Periodic Reporting for period 1 - SmartHeat (SmartHeat – An eco-innovative solution towards zero-carbon household heating)
Período documentado: 2016-08-01 hasta 2016-12-31
During the feasibility study, SUNTHERM have investigated if the go to marked strategy we have envisioned for our home market, is also feasible for our primary export markets.
We have discussed various routes to market, and identified what we believe to be the most attractive for our company. During this process key partners have been identified, both on the supplier side, and the market side.
In parallel we have searched the IPR of our unique technology, and investigated if we have FTO, and what parts of our technology we can apply for patent protection.
We have discussed various routes to market, and identified what we believe to be the most attractive for our company. During this process key partners have been identified, both on the supplier side, and the market side.
In parallel we have searched the IPR of our unique technology, and investigated if we have FTO, and what parts of our technology we can apply for patent protection.
During the feasibility study, we have interviewed various stakeholders from our primary export market, Germany, as well stakeholders from secondary markets. Together with our coach, we have drilled down on the value proposition for different German costumer segments, and found our niche in the market.
On our home market we have expanded our intelligence on rules and regulations, so that we now have a good view on the go-to-market strategy on the Danish market.
We have found that the infrastructure on heating technology is completely different on our home market, compared to our export markets, and that our go-to-market strategy for this reason also is completely different.
During our coaching sessions we have identified some key elements in our product architecture, that need to be updated to suit our export market requirements.
On our home market we have expanded our intelligence on rules and regulations, so that we now have a good view on the go-to-market strategy on the Danish market.
We have found that the infrastructure on heating technology is completely different on our home market, compared to our export markets, and that our go-to-market strategy for this reason also is completely different.
During our coaching sessions we have identified some key elements in our product architecture, that need to be updated to suit our export market requirements.
For our home market, we’ll be able to introduce a new product and concept for domestic heating that allow housing in rural areas to be heated on similar investment and heating cost, as the widely avaliable district heating in the cities. This will contribute to lower living costs in the rural areas, and helt make it more attractive to live outside the cities.
On our export markets, where a large percentage rely on fossil fuels, we’ll be able to offer a heating solution that has a near zero carbon footprint, at a cost that’s lower than competing technologies.
On our export markets, where a large percentage rely on fossil fuels, we’ll be able to offer a heating solution that has a near zero carbon footprint, at a cost that’s lower than competing technologies.