LATIPP: An innovative cloud based Business management system for SMEs in the HORECA sector

Informazioni relative al progetto

LATIPP

ID dell’accordo di sovvenzione: 719467

DOI

10.3030/719467

Progetto chiuso

Data della firma CE 18 Febbraio 2016

Data di avvio 1 Marzo 2016

Data di completamento 31 Agosto 2016

Finanziato da

• INDUSTRIAL LEADERSHIP - Leadership in enabling and industrial technologies - Information and Communication Technologies (ICT)

Costo totale

€ 71 429,00

Contributo UE

€ 50 000,00

Coordinato da

Naian Software S.L.
Spain

Periodic Reporting for period 1 - LATIPP (LATIPP: An innovative cloud based Business management system for SMEs in the HORECA sector)

Periodo di rendicontazione: 2016-03-01 al 2016-08-31

Sintesi del contesto e degli obiettivi generali del progetto

The enterprises of the HORECA sector experience serious difficulties in managing their often limited resources, which increasing risk of failure. This is especially the case with regards to the sales process for providers and the ordering process for buyers which results in a large overhead to manage. LATIPP is a unique integrated solution designed specifically for the sector SMEs, providing a comprehensive Business management system materialized in a multi device sales point tool for businesses in the HORECA sector, which can be used through their existing IT assets.
LATIPP deploys state-of-the-art ICT, achieving the integration of digital infrastructure, hardware and software, applications and data, and digitalisation of the supply chain in order to maintain and enhance the EU HORECA sector´s competitiveness, by exploiting the exciting new opportunities of cloud computing and SaaS for both producers and consumers.

Lavoro eseguito dall’inizio del progetto fino alla fine del periodo coperto dalla relazione e principali risultati finora ottenuti

The SME Instrument Phase-1 Feasibility Study was focused on market development through conducting a detailed market analysis of the sector, assessing the specific customer segments of our target sector. We were able to segments the market and gain insight as to the specific preferences of each group, therefore informing the product development requirements and our sales position to each. We also focused on a study of building alliances and assessing the partner potential. As a result of the market studies we completely reviewed and modified our initial business model although this did not change any of the initial objectives set out in our proposal. The change in business model was seen as an optimisation of the sales process and listening to customer’s real needs and ‘the situation on the ground’, rather than some preconceived assumptions we had been working from.
The social and environmental assessment proved to be much more valuable than first envisaged as it provided the insight and sensitivity regarding impacts the business would have, leading us to develop a CSR strategy in order to enhance and differentiate our brand and to gain customer loyalty – a dimension previously overlooked due to the focus we put on the technological and commercial aspects.
Finally, the regulatory and IP studies have provided guidance and knowledge on how to proceed forward. As a result of the grant and careful planning we now have a solid implementation plan with financial forecast to present to investors and apply for the phase-2 of the SME Instrument.

We have used various forms of media and opportunities for communication, including dissemination activities achieved through an acceleration programme which helped us with the alliance building studies. This resulted in the European funded project have been mentioned in social media as well as on the national Spanish TV programme for entrepreneurship.

The further plan for the exploitation of results is to consolidate the international business plan so that we can apply for the phase-2 of the SME instrument and some planned investor rounds with business angels. Furthermore, as a priority we have already initiated contact with some of the partners identified in the study so we can progress further and develop the initial contact and hope to build these relationships.

Progressi oltre lo stato dell’arte e potenziale impatto previsto (incluso l’impatto socioeconomico e le implicazioni sociali più ampie del progetto fino ad ora)

Leaving aside the e-commerce, we have two solutions that compete directly with Ornitu, the new brand of the business solution we offer.
The first is HORECAMKT, a solution similar to Ornitu offering a marketplace so that restaurateurs can place orders directly to distributors. It was created around 2010, but due to its poor implementation has fallen into disuse and has practically no market.
The second, although it differs from the vision of Ornitu, is much more interesting, it is Mercachef. It is a Marketplace aimed to distributors at large fresh-food markets as MercaMadrid. They offer a solution for these distributors so they are able to sell their products directly to end customers without any intermediary. Also noteworthy is their sales platform, as previously commented about tudespensa.com they are two solutions created by and for the digital market, making an impact on the quality of their solutions and good work on the web. While these studies were done, it has been observed that this platform has been recalled, so now we do not have a direct competitor in the market.
As a last option, although not competing with Ornitu, we have SoloStocks, this is a Marketplace between suppliers and professionals in any field. Although the idea is the same as that of Ornitu the lack of targeting only to the field of hostelry takes away any possibility in the sector. This is due to the complexity of their platform, which makes it impractical for the everyday use of the restaurateur.
being a young company also offer the agility, strengths and opportunities to differentiate us and overcome the problems by applying clever marketing strategies. For example, using new technologies to create solutions that generate competitive advantages in the sector, with a lower cost is without doubt are unique selling point (USP). It also offers the possibility of make a more flexible company organisation to carry out the objectives in the most effective manner. Being also specifically focused on the HORECA sector provides us with the edge of intimate knowledge of the market segments. Our strategy is to build close and long term quality relationships and emphasise the customer and end-user experience, providing a customised service with agility to manage change, which is something that larger corporations struggle with.

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