Original Equipment, Design &

Manufacture (OEDM)

Creating win-win situations by

doing more with less

Peter Sayer

Mark Illman

Clean-Tech Special

Interest Group

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TABLE OF CONTENTS - AGENDA

Introduction

1

Established

Clean-Tech

2

Disruptive Clean-

Tech

3

Tharsus Intro

5

OEDM

6

Product Case

Study

7

Q&A

8

Capitalising on

Opportunity

4

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INTRODUCTION

“The concept of cleantech embraces a diverse range of

products, services, and processes across industry

verticals that are inherently designed to (a) Provide superior

performance at lower costs, (b) Greatly reduce or eliminate

negative ecological impact, and (c) Improve the productive and

responsible use of natural resources”

Global Cleantech 100: 2013

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Strive not to be a success, but rather to be of value.bears

- Albert Einstein

DOING MORE WITH LESS…

Mark Illman

ITM – HFLAME (HYDROGEN FLAME)

Playing back some good news…

• Two thirds all solar PV capacity worldwide

installed since Jan. 2011…

• Global penetration of LED lighting risen from

1.5% in 2009 to 26% (est) by end of 2014…

• 10% of 5,000 fastest-growing US companies

recognised as cleantech companies…

“The UK has the 2nd highest number

of companies in the Global Cleantech

Top 100”

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CLEAN-TECH - WHERE SOME CREATIVITY IS REQUIRED

“Investors have distinct preferences for

business models that more closely

resemble capital-lighter and faster

to-market models.”

Changes in the way Clean-Tech gets Funded

1. Innovation

2. Market

3. Ability to execute

2013 GLOBAL

CLEAN-TECH REPORT“Energy Efficiency has come of age

and is by far the most represented

innovation category…”

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CLEAN-TECH - ENERGY EFFICIENCY

If every 60 watt incandescent bulb in the US was replaced with the 10 watt Philips LED bulb, the

following savings could be made:

Equivalent of...20 medium sized power stations

20 Million tonnes of

Carbon Emissions

$3.9 Billion

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CLEAN-TECH - ESTABLISHED COMPANY CASE STUDY

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MODERN PRESENTATION TEMPLATE

Keynote

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“Nest is the top rated

North American 2013

Global Cleantech

company for:

- ENTRANT CASE STUDYCLEAN-TECH

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CLEAN-TECH - MICRO EXAMPLE – HERB GARDEN

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Time Taken from Invention to Market DiffusionTracing the Technology evolution…

Percent ownership

Years since product invented

Internet Phone

PC

Automotive

Television

Radio

Airplane

Electricity

VCR

Micro-

wave

Telephone

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CLEAN TECH

From nowhere in just 17 years!

• Jeff Bezos (founder) wanted to “get big fast.”

• 1994 Internet had been growing at the rate of 2,300 % P/A

- 1995 just 16 million people used the Internet….

- 1996 it was 36 million!

• Today 1 out of every 4 humans on the planet are online.

• 2011 Borders (USAs 2nd largest bookshop) bankrupt

• 2012 E-book sales skyrocket.

- From under 1% in 2008 11% by 2010 36% by 2012.

• 2011 Amazon turned over $48 billion in revenue. Cash reserve of

$5 billion. Valued at nearly $100 billion employing 65,000 workers.

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Keynote

Thinking Point

“51 of the 2013 Global Cleantech

100 are new entrants!”

How do cleantech companies gain an ‘organisational’

competitive advantage - When you don’t necessarily

know the endpoint for your technology and can’t (yet)

afford to build a large team of the best people from

every discipline to support you?

Question?

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CLEAN-TECH - RE-VISITING HOW YOU DO BUSINESS

YESTERDAYS APPROACH TODAY’S REALISATION

The best people must all work for us

R&D creates profit only when we invent,

develop and market everything ourselves

If we develop the product ourselves, we

will be the first on the market

Winner is who gets the innovation to the

market first

We will win if we develop most of the ideas

(and select the best of them)

We must have our intellectual property

under control so that our competitors cant

take advantage of it

Not all the best people are working for us

External R&D can create remarkable value

R&D can create profit even if we do not

initialize and perform it ourselves

To develop a better business model is more

important than to be the first in the market

We will win if we make best use of internal

and external resources

We can profit from others using our

intellectual property and co-creating new

intellectual property in the process

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CLEAN-TECH

R&DUser

Research

Suggestion

Schemes

Royalties

In-licensing

Out-licensing

Proprietary Supplier

Delivery Partnership

Co-BrandingSpinout

Alliances

Minority Stake

Joint Venture

Majority Stake

Acquisition

Creative Commons

Open Source

Crowdsourcing

Customer

Feedback

Ideas Competition

Co-operation

Collaboration

Co-Creation

Closed

- RE-VISITING HOW YOU DO BUSINESS

CLEAN-TECH SPECIAL INTEREST GROUP

CREATING WIN-WIN SITUATIONS

BY DOING MORE WITH LESS

ORIGINAL EQUIPMENT

DESIGN & MANUFACTURE

PETER SAYER

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CLEAN TECH - THARSUS

50 YEARS IN THE ENGINEERING INDUSTRY

1964THARSUS

ENGINEERINGREYROLLE SWITCH GEAR,

BT. RAPISCAN, BAE, 3M

2007THARSUS VISION

OEM/ CM+CBS, CLEARCHANNEL 3M,

AKERWADE, PROPELLOR

2012THARSUS GROUP

OEDMSAFETY-KLEEN,

PROPELLOR, WEEDING-

TECH, GE, EKKO WASTE.

2005THARSUS DIRECT

BT 21CN PROJECT

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CLEAN TECH

Collaborative

Approach

Common Focus

The Right

Supply Chain

Creating Win-Win

IP Developed

Belongs to

Customer

Single point of

accountability

Best product in

the right time

Exclusivity is

Critical

Principle Behind OEDM

“A Collaborative approach through

a common focus on end

consumer requirements”

Common belief

in the product

and the people

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CLEAN-TECH - OEDM

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CLEAN-TECH - OEDM CUSTOMERS

OEDM CM

OEDM CM+

Develop to CM+

Established

Business

New Business/

Technology

No Manufacturing

Capability

Manufacturing

Capability

Develop to OEDM

Develop to OEDM

R&D R&D

Service OEM

Post

RevenueFunded

Customer Variations

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CLEAN-TECH - OEDM CUSTOMERS

Development Intro Growth Maturity Decline

Qu

an

tity

Time

Service

R&D

WORKING COLLABORATIVLEY TO CREATE A COMPETITIVE ADVANTAGE

OEDM SUMMARY

DELIVERING WIN-WIN PROJECTS

FASTER, MORE RESPONSIVE

AND CLOSER TO CUSTOMERS

https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/255923/13-810-future-manufacturing-summary-report.pdf

Got a Question

Contact Us? Peter.sayer@tharsus.co.uk

M: 07912 581919

T: 01670 368 000

W: www.tharsus.co.uk

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