impact

Aim, load, fire! 1024 341 IMPACT Accelerator

Aim, load, fire!

Aim, load, fire!

No matter what business you are in, you need clients to sell. Whether your activity focus on B2B, B2C or any other acronyms, you will have to plan and execute different strategies to attract new clients, retain those that you captured already or upgrade them.

From all those activities, bringing new clients, whether they are consumers or other business, is one of the most difficult challenges, as there is no one success formula. Certainly, there are different strategies that worked, have worked and will work with higher or lower results, but only if your potential targets already know your brand and/or service. 

Moreover, does it make sense to apply the same strategies for companies in different markets, different product stages or different industries? At first glance the common sense tells us that it doesn’t sound right. 

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To start with, there are different development stages (Products or Services) focusing and targeting different population segments. As Diffusion of Innovation Theory (DOI) defends innovation expands into a society according to 5 different population groups, as shown in the table above. Those population groups have different interests and needs. According to that theory it makes sense to segment your targets and update your communication strategies.

For instance, if we are a startup pursuing growth and looking to increase our user base or upgrade our service. 

  1. Where do we acquire those users? 
  2. Are we pursuing the right user at the right time? 

Being familiar with DOI is crucial not only for product manager but also to marketers. All stakeholders in any enterprise trying to engage with users, clients or partners should be familiar with DOI. This theory is basically just the concept of opportunity cost of consuming any service or product based on the development phase as well as market knowledge. 

Not all users of yours, whether they are already in your platform or not, develop trust and respect for your service, brand, company at the same speed. This is why it is so important to segment and classify all of those according to what their opportunity cost would be. Once you excel in doing it, marketing and customer success strategies will excel as well, because they will handle specific “timing needs”.

Timing, educational needs or trust will vary from industries, products or regions. However, within that framework your potential target or customer will always be divided in the population groups shown above. Meaning: before planning any strategy, we should think of the characteristics of every single group. That will help us to design and tailor better tactics, sorting out potential customers and indirectly tackle our need to acquire more users and grow the business.

Sort it out Partner – Customer needs & yours will be automatically solved.

Any Startup or any other enterprise should consider its market as following before launching or pushing any service or product.

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  • INNOVATORS – These are people who want to be the first to try the innovation. These people are willing to take risks, and therefore also willing to take the pain in early phases:
    1. Reward their willingness to take the pain, as this could bring them on board for longer, and enhance the word of mouth.
      a) Usually, lower CAC but high retention cost.
  • EARLY ADOPTERS – These are people who represent opinion leaders. They enjoy leadership roles and embrace change opportunities. They are already aware of the need to change and therefore very comfortable adopting new ideas:
    1. Those that kick the breakthrough off, is where the growth comes from.
      a) CAC on this population group increase and on top of that it needs leaders to back up. Therefore, strategies focusing on innovators are still needed.
  • EARLY MAJORITY – These people are rarely leaders, but they do adopt new ideas before the average person. That said, they typically need to see evidence that the innovation works before they are willing to adopt it: 
    1. Strategies such as Business cases generate really positive results.
      a) Mass market strategies and more operational strategies. CAC decrease, although taking a look at Churn Rate is crucial.
  • LATE MAJORITY – These people are skeptical of change and will only adopt an innovation after it has been tried by the majority: 
    1. Strategies to appeal to this population include information as well as branding.
      a) High cost generates low incremental results.
  • LAGGARDS – These people are bound by tradition and very conservative. They are very skeptical of change and are the hardest group to bring on board:
    1. Strategies to appeal to this population include statistics, fear appeals, and pressure from people in the other adopter groups.

With these points in mind, designing and thinking how to sort out customer needs and how to pay off their opportunity cost, would help you to get better impact on your marketing strategies. Moreover, having DOI in mind will let you figure out what your CAC or LTV  will look like.

Photo by Karine Germain on Unsplash

About the author

I started my career working in high demanding roles learning from clients, managers & C levels. I love the entrepreneurial and startup ecosystem, which shape and build the future innovation above and beyond. Having 15+ years of experience in different fields, what I bring to the table is a diverse and transversal point of view. My mind is always working to solve potential issues in particular situations and proposing different actionable alternatives.

All in all, I have developed a personal, deep understanding of the skills that any company needs to ensure that their teams deliver and build value following the company’s mission. I truly believe that why is more important that what.

I am driven by curiosity which can be demonstrated through my ventures in professional, volunteering and my personal life.

In IMPACT, we proud ourselves of having the best mentors for the startups that go through our programs.
Ángel Araujo is a Specialised & Follow-up mentor for at least 10 startups from the IMPACT Growth & IMPACT Connected Car acceleration programs.

His extensive experience goes from working in companies like Google and Booking.com, just to name a few and he is one of the founding partners of unlockmanagement.coangel@unlockmanagement.com

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How Ontruck is killing it at product development 1024 767 IMPACT Accelerator

How Ontruck is killing it at product development

A few tips to ace product development

Original Twitter thread here

I was talking to a CPO and a senior Project Manager of a startup from California that just raised a round of more than $200 million. One hour into the conversation, one of them said to me: “It seems that you have done all you can do,” with a sigh of resignation at not being able to give me much more advice.

We might not be doing that bad here in Spain 😉

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By popular request, I am going to share a few aspects of product development in which I think we are doing a pretty good damn job:

  1. Having product teams with clear responsibilities. It must be clear who owns each KPI. Set quarterly goals (OKRs is one way). Review them bi-weekly. Make the dependencies clear.[1]
  2. Give more responsibility to the team, let designers and engineers be the ones who solve problems and define solutions. It is not the stakeholder’s or PM’s task. The PM is the ultimate decision-maker in vision and scope.[2]
  3. Invest a lot of effort in understanding your users; visit and talk with your customers every week. Shadow your clients for a day to understand their internal pains. Validate your hypotheses and prototypes with them.[3]
  4. Sharpen and reduce the scope as much as you can. Validate the hypotheses one by one by launching phases. Talk to your customers, don’t just trust the data. Designers and engineers will get nervous, but it’s ok; the important thing is to find out quickly whether you are heading in the right direction.
  5. Involve the rest of the departments from the beginning. Learn from them. Share your ideas and prototypes to get feedback and be challenged. Don’t be a lab rat. Work as an operations or sales agent to understand their pains.
  6. In companies where billing is complex, the product must be nearby because at the end of the chain is where you can clearly see the failures in the process (sales agreements that went through but were not documented properly, poor communication by ops…)

By the way, the other day I did a podcast, tackling these and other key points such as team philosophy and more. It’s a good companion to this post!

About the author

Javier Escribano is currently co-founder and Chief Product Officer at Ontruck, a digital road freight transport company. Previously, he was co-founder and CPO at Touristeye (a travel startup acquired by Lonely Planet. He has an Information & Technology Management Master at IIT Chicago, and a Computer Science and Electrical Engineering Degree at UPM Madrid.

In IMPACT, we proud ourselves of having the best mentors for the startups that go through our programs. Javier is a Specialized & Follow-up Mentor in IMPACT.

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xMotion – Disrupting the check engine light 1024 683 IMPACT Accelerator

xMotion – Disrupting the check engine light

xMotion - Disrupting the check engine light

Modern cars are more computerized than ever. Though with all the technology going into cars today, why isn’t there a better technology to monitor the fatigue points on a vehicle?

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With over 30yrs+ experience in the Automotive Industry, xMotion’s co-founders felt they could build a solution that would make vehicle maintenance more transparent and affordable. So in October of 2018, they sat down together and founded xMotion on a simple idea – to disrupt the check engine light.

While working on a prototype of the algorithm for brake pad prediction, they realized that in order to be successful, they would have to build a platform that was device agnostic, so they could work with any Tier 1 or OEM’s embedded firmware as well as aftermarket OBD dongles.

With drive-by-wire technology becoming more prevalent, the need to independently monitor vehicle components in real-time is increasingly important for safety reasons. Therefore xMotion identified over 200+ data points on a vehicle that provide embedded messages on the vehicle health. Coming from the industry, the founders knew that these data points could be organized in meaningful ways and shared with the car owner. Though unlike a computer, vehicle diagnostics aren’t typically shared with the driver. The challenge was to make it easy for the driver to understand their vehicle’s data. To solve this, xMotion created a Mobile App that provides real-time indicators of the vehicle health for brakes, tires, steering systems, and batteries.

Today there are over 5,000+ registered users on the platform. With ample opportunity in front of them, xMotion is currently focusing on rolling out their platform for roadside assistance operators both in Europe and the U.S. To keep aligned with the vision of xMotion – to disrupt the check engine light – the company is creating a ecosystem of garages that will provide discounts and cashback rewards for using the platform.

Things move fast in the startup world. In the years to come xMotion will build a full digital twin of the vehicle and provide car owners with additional access to their vehicle data. This technology, according to xMotion’s founders “Will be a gamechanger” for the automotive industry.

*We asked Thurston for a team picture, this is what he sent XD

Featured image by Free Photos from Pixabay

About the author

Thurston Adams is a Paris-based entrepreneur with a successful history in taking an automotive start-up company from idea to commercialization.  The foundation of xMotion is inspired by Thurston’s belief that “Modern cars are increasingly computerized” and that the connected car has many fatigue points that can be monitored and tracked in order to prevent vehicle accidents. His passion for emerging technology in the Automotive Industry has led him to create xMotion. Thus xMotion’s vision is to transform the automotive industry by creating a Vehicle Health Monitoring Platform for connected and self-driving cars.  According to Thurston, the mission of xMotion is to Disrupt the Check Engine Light.

In IMPACT, we believe that startups are the ones changing this world. Their story is content worth sharing.
xMotion is part of our IMPACT Connected Car Acceleration Program. Thurston Adams and Laurent Dunys, co-founders, working alongside with Mark Howell are indeed the ones disrupting the check engine light.

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Stop chasing the money! 1024 681 IMPACT Accelerator

Stop chasing the money!

Why do startups focus so much on investment? It's a mistake to put all energies on that

When asked about writing about the subject above, I make a reflection on whether there is an excessive tendency by startups to seek successive funding rounds appealing to the need to invest more and more.

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If we define a startup as an innovative company with a strong technological component, it is logical to think that the early stages are focused on the development of a product. For brevity, in this article, I’m going to use the word “product” to represent anything a startup is looking to launch—a product, service, offering, or brand. The essential characteristics of the product, and I mean those that will be crucial in its acceptance by the consumer, will not yet be proven and evident. And at some point in this phase, the go-to-market decision will have to be made.

Many times, what I have found is that entrepreneurs are so in love with their idea that the tasks of creating a company bore and bother them. In many cases they are scientists, technologists and maybe not businessmen or managers and their passion is in the continuous development of the product, looking for new derivatives, more features, … more investment in short. Comes to mind a quote from Reid Hoffman, founder at LinkedIn, “If you’re not embarrassed by the first version of your product, you’re launched too late”[1]. Agile methodologies, as lean startup is, help to optimize the process because collecting information from a minimum viable product (MVP) is less expensive than developing a product with more functions to prove.

“If you’re not embarrassed by the first version of your product, you’re launched too late”

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If at any time during this process (development or early stages of commercialization) there is not enough cash, a new financing process is launched. This is usually the time for business angels, since the company is still at a very early stage to go to the banking circuit. Crowdfunding platforms will be other financing alternatives available to startups.

Measuring what the financial effort should be to reach the market is crucial. Scaling up too fast at this time can become a mistake because investing in this aspect involves hiring not only a commercial team[2] but marketing expenses and others related. If we do not have properly adjusted delivery or service processes, they will not generate a satisfactory user experience, which can lead to permanent damage to the company that cannot be overcome in the future, if exists. It is important to grow, but it is also important to define well the processes and at the same time create a solid corporate culture. Two necessary visions of the company: outward and inward.

Another circumstance that, in my opinion, leads a startup to focus excessively on investment and growth is the mind of the entrepreneur. In his mind he is not building a company, in a humanistic sense, with long-term survival vision. He considers it more as a project, a concept with a greater temporality component; that is to say, it begins, it ends and then searches for another[3]. He liked the way, and having good luck (and with effort, of course) has generated him a good amount of money. He thinks what he has to do is to replicate it, and quickly. And the current climate that surrounds the startup ecosystem leads him to it. It is assumed that what makes a successful startup is the volume of funding rounds that are achieved “to face investment and growth plans.”

And in this sense, and now I am going to the last of this set of reflections that I do not want to be extended more than necessary, the CEO[4] should not forget the fact that growth is important, but it must be constantly monitoring the cash. Because there will come a time when cash problems cannot be solved with new capital, but sales (and collections, what is high sensitive) and profitability will have to be shown. At least positive gross margin. A success is to get an investor, but SUCCESS is to sell, that your idea becomes a marketable and accepted product. And, many times, a lot of energy is wasted in contacting and trying to convince VCs when efforts should be focused in “building a company”.

[1] https://learn.onemonth.com/if-youre-not-embarrassed-by-your-startup-you-launched-too-late/
[2] In a traditional understanding, and with a financial-accounting view, creating a commercial team is not an investment, but this is so often presented to justify the amounts at funding rounds.
[3] https://www.huffpost.com/entry/entrepreneurs-are-the-new_b_9481308?_guc_consent_skip=1567761947
[4] Now he is a real CEO, once he (or she) has incorporated external partners into the capital.

About the author

I wanted to be like Alan Parsons. But finance and strategy stole most of my professional brain (but not my soul 😉). I have worked as a CFO or managing director at several companies, and as a external consultant I have carried out dozens of projects aimed at business improvement. I have also invested and advised several startups. Others, even, were not born as such.
Ah!, I have never run a marathon, but just up to now. I mustn´t lose hope.
Always learning.

In IMPACT, we proud ourselves of having the best mentors for the startups that go through our programs.
Francisco Javier López Somoza is part of our top-tier mentor network and helps startups sharing his extensive knowledge in Corporate Finance, Banking, Business Development, Digital Transformation and Strategic Planning.

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Cut the crap, nobody is that important 1024 682 IMPACT Accelerator

Cut the crap, nobody is that important

Cut the crap, nobody is that important

In our current ecosystem, no matter if you work for a startup, multinational company or yourself, your calendar is full of action items, reminders or meetings. With such frenetic activity, it is really easy to lose focus and productivity here and there. By the end of the week, those moments have turned into poor meetings, reminders on hold and incomplete action items.

There is a tendency to value people that multitask and/or situations that require multitasking. However, it is proven that multitasking doesn’t deliver quality results (as commonly believed), besides the fact that it is not a nice thing to do while someone requires your attention.

“If you are in a meeting with me, you have my full attention” Eli Broad, The Art of Being Unreasonable, Chapter 6

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I cannot agree more. As I once told a fellow MBA classmate of mine (he still is with me in every single meeting), “Your time is not more important than mine”. With that sentence, I promise I didn’t want to be rude, but I made my point. In my opinion, it is a social contract when someone agrees to meet. That is why it is important to set expectations with your team from the beginning.

On top of that, when dealing with someone else’s agendas and calendars, we believe that everything is important and urgent and therefore has to be answered with a “yes”. That creates an expectation gap.

The bottom line: in our current dynamic, we have plenty of tasks to complete. Some of them are important, urgent, or both, while some are neither urgent nor important. Therefore, we need systems to not only manage our tasks but to prioritize them continuously.

Prioritization is crucial because it will allow you to use your time effectively and not just efficiently, focusing on what really moves the needle forward.

“If you can’t delegate, it’s not someone else’s problem, it’s your problem” Eli Broad, The Art of Being Unreasonable, Chapter 6

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Whether you are a decision maker or executor, time is the only resource that is not coming back or stopping. However, you can manage time by setting a list of action items (a to-do list) and prioritizing them. In doing so, you will get the best out of your time allowing you to not only be efficient, but also effective. Everyone around you will thank you, because at the end of the day, you will be giving time back to their lives.

Prioritizing requires methodology and discipline as well as being flexible and not rigid. However, it is quite interesting to consider the consequences of those situations for your own time management planning and for understanding implications for someone else’s schedule.

One of the most simple methods is the Eisenhower’s Urgent/Important Principle, reflected in a 2×2 matrix (below). It helps you plan and coordinate your action plans as well as coordinate your team performance.

The idea behind the method, which I find self-explanatory, consists of two main points:

  1. Prioritize
  2. Get insights

PHASE 1

  • Prioritization helps while planning the “important” task in order for it to move then to the right, transforming a “Crisis” (urgent and important) into a “Project” (important and not urgent)
  • While prioritising “not important” tasks in your to-do list, this matrix helps you either delegate them or remove them completely, as they only create distractions rather than add any value.

PHASE 2

Once this method has become a routine, it should be easy for you to analyze and obtain different business insights according to the results of your prioritization process.

Many things are out of our control because they depend on someone else’s actions, follow-ups or approvals. However, if we are able to prioritize our tasks and schedule, we will get many more things done using our time effectively and efficiently.

About the author

I started my career working in high demanding roles learning from clients, managers & C levels. I love the entrepreneurial and startup ecosystem, which shape and build the future innovation above and beyond. Having 15+ years of experience in different fields, what I bring to the table is a diverse and transversal point of view. My mind is always working to solve potential issues in particular situations and proposing different actionable alternatives.

All in all, I have developed a personal, deep understanding of the skills that any company needs to ensure that their teams deliver and build value following the company’s mission. I truly believe that why is more important that what.

I am driven by curiosity which can be demonstrated through my ventures in professional, volunteering and my personal life.

In IMPACT, we proud ourselves of having the best mentors for the startups that go through our programs.
Ángel Araujo is a Specialised & Follow-up mentor for at least 10 startups from the IMPACT Growth & IMPACT Connected Car acceleration programs.

His extensive experience goes from working in companies like Google and Booking.com, just to name a few and he is one of the founding partners of unlockmanagement.co, angel@unlockmanagement.com

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Scale Up for a Real Smart Future 150 150 IMPACT Accelerator

Scale Up for a Real Smart Future

Scale Up for a Real Smart Future

From 23-24 October, the 7th FIWARE Global Summit is heading to the dynamic city of Berlin (Germany). The Summit, co-hosted with the Smart Country Convention, will be a joint effort, combining the strengths of both events, which will attract a total of 10,000 guests, of whom at least 1,000 will also be joining the FIWARE Global Summit.

FIWARE continues to evolve globally to be what smart economies need: fueling growth strategies through scalable innovations, open, reliable, and really smart. Join us at the FIWARE Global Summit in Berlin to discover what the world’s smartest open companies, cities, universities or developers are doing differently to succeed in tomorrow’s digital economy.

The event will consist of two content-packed days full of new and exciting FIWARE-related innovations. Great speakers, each a leader in his or her field, will be taking the stage during keynote speeches, panel discussions, fireside chats, and workshops on important challenges and best practices within the domains of Smart Cities, Smart Industry, Smart Agrifood, and Smart Energy. Leading trends and disruptive developments in tech will complement the five-track program. In addition, the 200m2 exhibition area will provide an attractive space for no less than 20 exhibiting partners to present their innovative solutions.

10 UNBEATABLE REASONS WHY TO JOIN

  • Extended Summit Program with lots of new features with more than 1,000 participants.
  • Co-hosted with the Smart Country Convention in Berlin.
  • More than 70 sessions, panels, workshops, and keynotes.
  • 20 FIWARE members co-exhibiting in the FIWARE community booth.
  • Answers to your questions, and solutions to your development and business challenges.
  • iHubs Growth Program and new ‘Do-It-Package’.
  • Startup Day featuring Startups and VCs.
  • Spanning the industries of Smart Industry, Smart Energy, Smart AgriFood with a Special Track on Smart City Showcases.
  • Brand new Track on Trends and the Disruptive Future (FIWARE with AI, Blockchain, Big Data, IoT, and more).
  • Meet the Community during the Meet-the-Open-Minds Aperitivo and FI-Night.

GET STARTUP-READY IN 6 HOURS!

Want to take your business to the next level, experiencing the power of FIWARE Open Source technology firsthand? The ‘Startup Day’ on 24 October is set to give you the tools you need to start your journey to success. From ‘How-to Sessions’ with business- and decision-makers and FIWARE success stories to tips and tricks on how to access those “unreachable” EU funding opportunities!

But wait, there is more! Up for a challenge? Join the FIWARE Hackathon, which will conclude during the Startup Day, and use your skills to make a real difference in the world. The FIWARE Hackathon, an initiative promoted by the FIWARE Foundation, the MIDIH Consortium, and the Connecting Europe Facilities (CEF), will focus on the use of FIWARE Open Source technologies and the Context Broker as a CEF Building Block. The Hackathon is aimed at developing new services/applications in the sectors of Smart Cities, Smart Manufacturing, and Open Data.

SUPER EARLY BIRD TICKETS ON SALE!

Don’t forget to take advantage of the Super Early Bird ticket offer for a fantastic discount. Be with us at the forefront of technological advancements and smart reliable innovations and grab your tickets now.

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DIH² launches its first open call to encourage robotics-related technology adoption in the field of manufacturing. 1024 385 IMPACT Accelerator

DIH² launches its first open call to encourage robotics-related technology adoption in the field of manufacturing.

DIH² launches its first open call to encourage robotics-related technology adoption in the field of manufacturing.

    • The European Commission project, part of the Horizon 2020 programme, will be distributing up to €248,000 to consortia made up of technology providers and manufacturing Small and Medium-sized Enterprises (SMEs) and Mid-Caps to enable them to adopt robotics-related technology.

DIH², the pan‐European network of 26 robotics Digital Innovation Hubs (DIHs) for Agile Production launched on 1st July 2019 its first open call. The European project will be investing close to €3 million in the course of the next eight months.

The open call will distribute up to €248,000 to 13 selected consortia. Each consortium will have a maximum of 3 members and must include a technology provider (e.g. a start-up, SME, research organisation, competence centre or any type of technology provider) and a manufacturing SME or Mid-Cap.

Many large manufacturers have developed in-house technologies to optimise their production. However, manufacturing SMEs still face significant challenges in the automation of their processes and are not able to quickly react and adapt to market changes and customer needs. The main barriers to the adoption of an Agile Production process are the lack of knowledge and economic constraints.

The DIH² first open call aims at removing the knowledge and financial barriers and enable manufacturing SMEs and Mid-Caps to collaborate with technology providers. The technology providers will work with companies to integrate robotics solutions and facilitate the adoption of an Agile Production process.

THE TYPES OS APPLICANTS

Technology providers are any type of organisation specialised in technology transfer or system integration to end users. They can consist of system integrators, research and technology organisations, digital innovation hubs centres, start-ups and SMEs.

On the other hand, end users are expected to be manufacturing SMEs or Mid-Caps (organisations with a staff headcount below 500 employees and a turnover below €100 million).

THE FIRST PHASE OF THE OPEN CALL

During the first phase of the open call, manufacturing SMEs, Mid-Caps and technology providers can apply individually between 1st July 2019 and 31st October 2019 through a simple application form.

10 companies from each category (technology providers and SMEs/Mid-Caps) will be selected to participate in one of 26 local brokerage events taking place at a national level across Europe. In total, 520 companies will be invited to participate in a brokerage event.

Participants will receive €1,000 each to attend a brokerage event and form a consortium with a company with a complementary activity. Consortia will receive support from one of the 26 DIHs that make up the DIH² network to prepare their application for the second stage of the open call. Companies who did not participate in the first stage are able to apply during the second stage but are not entitled to any kind of support in the preparation of their application.

THE SECOND PHASE OF THE OPEN CALL

Applications during the second phase of the open call need to be submitted (by consortia of 2 to 3 members) between 3rd December 2019 and 27th February 2020. 26 applications will be selected to receive a mini-grant of €1,000 to participate in the Jury Day. A panel will evaluate the relevance and feasibility of the consortium partners.

During Jury Day, 13 consortia will be selected as the final beneficiaries of the DIH² programme and will obtain up to €246,000 extra funding plus premium technology transfer services.

ABOUT DIH2

DIH² is a network of 26 European Digital Innovation Hubs (DIHs). Our objective is to grow this network to over 170 DIHs by 2022. Led by Teknologian tutkimuskeskus VTT Oy, the network has a total of 37 European partners.

The ultimate goal of DIH² is to establish a sustainable network of robotics DIHs, endowed with tools and procedures, to facilitate the commercialisation and broad uptake of Agile Production by manufacturing SMEs/Mid-Caps.

DIH² offers a number of benefits:

  • A Common Open Platform Reference Architecture for Agile Production which can be instantiated to serve the needs of any Manufacturing SME by means of selecting and integrating a set of Robotic-based Open Standard Enablers [ROSE-AP].
  • A Technology Transfer Program bringing support to the best-in-class Technology Transfer Experiments.
  • A marketplace as one-stop-shop for SMEs with access to premier-class technical and non-technical services. A Corporate Sponsorship Program to support DIHs in liaising with component and robot suppliers, and system integrators.

This section summarises the characteristics of the open calls under the DIH² project.

DIH² has received funding from the European Commission Horizon 2020 programme under Grant Agreement 824964.

Related links:

The DIH2 Open Call Website

The Guide for Applicants

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