Our experts answer all your questions, present the different types of funding available for RDI, assess the maturity of your project in relation to the principal selection criteria of funding bodies, define strategies for funding your project as well as target the most relevant programs to write succesfull funding applications! World is moving and we can move with together !
CIR is a very advantageous measure but calls for a disciplined approach at all times. You have to be aware of the technical and financial conditions for eligibility. This is why it is important to ask yourself the right questions before subjecting projects to the scientific and technical criteria set by the authorities. This allows you to identify, select and promote eligible projects. This approach is aimed at producing technical documents justifying the amount of CIR you declare. It enables companies to deal properly with any requests for information or inspections by the tax authorities.
Contrary to usual arguments, the difficulty is less in finding ideas or opportunities, than in the capacity to follow right to the end creative initiatives and suggestions. The requirements:
- Making the company “fit” for innovation, from managers to staff
- Using collaborative approaches (internal and external) led by “innovation facilitators” who help you identify and maintain strong ambitions for differentiation and added value. They exploit your skills to find and implement the solutions and resources to product innovative offers.
We believe that such a transformation is possible for any organisation which really wants it.
A market opportunity always means increased risk for the company and its financers. Besides intuition, the manager has to secure the adopted position by providing forward-looking information about the value of the opportunity and the risk limits. Our expertise in technical and economic analysis (technological opportunity vs expressed or unexpressed needs) of the business environment enables us to provide:
- Elements for decision-making to build a strategy for entering the new markets
- Structural elements for the economic model of this new environment and the business plan.
Innovation projects entail technical or even scientific risks, often combined with commercial risks, especially when addressing new markets. This inevitably means high financial risk for the company. You can share this risk:
- with public funding bodies which, by drawing on different financing sources, are in a position to co-fund R&D projects,
- with your technical partners in R&D collaborative projects with confidentiality guarantees; This way, you work on a basis of trust and maximise the chances of success for the project and the commercial exploitation of the innovation.
Leading an innovation project calls for rare skills. A path has to be found in an uncertain environment rife with unknown factors and risks. We harness all our experience to help you train your co-workers to allow them to choose and use all available innovation tools.
The prime lever is relevant positioning of your offering, which has to match a precise specification to the desired differentiating value. This specification must be neither too low nor too high and necessitates know-how from surveys, focus groups, benchmarking and creativity sessions.
The second lever concerns a broad and neutral trade-off of an even broader portfolio of possible solutions; optimizing the recurrent costs of major flows of product items.
When placing product lines on the market, in addition to this sound management of the costs of major items you also need sufficient control over items with small trade flows so as to limit technical diversity and, consequently, non-recurrent costs.
This method, known as value engineering, covers subjects as diverse as consumer goods, medium-sized series systems or infrastructure operation.
Beyond its extremely broad and detailed knowledge of this method, Efficient Innovation also has access to a very large portfolio of technologies from technical start-ups and companies, as well as virtually unequalled experience of missions in the context of customer/supplier collaborations with a joint analysis of business costs.
The third lever concerns control of time-to-market and reducing risk during the development stages, itself based on appropriate, recognised tools.
Deployed for more than 15 years, this 3-lever toolkit constitutes a formidable weapon which can dramatically improve the operational results of BU managers, providing high levels of satisfaction and confidence on even the most critical projects.
Although dematerialisation is becoming the norm, it is crucial in the interests of fast response times, personalisation and a command of the local ecosystem to have the best experts at less than 200km from your headquarters. Thanks to Efficient Innovation's seven locations in France, you work with consultants who are deeply familiar with the competitive clusters, Bpifrance project managers, regional innovation agencies, etc. They share the same desire as you to act globally, starting locally.
There are numerous ways to conduct Open Innovation. The first step is to place your objectives within a sound framework. The cultural gap between large corporate groups and start-ups is real. The relationship has to be flexible and in the same time under your control in terms of resources invested (time, money) and profits generated. The issue of intellectual property, which is unfortunately often known as a major reason for not practicing Open Innovation, is a far less serious problem than it is thought to be: a start-up has no interest in harming its partner.
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