive experience as a senior manager in a large firm u Credibility u Knows the decision making processes in large firms n Homework for the start-up before it starts collaborating: who is a trustworthy innovation partner n Inside out OI: KSFs n Manage problems in the MNE related to licensing unused technology: u NSH syndrome u There is no incentive to license a technology (use or lose strategy) u Licensing to small firms: a lot of work for small licensing revenues n A start-up relying on a large firm s technology is in an advantageous position w.r.t. financing: u use the large company s reputation to acquire external financing. u the large firm may invest, local governments will subsidize or invest more easily, and banks will grant loans. n Entrepreneurship and speed of start-up open the eyes of scientists / technologists in DSM s IC. How to instill entrepreneurship in an MNE? Philip s Airfryer Philip s Airfryer n Airfryer: patented Rapid Air technology of small company n French fries with up to 80% less fat, yet maintaining a great taste. n The Airfryer was launched in September 2010 in several European markets n Frying fries and snacks has to be relearned u Guidelines / recipes u Partnerships (Mora?) n Philips developed already a technology internally in 2006: u Too complex and too expensive: Philips could not translate the technology into a consumer product that fits the Philips promise of sense and simplicity u A perfect appliance : engineers create a perfect application with latest technology and commercial people express their wishes leading to more features n External engineering company developed and patented a very simple technology allowing Philips to sell it below 200. n In a market with price ceilings, start innovation from the perspective of price restrictions (frugal innovation, cheap innovation, reversed innovation) 4

6 Philip s Airfryer n Manager of the engineering company has been senior manager at Gilette. n NDA / later exclusive licensing deal for the B2C market / right to buy the technology after 5 years at a predetermined price. n Engineering company has the right to sell in the B2B market and in countries where Philips is not active n Win-win outcome: Let your partner pursue business opportunities in areas that do not fit your business model. Open innovation in low tech SMEs Main take-aways: don t copy OI lessons for large companies Curana 1. Start with the growth strategy or broader strategic objectives of small firms t BMI (VC2) 2. The entrepreneur is crucial in driving the realization of that growth / change 3. OI : key resources to be sourced from external partners to relaize the growth 4. OI-network management = key process 34 JAGA DNA INTERACTIVE FASHION DEVAN CHEMICALS 35 5

7 Quilts of Denmark: quilts & duvets with active temperature and humidity control ++ Patient Room of the Future Personalized Residence of the Future Private-care Room of the Future ++ A consortium of architects, manufacturers, user groups, professional organizations, and educational knowledge institutes Dingens Innovacelli Barometers Agentschap Ondernemen Alho (pending) Anamorf Avantgarden Artesis Hogeschool Antwerpen Intgrale Productontwikkeling Boeckx Architecture & Engineering Boone International Boone Projects BSC Aquaware Buro II & Archi+I BVZD Belgische Vereniging van Ziekenhuisdirecteurs Cubist Creations Devan Elasta Extremis Fedustria Frames & Fields Francovera Haelvoet Hogeschool Gent TO2C IBBT In-Ham Gits InoxLine ISS Modular Lighting Instruments Mondoor Philips (lighting, healthcare, consumer) Groep Sanakor Tele-Signal Electronics Televic Healthcare Van Maele VDB Productions Vink VitraPoint Gent - ARTerior bvba Vlaamse Verpleegunie Urobel VTDV Vereniging voor technische diensthoofden in de verzorgingsinstellingen Westelec Curana n n Curana: combining innovation and industrial design The old situation: u Steel mudguards and fenders u Belgium as market (10 million inhabitants) u Family owned business Challenge: u Growing economies of scale and globalization of the industry u Strategic change: t differentiation through innovation t or price competition with low-cost import 42 6

8 Curana: B"Lite : Mudguard of Curana Curana: innovation combined with industrial design in low-tech markets n Advantages: u Lighter mudguard (25% less weight than plastic mudguards). u Production cost are low enough to be competitive with standard mudguards u Installation of the mudguard is easier u Nice design u Aluminum separated by plastic can be used as a conductor for electricity (no more wires required for lights) n IP u European patents u Curana also applied for a patent on the production process n Innovation: u combination of internal and external knowledge (external design company and polymer extrusion manufacturer) u Lead-users (bicycle manufacturers) promised to buy B Lite via an exclusive deal which is limited in time (Batavus and Sparta) 20/10/13 Wim Vanhaverbeke 44 Curana: Spectacular results Curana: a small company in transformation OEM > ODM > OSM > OBM Original Equipment Manufacturer Original Design Manufacturer Original Strategic Management Original Brand Management price pressure technology driven no added value price setting design driven added value vision driven Image driven proactive design Reliability & solutions authenticity Innovative Market pull from customers 20/10/13 Wim Vanhaverbeke 46 20/10/13 Wim Vanhaverbeke 48 How innovation is processed at Curana? Design Exploration Promotion Realization 20/10/13 Wim Vanhaverbeke 49 Exploration n Scouting u Fashion, interior, architecture, u Technology materials, u SWOT: economic analysis n Analysis of actors in the value chain u Clients DNA u Users (field research, questionnaires, user profiling) u Value chain analysis n Learn in networks with peers 20/10/13 Wim Vanhaverbeke 50 7

9 Design n n n Promotion Creative sessions to generate new ideas Feasibility study Concept workout, styling and system design u n Give presentations to clients and users Show the economic benefits u Present solutions that solve their real problems u Capture important feedback u Build a strong image: Awards, lectures, etc u u Constant interaction with: t production partners t Knowledge centers t Mold makers 20/10/13 Wim Vanhaverbeke Proactive development: customers have to be convinced 51 20/10/13 Wim Vanhaverbeke 52 Curana magiq - Fidlock GmbH Realisation n 02/11/12 16:05 Deutsch HOME NEWS PRODUCTS APPLICATIONS COMPANY CONTACT Curana is not a design house: it develops its own products, but MagIQ works closely / strategically together with external engineering partners u verification in each phase through rapid prototyping u improvements during discussions with network partners (production partners, mold maker, material experts) u Stadthelm / ABUS Curana magiq Sammies by Samsonite 20/10/13 Wim Vanhaverbeke 53 Fastener: SNAP Application: Bike luggage system Manufacturer: Curana Product name: magiq Salomon SAS Porsche Design Sport / Bag Porsche Design Sport / Boot With the magiq system, Curana has developed a solution for attaching items of luggage and accessories to bicycles at the place they are actually needed. The innovative bike luggage system thereby offers cyclists completely new possibilities for easy attachment and detachment of panniers, lights, air pumps, locks and flasks. Innovation based on Fidlock technology With product characteristics such as fast, secure attachment and detachment in addition to simple one-hand operation, the Fidlock SNAP fastener forms the core of the magiq system. It has allowed Curana to develop a completely new and highly flexible "luggage concept" for bicycles that makes for an improved biking experience in keeping with Fidlock's "Fun + Function" Principle. Find more information at: Secure attachment with a simple "snap" Application: bags The magiq system from Curana allows you to secure luggage and biking accessories to the bicycle with a quick "snap" and to detach them again with ease. The clever "luggage concept" is based on the Fidlock SNAP male fix and SNAP male retractable fastener as well as the Fidlock SNAP female pull and SNAP female push, which are highly secure and easy to use. Thanks to the proven Fidlock Principle that combines a magnetic fastener with a mechanical snap fastener, items of luggage practically Some JAGA products Application areas Fitting Material/colour Other features Products Page 1 of

10 Jaga n Differentiation vs. competition through: u Eco-radiators u Design-radiators n The company is not selling products but experiences, ideas, values, etc. n Differences: u radiators as heating machines u radiators to reduce carbon-footprint u radiator as a creative part of the house, heating the "soul" Some JAGA products Jaga Oxygen : controlling temperature, moisture and oxygen in the house Wearable heating? Open innovation # 1 Jaga Experience Lab : JEL - Product: test-facility - Experience: test and develop your own products - Jaga invites professors & engineers worldwide - Low cost form of publicity: new projects as Federation Tower / Telefonica Open innovation # 2 JAGA products days Total number of projects: 119 Total number of products created by non professionals: 49 Number of Jaga Product days ideas taken into production within 6 months: 6 61 Example: Play radiator Example: The play radiator 20/10/13 Wim Vanhaverbeke 62 9

11 Open innovation #3 Uchronians and the Burning Man Burning man festival in the Black Rock Desert in Nevada people a cross-pollination of art, music, theatre, sensation wonderful creations: go up in flames at the end of the 3 weeks Start of the creative (internet) community QOD:Vamdrup - Denmark Founded 2000 Founders Søren Løgstrup (Sales and marketing) Hans Erik Schmidt (Business development) Quilts of Denmark: quilts & duvets with active temperature and humidity control The bedding textile industry n Overview late 90s Very traditional industry without any major innovation u Through the 90s there was a trend towards falling prices (quality). u Price was the only dominating factor! n QOD wanted to change this! u 10

12 Changing the industry? n Founders formulated two guidelines for the QOD business: 1. to promote a healthy sleep for a better tomorrow 2. A dream team : only best people in the industry Provider of healthy sleep n Vision: u Not a textile company. u but providers of healthy sleep! n Sleep is a major problem u We sleep less than we did 50 years ago u More than 70 million Americans do not sleep well (309 mill inhabitants or 23% ) u The lack of sleep is costing the American society billions of dollars annually. u It is estimated that car accidents in the United States happen because the driver falls asleep behind the wheel. u Danish teenagers sleep too little and have difficulties attending early lectures. How to improve sleep? n In order to become a provider of healthy sleep, QOD needed to know which factors are important for a good night s sleep: n They started a cooperation with external experts: u Sleep scientists (Glostrup hospital) u Danish Asthma & Allergy Association u Physiotherapists n Temperature (variation) rapidly emerged as one of the major determinants of a good / bad sleep How to find the required technology? n Lot s of trials (and errors) with different technologies n H-E Schmidt finds a solution reading an article in a scientific journal about phase change technologies developed by Nasa n Contacts Nasa & Outlast Phase change materials How to develop the required technology? n Outlast was mainly interested in building material applications n Gradually shifted attention towards textiles when it saw the economic opportunities while collaborating with QOD n Outlast invented the microcapsules with PCMs n QOD optimized the technology (getting the right mix) to have a better sleep u combining the insights of different fields as control point 11

13 How to deal with IP? n Outlast licenses the technology to QOD u Worldwide and exclusive license for quilts & pillows u Sublicenses to other manufacturers in countries where QOD is not active / interested u Outlasts licenses to other firms for other applications t Shoes, jackets, underwear, etc n Sublicenses lead to easy price erosion, insufficient control, brand damage u Outlast deal: grow and internationalize fast too many sublicenses More recent developments n Both companies co-developed a new, stronger Temprakon. Launched autumn 2010 u QOD is now a world-wide producer minimizing the number of sublicenses n Need to educate the retail shops and final customer u Training of sales people in retailing shops in return for a marketing budget. u Working on new concepts to reach the customer Airborn, Temprakon shops Internet sales? How to experience the quilt s effect before buying it? BM as starting point for SMEs analysis A framework for OI in SMEs: Strategy/Business model as starting point THE STRATEGIC DIMENSION n Studying open innovation in SMEs makes only sense within the broader framework of a business model (innovation) n How to analyze a BMs? Renewed attention among management scholars for BMs and BM-innovation Critical remark: BM(I) models do not pay enough attention to network partners/ OI 85 BM as starting point for your analysis (after Johnson. 2010) The start: vision of the entrepreneur THE ENTREPRENEURIAL DIMENSION

14 How value creation starts? n Vision / basic insight of the entrepreneur: Diverse: From the obvious to hard to articulate: Curana: developing bike accessories with sleek modern design QOD: A provider of a healthy sleep I styling : virtual shopping for fashion goods BM conception: from days to years QOD: Who can define what is a healthy sleep? How to translate these insights into technical specs for a functional quilt? Istyling : piecewise development of the BM (body scanner) Articulating a BM may take time: A process view on BM formation There is no grand design discovery driven growth strategy + experimentation (Rita McGrath) Creating and sharing value with partners: How open innovation fits into the picture? THE RELATIONAL DIMENSION Curana: open innovation essentials n Combination of internal and external knowledge (external design company and polymer extrusion manufacturer) KEY RESOURCES/ COMPETENCIES n Collaboration with lead-customers (bicycle manufacturers) in exchange of an exclusive deal limited in time n Protecting your invention : IPR n Progressively increasing the ecosystem of partners: u Locus of innovation is in the network u External network management at Curana u Growth economic strength growth firm size n Innovation as a tool to shape your company s destiny and that of the industry (more control points and higher profitability) Managing your external network (partners) as a key process 92 Managing your innovation network (key process) Managing your innovation network (key process) n Connecting partners (SMEs and other knowledge partners) is based on strong personal ties between the main partners n Trust + transparency about the objectives of the partners n Time and money have to be invested Does everybody want to take risk? Important that the different firms are prepared to grow together n Cooperation is easier between companies of the same size But cooperation with large ones is possible too (different logic) n Over time assimilate the knowledge of different partners. Become smarter by knowing more partners (knowing who) and knowing more than your partners 93 n n n n Project management (central partner) with partners is quite different from internal project management Each one is busy with a part of the project : costs easily raise excessively Diplomacy and mutual respect Same corporate culture Tensions will pop up after a while Good relationship may become under pressure Open innovation? Open communication! Organize (mutual) evaluation session with partner(s) Open bookkeeping with main partners (their problems will be yours) Set out rules for disloyal behavior u u u u u u 94 13

15 n IP? Managing your innovation network (key process) Make proper arrangements with your partners Who is the owner? How partners can make use of the technology? Who is going to court (and who pays) in case of patent infringement? n Make sure that all partners are better off than when they would not join / stay in the network n Open innovation: benefits should be a multiple of when companies work on their own. 95 Some conclusions 1. Open innovation only makes sense when integrated in broader strategic objectives of small firms 2. Therefore, start with the business models and business model innovation (CVP, profit formula, key resources (external and internal) and key processes (external network management)) 3. BM: Customer Value Proposition is crucial and comes first 4. Value is created in different ways : no one fits all open innovation strategy 5. Value capturing by creating a unique strategic position through OI (unique differentiation ; blue ocean strategy; offering valuable / authentic experiences; unique positioning) 6. OI can be a valuable strategy for many SMEs: it is not the result of a long term grand vision discovery driven strategy 96 Some conclusions 6. Open innovation enters into the picture through key resources that a firm needs to create value. 7. OI requires network management by a central firm the network itself is source of competitive advantage (relational view) 8. Network management in SMEs is still embryonic. Most SME managers fail in managing their partners required skills are different from internal management 9. OI in SMEs is about: Increasing VC through cooperation Capturing part of that share (building control points) Managing partners: Fair share of the pie for each partner (his problem is your problem) Network management as a critical^process to create sustainable competative advantage 10. OI management is different for low-tech SMEs (don t copy solutions for large fims) 11. Need to integrate SME strategy entrepreneurship - OI 97 How can we help SMEs to engage more in OI activities? 98 Some implications of our findings n Innovation is not a target for SMEs gaining competitive advantage, growth and profits are! u Start from firms strategy and vision OI will pop up almost automatically as a crucial element in realizing the strategy u Innovation policy has to be embedded in an overall policy towards SMEs Some implications of our findings u A sharp focus on high-tech industries is not appropriate u more value can be created by supporting SMEs in gaining competitive strength through OI u move away from a narrow technological approach on innovation more BM innovation u Recognize the strength of innovation networks but need of network management (= weak point) 14

16 Some implications of our findings u Collaboration among firms is poorly developed in Flanders / Belgium? What is the best way to learn? u How cost of innovation can be minimized without increasing the administrative burden for SMEs? u Changing attitude to innovation and collaboration in communities (Aalto university and MIT link) Speeding up the learning of good OI-practices in low-tech SMEs? How do SMEs learn? What does not work? n Explanations of academia and consultants n Most government led initiatives to stimulate entrepreneurship u FP7 programs (Horizon 2020; Cosme?) are to slow and too bureaucratic for most SMEs What works? n Stories of entrepreneurs that have been successful n Talking to other entrepreneurs with similar ambitions u Share experiences and learn from them Low profile innovation networks with managers in the lead Some local innovation networks do nice work Problems and finding a way out Local innovation network initiatives 60 km action radius Non- or semi professional coaches Few good local cases, few managers as speakers (time consuming) Reinventing the wheel problem! High set up costs! How to drastically improve the situation? There are many excellent cases in Europe / world Make a YouTube like movies (10-15 min) about these companies with subtitles in English Put these movies on the web together with a syllabus and some (open) innovation management tools feedback Web 2.0! Strong impact on the number of companies that learn OI practices and strong improvement in the quality of learning A new wave of researching open innovation OUP Exnovate as a network of excellence for OI-practitioners and scholars? n u An international network for excellence in managing Open and Collaborative Innovation n Projects u CE and OI Masterclass (10 times Philips / ESADE) May 2014, Barcelona u PhD course open innovation at ESADE (5 th time in January 2014) u Open innovation metrics u Using best practices to improve OI in SMEs n Open Innovation Community on Facebook and Linkedin n MOOI-project 15

17 16

18 The DCS Concept Supply Chain Innovation hand in hand with Green Logistics Jean Van den Poel Managing Director 2XL nv

19 Content Company General International Transport Logistics A2B Trucking The DCS Concept General Distribution Consolidation Advantages Cases Future

20 COMPANY

21 General Mission Constantly striving innovative and cost effective supply chain solutions which will contribute to a better environment Family Company - Created in Zeebrugge (B) - Sofia(BG) - Kingston Upon Hull (UK) Figures - Turnover Investments Staff 300

22 General Environment ISO14001 Rail Solar Panels EURO 5 Trucks Quality ISO14001 BRC SQAS Organic (BIO)

23 International Transport Specialization UK European Continental Transport Equipment (no trucks) - Trailers - Containers - Reefers - SMT

24 Logistics m² storage capacity Zeebrugge Brugge m² owned m² rent pallets in racking m² floor storage Fully automated warehouse (440 ptts/hour 24/7) General Merchandise FMCG Organic Paper Polypropeleen 2 railconnected warehouses WMS with tracebility up to case level Value added services Bonded

25 A2B Trucking Sofia Zeebrugge 100 trucks International transport 10 trucks National transport Continent and UK

26 THE DCS CONCEPT

27 General The Goal: Organizing the UK distribution directly from a platform in Zeebrugge meeting the current and future requirements of our customers. The Result: Reduction in overall costs for our customers Reduction of the carbon footprint for our customers = OUR MISSION

28 General Direct Customer Shipments The Target Sector: Retail and retail related companies FMCG Food, non-food, Chilled and frozen

29 General Zeebrugge, the 83th county of the UK Vendor Distribution today

30 Distribution Business Model 1: Distribution center

31 Consolidation Business Model 2: Consolidation center

32 Consolidation Business Model 2: Consolidation center 24/7 Day 1/3 Day 1/2 Stocked Stockless / cross-dock SMT: average of 40 ptt instead of 26

33 Cases UK retail Asda Wal*Mart: pallets/year Wine food general merchandise Food & drink Danone Waters: pallets/year General merchandise Ontex: pallets/year Hygiene products (tissues, etc.) Paper industry Sappi: tons/year FTL + Milk rounds

34 FUTURE

35 Future Automation rework Highbay ptt 440 ptt/hour Chilled automated Frozen Highbay Distribution Highbay

36 The best way to excel is with 2XL

37 Industrieweg Zonhoven BELGIUM From globalisation to local sustainable manufacturing. The potential role of 3D printing in local manufacturing, a Life Cycle Assessment. Mario Fleurinck CEO Melotte & Founder InnoCrowd The Philosophy of a master in Rebellion ART maandag 21 oktober 13

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39 60 SECONDS maandag 21 oktober 13

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43 60 SECONDEN ANIMATIE maandag 21 oktober 13

44 Sized Application of 3D Printing could have direct economic impact of 200 to 550 Billion by 2025 (source: Bloomberg & McKinsey GI forecast 2013) maandag 21 oktober 13

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48 Thank YOU! Please join me on Twitter, Linked, Facebook and stay TunED maandag 21 oktober 13

49 Creafund II EEN HOLDING Van Ondernemers Voor Ondernemers

50 I. Voorstelling Creafund II

51 CREAFUND II Comm. VA Wie : financieel-industriële investeringsgroep, holding (www.creafund.be) Structuur : ± 55 private aandeelhouders ((ex-)ondernemers, vrije beroepers,...) CREAFUND II 40 mio eigen vermogen 13 mio opvraagbaar Creafund Management dagelijks beheer 3 mensen 12 tal participaties in KMO s

52 Industrieel Netwerk Bestuursconcept Algemene Vergadering Creafund II InvesteringsComité AdviesComité Management Vennootschap A U D I T C o m i t é Diverse participaties => transparantie, betrokkenheid zonder verlies aan flexibiliteit

53 Profilering Vermogen: 53 mio (excl. toekomstige rondes) => investering tussen 1 en 10 mio = focus op KMO-markt => aandelenparticipatie en/of kapitaal gerelateerd => meerderheid gewenst, doch geen must => sinds ,6mio geïnvesteerd (incl. herinvesteringen) Aandeelhouders: 55-tal (ex-)industriëlen uit diverse sectoren => 1) onafhankelijk (< 8% in handen van 1 partij) 2) enorm netwerk (kennis/contacten) over sectoren heen 3) mogelijkheid tot actieve interventie en/of co-investering = «Van Ondernemers Voor Ondernemers» Holding = duurzame band <-> gesloten fonds (beperkt in tijd) => verder bouwen op bestaande structuur/management/business => intern (geografisch/investeringsprojecten/innovatie) of extern via acquisities (diversificatie/consol.) => liquiditeit via dividenden en interne tradingronde

54 Investeringsfocus en - proces Groei- of replacementfinanciering in lokale bedrijven met kwaliteitsmanagement + bestaande omzet en positieve cash-flows => maturiteit (geen start-ups, biotech,...) Relevant belang (zeggenschap/zetel RvB) Hands-on Creafund Mngt + netwerk op ad hoc basis Ethisch ondernemingsprincipe Instap obv kapitaalverhoging, (L)MBO/MBI Mogelijkheid tot consolidatie en/of obv innovatie (ontwikkeling/gebruik) Identificatie dossiers Analyse Voorstel Due diligence Transactie 3-6 maanden

55 CREAFUND II Expansie IPO Start-Up Pre-IPO Seed Buy-Out Financiering van: - organische groei - externe groei (overnames) - management buy-out - uitkoop van een aandeelhouder

56 Strategisch Objectief Investering Waardecreatie in participatie Waardecreatie aandeelhouders 1) Creatie waarde voor onderneming en aandeelhouders van elke participatie door als actieve partner de nodige ondersteuning te geven bij de realisatie van het businessplan en als extra klankbord voor het dagdagelijks management te fungeren + ad hoc interventies + in te spelen op marktopportuniteiten en - evoluties. Stimuleren innovatie, herbekijken werkprocessen, verkennen nieuwe markten 2) Creatie van aandeelhouderswaarde voor Creafundaandeelhouders door opstroom dividenden en/of realisatie van meerwaardes bij (gedeeltelijke) verkoop in samenspraak met de ondernemers doch onmogelijk zonder 1)!!

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