The BEST-Storage approach for complying with market needs and requirements.

The BEST Storage project implements a specific Innovation Management Process led by Solintel to identify and comply with market needs and requirements. This is a multi-level approach separated in 3 levels with the first level being dedicated towards the implementation of the necessary analytical building blocks and activities related to innovation and technology transfer, namely in the form of identification of market needs for product or service alignment, monitoring technologies, implementing needed contingency plans for adaptation, capturing IP value and establishing the ownership structure over different KERs as well as overseeing market deployment strategies in terms of their operational requirements. 

Level 1: Innovation Management Process Building Blocks
Innovation potential: Market insights, identifying market opportunities and monitoring competitors: IP Management strategies: Exploitation strategies and plans:
Identification of main regional trends and markets of interestIdentification and grouping of stakeholders and target groups that can potentially most benefit from key exploitable results (KERs).Quantifying TAM (total available market) Continuous assessment of competitive technological trends and approaches in order to remain at the front end of innovation and establish contingency plans when needed.Application of market competitiveness assessment tools (Porter´s 5 forces) for optimized market positioning Determination of ownership rights and ownership agreements over intellectual property and KERsLevel of engagement in background and claims on foregroundsIntellectual property protection and patent landscape analysis Exploitation roadmap, risk mapping and Lean business model canvas for innovations with highest potentialSafeguard provisions for investigative potential of certain KERs (free open access royalty free schemes, open-source licenses)Estimations of post project funding requirements and IP valuation (DCF valuations)

The second level is geared towards providing what will internally be referred to as “KER Passports” which build on the insights from the prior level and provide IP and exploitation guidelines on each individual key exploitable result of the project. 

Level 2:Key Exploitable Result (KER) Passports
KER Ownership and safeguards for further research KER-level exploitation approach
Establish KER ownershipEstablish joint ownership agreementsPotential access right negotiations Characterization tables establishing unique selling propositions, potential revenue models, alternative solutions.Post project funding requirements for futher TRL increaseBusiness models

Level 3 goes beyond that and assesses the possibilities for more consolidated business approaches and use cases for combinations of different KERs and the required operational setups that would ensue from a strategic alliance. 

Level 3: Vision for the future
Consolidated exploitation approach and business model for the project wide solution and combined KERs.Establishment of best strategic alliance type (JVs, Cooperative spin offs, Equity strategic alliance, non-equity strategic alliance)Funding and CAPAEX needs relative to operational setup requirements.Financial projections (DCF valuations)

To keep the process rigorous and measurable, our approach pays specific attention towards tasks focused on assessing the economic performance of the solutions at the demonstration sites as this will determine whether a business case can be made. During the implementation of this methodology, we can use the obtained economic KPIs to ensure solutions are competitive with the direct and indirect alternatives already available to maximize product market fit. Indeed, a competitive benchmarking helps to determine typical economic indicator values observed in the market such as minimum returns expected by building occupants for new heating and cooling and demand management implements. 

We are then able to compare these to the results obtained in the technoeconomic assessments of the solutions performed during the project and obtain insights on the most relevant geographic markets for the solutions (the ones with the largest potential monetary savings from peak load management), potential pricing policies and business models (which would affect the CAPEX and OPEX of occupants´ Net Present Value formula) that create value to building occupants while still providing profitable ventures to the consortium partners. The main economic KPIs that were selected for evaluation reflect this approach with the following being the core of our analysis:

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Hugo Grasset – SOLINTEL

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