academia & business: connecting cultures · 2018-05-19 · the business model canvas and you...
TRANSCRIPT
Academia & Business:
Connecting Cultures
Dave Jarman, Head of Enterprise Education,
University of Bristol
Welcome
Welcome to the National Composites Centre
Today’s agenda: Crossing the boundaries between academia and business
Lessons learned and words of wisdom
Sharing some tools and techniques for exploring the commercialisation of your own ideas
Start-up and Small-Medium Enterprise Engagement
Industry Engagement
Third & Public Sector Engagement
Tools and techniques
Tour of the NCC
Industry and Academia
Some principles: ‘Commercialisation’ is not a dirty word
‘Enterprise’ is about having ideas and acting on them
‘Entrepreneurship’ is about creating organisations to develop and sustain your ideas
Good ideas deserve to be sustained and developed
Start-up & SME Engagement
Our panel:
Nick Sturge, SETsquared Centre
David Standingford, Zenotech
Mark Ellis, Mervarde
1 0 : 3 0 - 1 0 : 4 5
BREAK
From Idea to Business Case:
The Business Model Canvas
“A business model describes the
rationale of how an organisation
creates, delivers and captures value.”
Alex Osterwalder & Yves Pigneur
The Business Model Canvas and You
The Canvas is a visual tool for exploring business models
It effectively captures how the value of something is disseminated and sustained for optimum impact and efficiency
As a creator of new knowledge you could be seen as a ‘business’…
Customer Segments (who you help)
For whom are we creating value?
Who exactly are these people and what do we know about them?
Can we identify distinct ‘segments’: Specific Research Groups, Industry Groups, Policy-making groups,
Companies, Users…
Where are these people and what are they already doing?
Value Propositions (value you provide)
What value do we deliver to the customer? Which one of customer’s problems are we helping to solve? Which customer needs are we satisfying?
Efficiency, Customisation, Effectiveness, Design, Credibility, Price, Cost Reduction, Risk Reduction,
What bundles of products and services are we offering to which customer segments?
Channels (how they know you and get to you)
Through which mechanisms do our customers want to reach our value? Reading journal articles?
Consultancy? Knowledge Transfer activities?
Recruiting our graduates?
Licensing IP or collaborating with spin-outs?
Customer Relationships (how you interact)
What type of relationship does each Customer Segment expect us to establish and maintain? A personal relationship? A professional contract? Just reading our articles?
Via a middle-man or broker? Consistency?
How costly are those relationships – time, money, reputation?
How will they integrate with the rest of our business model?
Revenue Streams (what you get)
What do we get in return? Need not be economic value! Contacts, connections, funding, access to resources, reputation, media
coverage?
For what specific value are our customers really willing to pay? How do they want to pay for our products and services?
Asset sale, Usage fee, Subscription fee, Lending/Renting/leasing, Licensing, Consultancy fee, sponsoring further research?
What do they already pay for and how?
Key Resources (what you have)
What Key Resources do our Value Propositions require? Physical assets – facilities, equipment, logistics
Intellectual resources –patents & copyrights, partnerships, databases, specialist knowledge
Humans – appropriately skilled and motivated people
Financial – cash reserves, lines of credit, financial guarantees
Key Activities (what you do)
What Key Activities do our Value Propositions require? What actions are required to deliver our Channels, Relationships, and
Revenue Streams? Designing, making, and delivering at an appropriate quality require a focus on the
production processes Problem solving for customers issues, consultancy services, anything service based
require a focus on knowledge management and staff training Building a business around the provision of a platform are dominated by managing,
promoting, and maintaining that platform and how it interfaces with customers
Key Partners (who helps you)
Why Partner? Optimisation and economies of scale
Reduction of risk and uncertainty
Acquisition of particular resources and activities
What Key Activities or Key Resources do our Partners supply to us and/or acquire from us?
Cost Structure (what you give)
What do our Key Activities and Key Resources cost us and how much can be offset through Key Partnerships?
Cost Structures: Cost-Driven: focus on minimising costs for the leanest possible operation
Value-Driven: focus on value creation – often premium products and services
The Business Model
The Business Model Canvas
Your Challenge
Quickly sketch some ideas onto your own Business Model Canvas
Do your revenue streams outweigh your cost structures?
Are you effectively getting your value to your customers?
Where is there room for improvement?
1 1 : 3 0 – 1 2 : 3 0
NCC Tour
1 2 : 3 0 – 1 3 : 0 0
Lunch
Industry Engagement
Our panel:
Dean Jones, Rolls Royce
Joe McGeehan, University of Bristol
Lars Sundstrom, SARTRE
Andrew Collins, University of Bristol
1 4 : 4 5 – 1 5 : 0 0
BREAK
Third & Public Sector Engagement
Our panel:
Wendy Larner, University of Bristol
Leroy White, University of Bristol
Michael Day, Decipher-Impact
Lorraine Hudson, Bristol City Council
Stakeholder Maps
Who takes an interest in your research (or should do)? Past, Present, and Future
Existing Interest vs. Future Influence (map it)
Finding the right people
Optimising the message
Stakeholder Evaluation
Strengths Weaknesses
Opportunities Threats
Pick one of your key stakeholders – complete a SWOT: • What are they already strong at for you? • What are they poor at for you? • What could they enable you to do? • How might they endanger your work?
What could you do to mitigate weaknesses and threats? What could you do to optimise strengths and weaknesses? You could use the same method to evaluate your projects.
Wrap-up
What? SMEs and Start-ups
Industry
Third and Public Sector
Business Model Canvas
Stakeholder mapping
Stakeholder analysis
So What? What was new? What was good? What was bad? What felt
important?
Now What? Where do you go next? What actions will you take in response?
