In this webinar replay, you'll learn how to accelerate the growth of his innovations without a budget, with advice from Lion's Head of Growth. What are the techniques and mindset "Growth Hacking" to adopt to quickly accelerate the growth of your innovations on a limited budget and in times of crisis? 

Lion is the school of the avant-garde and the Startup ecosystem which transmits the tools, techniques and methods of the most innovative companies. Startups like PayFit, Comet, Alan, Doctolib, Blablacar have notably accelerated their growth thanks to the methods, advice, tools and ecosystem of Lion.
This school emanates from The Family : accelerator for digital start-ups created in 2013 (inspired by the American Y Combinator) and which to date has helped more than 300 Startups to raise more than 100 million euros. The total valuation of startups in The Family's portfolio now exceeds one billion euros.

Before starting, let's remember this principle that in a company in times of crisis, we cut marketing and innovation budgets. Yet those who often do the best are those who pivot their business model. Distributing economically means rethinking your marketing / innovation strategy more nimbly and for this, there has been a proven method for more than 10 years: Growth Hacking.

We will see its definition and its subtleties later. Finally, you will see that the "without budget" remains possible, but it is of course necessary to see this rather as an image, because this strategy ultimately requires few budgets of course, but above all it requires a state of mind, a culture, a desire and above all a team… It is thanks to these components that the magic can operate…

Finally, we are talking about a violent and lasting crisis, but "Post-crisis" can and must be an opportunity to seize to draw Its game. Startups certainly make (even more) the difference to meet the challenges of tomorrow, because our modes of consumption of innovation will change. 

The idea is therefore to take advantage of this period to do a “from scratch” overhaul of our innovation / business strategies. 3 keywords to remember here: resilience, agility and creativity!

SEE THE REPLAY

 

#1 – The fundamentals of an innovation strategy adapted to the crisis

 

Uncertainty and failure are a culture inherent in innovation, but this is rarely the case in a business historically where you have to justify your actions, your expenses and above all seek to maximize profit and short-term profitability. . 

However, commercializing innovation does not necessarily require large budgets. Some companies will start from a customer pain point and attack the big players in the market by responding specifically to this pain point.

Innovation is therefore either to take risks to seek to “disrupt” a state of the art, or to improve its innovations incrementally: the little extra that will sell its innovation ...
Finally, strategic innovation marketing goes through several phases: understanding my client, building his business model, prototyping his offer, confronting it with the market, improving it based on feedback from the field and finally putting his innovation on the market and communicating around his strategy (exploring, structuring, test and drive…). 

However, be careful, this is not a question of strictly applying this type of method or step. You should never lose your intuition and your execution skills! These methods are not absolute truths, you should certainly be inspired by them, because they have been proven, but it is essential to keep this "beginner's luck" and to have a broad and open mind towards all these methods. concepts ...

Talk about now Minimum Viable Prototype : make sure to have an innovation that can be improved but which attracts the market, then finalize this innovation in order to then make it viable and launch it on a large scale, having been the first to do so, at the right time ...

 

#2 – The fundamentals of a successful Growth Hacking strategy

 

As indicated in the introduction, the fundamentals of Growth Hacking are ultimately simple, it is about generate sustainable growth in a short period of time having as skills: creativity, data analysis, coding and business / marketing intelligence. 

Growth Hacking is not a magic formula! Just because you hire a “GH” doesn't mean your growth will explode in no time! If you do not know your customers, if you do not feel the emerging trends in your market, if you do not respond to these issues: this method will be useless in the long term.

Finally, there are different levels of Growth Hacking. For example, if you are booting, you will need a “jack of all trades but expert at nothing” GH. Then, the more you grow, the less this type of profile will serve you because you will have to specialize each of the skills according to your needs via experts in acquisition, retention and all stages of the process. AAARRR framework which we will talk about next.

Finally, Growth Hacking is also related to techniques and methods of manipulation of consumer psychology (see the reference book on the subject "Influence and Manipulation") But again, without your customers understanding what you are doing, enjoying it, and talking about it around them, the hacks will not succeed. Growth Hacking will then only serve to accelerate this appetite.

Let us not forget again the creativity to innovate. We are all creative at different levels but we need 3 desires: to learn new things (for example discover the methods of growth hacking here), be inspired by others (because there is very little absolute creation) and discover, be inspired by things that potentially have nothing to do with the subject you are dealing with.

Finally, today, sometimes, very good innovations do not find their market and conversely, some bad ones are successful ...The famous Product Market Fit is a relatively biased concept because it must also be accompanied by other “Market Fit” (example: model, channel).

There are several ways to test this PMF:

  • If 30% your customers would be very overwhelmed to no longer be able to benefit from your product.
  • Customers who answer 9 and 10 in the satisfaction survey (your “power users”, with whom to co-construct your innovations).
  • Finally, retention: how often do your customers use your innovations over time?

Sure the AAARRR framework, don't forget the Awerness, the reputation of your brand, the value you create and the retention of your users (how to ensure that your customer remains a customer for the longest time…).

Knowing that Growh Hacking is more and more product oriented, this framework can and must be flexible: not necessarily in the classic sense (for example, more and more platforms offer the answer to your needs before asking you to activate your account: from activation to acquisition …).

Some examples of Startups that have grown rapidly and whose testimonials are very inspiring:

  • Alan (make a historic market “sexy”)
  • Swile (tackle a virtual market monopoly)
  • Spendesk (answer a pain point ...)

Finally, in times of crisis, another strategy can greatly inspire you: this is the so-called "Blitzscalling" (materialized by the founder of LinkedIn). 

It is a question of being inspired by a military strategy which consisted of create a small, but very well prepared, equipped, mobile and fit army to launch them against more robust armies heavy, slow and tired mails.

In entrepreneurship and the success of Startup, it is the same thing. For example Uber, without investors would not have been able to find a place so quickly in a tired market… Likewise for Airbnb which launched internationally very quickly to occupy the ground as quickly as possible. These two mastodons have very inspiring stories on this subject because they started only with intuitions and agility then were ultra responsive to very quickly launch lots of innovations and thus impress competitors who are historically well established ...

Scare your competition away by being in constant execution: the art of War and psychological wear and tear!

Here are some resources to better understand this strategy that is Growth Hacking

 

#3 – Use the Right Hacks to Grow Fast

 

There are plenty of examples of hacks (growth hacks). If you google that you will see a lot of it!

This is the very principle of Growth Hacking and innovation: sharing discoveries with the community (going beyond the state of the art) and challenging them in order to constantly discover others, test them and share until these "hacks" fall into disuse because they are overused or because of a reaction from the supplier where this hack worked before ... Go for example on the Growthhacking.fr forum to realize it!

Here is an article which summarizes for example some tools according to your budgets.

Here is another article that gives you some examples of hacks according to your stakes.

Finally, remember that a hack has a very short lifespan. The correct iteration process for these hacks is: analysis, ideation, prioritization and testing. We all have ideas for hacks (especially in times of crisis in our personal lives), however it is important to prioritize them according to the DNA of your company and its challenges. Currently, ICE Scoring is the most efficient way to classify hacks. On a scale of 1 to 10, you classify your hacks according to the I of Impact, the C of Confidence and finally the E of Ease, the ease of implementation.

Honestly, you will have 100 hacks that will fail for one that will work. ButThe best hack is to talk to your customers ! Listen to what they say, what they watch, where they will cultivate themselves before, during and after the possible use of your innovation… Your customers will be very happy to help you!

 

#4 – Confront your innovations with your post-crisis market

 

Be the first to launch your innovations! It is indeed easier said than done but understand that what we mentioned above, namely to launch a perfectible prototype but at the right time, rather than an excellent product at the wrong time ...

Fake it until you make it is the summary of this strategy.

Don't waste time perfecting your innovations if they can meet the needs of your potential first customers and ambassadors. However, be careful: this is not a marketing artifice without any foundation, it is simply a question of going faster than others with an idea, an original concept!

Your market has changed with this crisis, so you have to quickly project yourself like this, it was nothing compared to the worst you could encounter. Anticipate the worst possible scenarios and learn to follow your intuition accordingly, this is where you will be the most innovative! This is how you will make the right decisions and seize the right opportunities.

When you are an entrepreneur you need 3 qualities: courage, consistency and passion ! It is thanks to these 3 qualities that you will be able to innovate correctly and then use Growth Hacking to go faster! No longer be afraid to throw, run and be constant and courageous!

Finally, confronting your innovation with your market in a period of crisis can be done quickly by launching a flash receptivity study to then develop and / or adapt a prototype that meets the current or future needs of your market. Do not hesitate to send the right partners to co-develop your prototypes ...

In conclusion, you can come out a winner from this crisis provided that all of your company's departments are aligned with the same objective. Like a car, money is gasoline, but you have to define a trajectory and that each employee knows how to drive.

Do not forget the DNA of your company, but make it evolve towards Growth, digital and sustainable innovation!

Some principles that will help you get there in the current and future period:

  • Do not believe yourself to be an expert on a subject because everything changes quickly: do not be sure ...
  • Understand the strategies but take the height: keep your creativity ...
  • Do not intellectualize too much, know how to draw among the methods, hacks ...
  • Cultivate the passion for success and the desire to get out: transparency and belonging ...
  • Project yourself in the worst possible scenario: innovate in a sustainable way to survive ...

 

 

This health crisis, which in a few days has become an economic crisis, acts like an electric shock: we must adapt to a change of paradigm in order to think and act differently!

 

It is essential to rethink our way of envisioning the future, of consuming and therefore of interacting with our colleagues and our customers ... In addition, being confined for several weeks calls into question, beyond productive time: our vision of innovation and consumption "useful vs gadget '


While we are being told about
global recession, worse than during the great depression of 1919 and that indeed, this translates into a real drop in our consumption and international trade, there may be an overflow of communications around the news and ultimately not enough concrete actions to support our customers get through this difficult time. 

 

In addition, we tend to act on the short term when thishe type of crisis should be an opportunity to arise and rethink its business and innovation strategy to survive in the face of an increasingly uncertain future.


In this replay of webinar that we animated with Use Design, Design consulting agency Digital, you will discover why this period is an excellent opportunity to challenge our way of creating / producing value.

 

Finally, you will discover in this replay how “resilience” can materialize in your innovation strategy...

SEE THE REPLAY

 

#1 –  Re-prioritize your innovation projects!

 

In such critical situations, we need to be resilient and anticipatory in order not to suffer anymore.

A lot of behaviors are already at work in the way we reinvent ourselves! For example, teleworking and management, the automation of tasks, the acceleration of its digital transformation and especially the adaptation of our business models to the context of crisis ...

But this context also calls into question your innovation projects. Do you have to pause them, re-prioritize them, stop them? 

It is customary to say that innovation, like marketing, is certainly essential but often seen as a cost for the company… The real question to ask is to know how to adapt to customers, competitors and ultimately a market that does not take a break, but who will react differently… This crisis challenges us on many of our fundamentals: it imposes on us a framework and a way of rethinking the creation of value, with fewer budgets, different tools and working methods… Finally, it poses a context that allows us to reconsider innovation!

The first of the re-prioritization is therefore to imagine these projects within the framework of what this crisis imposes, with the means and teams available: therefore to re-prioritize them and test them faster ... But innovation holds especially Leadership: if you, the manager, the CODIR do not concretely embody change, the desire to change the rules of your market and reposition its post-crisis strategy, your ambitions will lead to little ...

#2 - Pget ahead of your competition!

 

This period should allow you to get ahead and observe your competitors differently!

Will the art of pivoting or adapting your business be able to materialize in your company?

The current situation provides a framework that allows us to (even more) empathize with our market, because we all live the same… Nevertheless, how can we adapt the flexibility we have in our personal life, to our professional challenges?

The theoretical recommendation would be to say that we must act on the 12 fundamental axes of innovation and not to imagine that it is a question of innovating on just one of them (ex: my shop is closed, I am launching my sale online.). All these fundamental axes of innovation must be adapted: value chain, management methods… but here, in a much faster and more agile way!

Why not carry out a (flash) diagnosis of your innovation strategy, to identify if your corporate strategy is aligned with internal resources, between ideal and reality, what are the inhibitors that slow down your growth and, on the contrary, the axes on which to capitalize to accelerate it ...

Often, we go head-to-head with very technological innovations when it is essential, even in BtoB, to understand the end customer, via receptivity studies for example.

Some examples of companies that are adapting and are ahead of their current competitors:

  • Get out of the constraints of your point of sale: Evo Entertainment
  • Deliver your service for a home experience: Escape Mail
  • A Youtube channel to replace you: Joe wicks
  • Review your basket with local products: The SnapBar
  • Sell in Kit to give a helping hand to your customers: Shake Shack
  • Keep your production line to target useful products: New Balance

 

#3 - Ccreate more value with less budget!

This crisis which imposes a context of frugality on you : it is an opportunity to seize to gain in agility!

Should a good innovation strategy translate into massive investments in R&D?  Not necessarily, given the number of “huge” projects in terms of R&D budgets which, once put on the market, disappoint, either because they arrive too early or too late in relation to market appetite.

Innovation can also be seen as a luxury that we cannot afford. However, frugal innovation ("Les is the new more"), based on agility, speed and affordability is being adopted more and more, even by large groups. Indeed, classic R&D management (based on large R&D budgets, rigid processes, very scientific R&D (based on the TRL scale) and a tax system built to serve this type of management ...) finds its limits in this type of situation that is the innovation in times of crisis.

Finally, open and distributed innovation, different from open innovation as we know it or imagine it is also an opportunity to be seized. The perfect example being the Decathlon diving mask which was adapted by an Italian doctor via a consulting firm and Direct Decathlon which in the end stopped marketing to the general public to offer it to hospitals. It is therefore an example of frugal, open, distributed and united innovation ...

Another example : the consortium set up by Air Liquide, Valeo and PSA who to take a concrete part in this national effort have rethought their business model very quickly to achieve a target. 

What if this disruption continues and completely disrupts the way you create value? What if you could take the opportunity to follow your example and do things differently or better than before and ultimately last?

 

#4 - Sboost the creative confidence of your employees!

 

Everything is based on the culture and DNA of your company. Agility is not just a method or tools, it is a state of mind. If you as a collaborator are convinced, but your management is not, nothing will work well.

Furthermore, often in business, we are for change, as long as it does not impact our little work habits… How, as a manager, as a business leader, to deal with this and how to attract talents who wish to join a global business project and not simply a “food job”? However, innovation is synonymous with change and to be effective, it must be an integral part of your company's culture, at all levels!

To be innovative, you must already have confidence in the creative capacity of your teams and in the future of your business model.

Each of us can (and must) be creative, have innovative ideas or suggestions to positively challenge the decisions made by operational departments.

 

#5 - UUse Design Thinking to get out of the crisis!

 

How can design thinking help innovate and get out of the crisis? We have tools to help us think differently and positively. Once we have mastered them, in particular creative thinking and design: it is about understanding how to respond to the problems of our customers, identify them, frame them and propose a multitude of adapted solutions that we will then prioritize.

If we want to be even more futuristic, we can go from “how could you…” related to Design Thinking to “what if tomorrow…” related to Design Fiction.

 

Design thinking is not just a utopian vision of responding to customer needs, it is also how we can continue to create value over time.

With the lever of empathy, Design Thinking will allow you to adapt to the way your customers use or not your products and services in the face of a period of crisis. If they can't buy your products anymore, how do you offer a different approach to keep them loyal to you?

Finally, test, iterate and rethink your business model in a resilient way and don't forget to deliver!

The projects where design thinking is used are often long. In the current situation, it is interesting to reduce these thinking times as much as possible in order to iterate and prototype in a very agile and rapid way. For it, the implementation of a 5-day design sprint is a great solution.

 

Webinar REPLAY C3S COSMA

Replay C3S Webinar “Take action before May 15 on the amount of your C3S”

#1 - Context and fields of application

The Social Contribution of Solidarity of Companies (C3S) has existed since 1970. Today, it represents more than 20,000 taxpayers for almost 3.8 billion budget in 2018.

In what context was it created and how has it evolved?

Which companies does it concern?

 

#2 - Calculation and assessment

The rate is a single contribution of 0.16% of turnover, but what do we mean by this concept of turnover? It is therefore necessary to provide some clarification.

 

#3 - Vigilance points and reporting formalities

Among the various C3S base deductions, you will find the specific base for opaque intermediaries, transactions from one foreign country to another, the transfer of intra-community stocks but also the disposal of fixed assets.

It should also be noted that there are various reporting formalities to be observed for companies liable for this contribution.

 

 

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replay

Impact of the Coronavirus on your business: Pragmatic advice from public accountants and innovation finance consultancy to manage this period.

A few weeks after the start of the crisis, what strategy (s) to put in place between the effects of announcements and concrete solutions to get you out of it?

Some advertisements are transformed into prescriptions: how to profit from them?

The accounting firms TGS, ACC and innovation consulting GAC Group joined forces during a webinar to provide you with concrete and additional information on the financing solutions currently available to you.

5 key points were discussed during this webinar :
- Customers / suppliers / employees: how to manage the situation?
- Bank / URSSAF: what can they do for you?
- CIR (and CII / JEI): subtleties of accelerated reimbursements
- Government: what about the guaranteed cash loan, tax breaks…?
- Bpifrance: what do the different loans on offer involve?

#1 – Customers / suppliers / employees: how to manage situation?

 

 

Customers relationship

  • Maintain the link : when activity picks up again, all your competitors will want to make up for lost time and your customers will be over-used.
  • Review your sales / marketing & innovation strategy : your client will have changed after this crisis. Take the opportunity to personalize your customer relationship and make it more human
  • In the event of contract cancellation or renegotiation : Short term ! Anticipate a recovery
  • In the event of late or non-payment of invoices : Negotiate deadlines but don't stop settlements

Supplier relationship

  • Donors : negotiate with them (no legal obligation foreseen) a temporary rent suspension
  • Various suppliers (energy…): contact them to postpone the next installments (or your bank to reject direct debits if applicable).
  • Social and / or tax deadlines (URSSAF, taxes): Ask for the postponement!

Creation of a crisis unit relating to payment terms:

Led by the Business Mediator, the Payment Deadlines Monitoring Committee can intervene at 3 different levels:

  • First of all, and this is its initial vocation: it mediates between the stakeholders
  • Then, when mediation does not work: the Committee can resort to “Name and Shame”, that is to say it makes public the names of the large groups blocking their payments.
  • Bruno LE MAIRE also announced that bank guarantees could not be granted to companies not paying their suppliers.

 Sources of optimization / risks exist following the many changes since 2018 (Fillon, Versement Transport, AGEFIPH contribution, establishment of the DSN, etc.)

Social and Solidarity Contribution of Societies :

  • The deadline to declare the C3S 2020 is still set for May 15
  • Sources of savings may exist on the calculation of C3S 2017 to 2019
  • If this is the case, it is possible to integrate them during the C3S 2020 declaration on May 15.
  • After May 15, we will no longer be able to come back to the C3S 2017 ...

Employee relations

Management of partial unemployment (03/31: 3.6 million employees / 400,000 establishments / 11 billion euros)

  • You now have 30 days to make your request, with retroactive effect.
  • The Labor Inspectorate will carry out checks once the crisis is over 

Management of paid leave

You have the right to impose holidays on your employees (ordinance of March 25, 2020)

  • Provided that this is provided for by a company or branch agreement
  • Within the limit of 6 days,
  • RTT management: You have the right to impose RTT on your employees (by referring to the agreements in force)

Home office management

  • 30% of employees feel they are working longer than usual
  • Take advantage of it to improve "creative" productivity

#2 – Banks: what can they do for you?

  • Ask him for a cash loan: the money can be loaned at the rate of 0.25% the first year, guaranteed at 90% by the BPI.
  • Ask him for an immediate postponement of current credit maturities over 6 months: as far as possible a postponement of the payment of interest as well.
  • Ask him for an immediate postponement of current leasing deadlines: vehicles, equipment, real estate, etc.

#3 – CIR (Aid, Grants and Calls for Projects): subtleties of accelerated reimbursements

The administration committed on Friday March 13, 2020 to speed up debt repayment procedures. You can request the reimbursement of your 2019 CIR by filing Cerfa 2069a and 2573 before filing the tax package

All the rules remain unchanged : only SME declarants "in the community sense" can claim it and only the excess part of the corporate tax is refundable. As for “non-SMEs”: they can (as they are already allowed), request the reimbursement of their previous receivables of more than 3 years, in particular those relating to the CIR 2016.

If the Business Tax Services (SIE) organize themselves to speed up the processing of all these requests, it is not excluded that the technical and financial supporting file is required.

The acceptance of a refund request does not guarantee the absence of a subsequent tax audit, possible from the start of the September school year.

In the case of a first request for accreditation: until April 15, 2020 If renewal request: between September 1 and November 30 of the last year covered by the previous accreditation.

National, regional and local aid is also available!

Examples:

  • Auvergne Rhône Alpes: Emergency aid fund of up to € 100m for businesses
  • Ile de France: Guarantee of cash loans for VSEs and SMEs up to 90 %
  • Occitanie: Solidarity fund for companies with less than 10 employees of € 25m
  • PACA: National Solidarity Fund of the State of € 18m

Finally, Calls for Projects are also set up : There are plenty of them in France, Europe and internationally and there are many subtleties.

Example:

Ministry of the Armed Forces (Defense Innovation Agency)

This call for projects focuses on the search for innovative solutions: organizational, managerial, technological or even industrial, directly mobilizable in order to: protect, test the population, relieve patient care, monitor the evolution of the pandemic, or even , limit the constraints of confinement.

Budget: 10 million euros (for one or more projects)

Deadline: April 12, 2020

 

#4 - Government: what about the guaranteed cash loan, tax rebates…?

Special attention given to the Startup :

  • 80 million euros, financed by the Investments for the Future Program (PIA) and managed by Bpifrance, for the financing of bridges between two fundraising;
  • State-guaranteed cash loans (up to twice the France 2019 payroll, or up to 25 % of annual turnover);
  • An accelerated reimbursement of corporate tax credits that can be returned in 2020, including the research tax credit (CIR) for the year 2019 (we discuss the terms in our news of March 16), and VAT credits;
  • Accelerated payment of PIA innovation aid already allocated but not yet paid (estimated amount of 250 million euros).

Concerning the bank guarantee of 300 billion euros :

The companies concerned thus have until 12/31/2020, to request from their banking establishment a loan guaranteed by the State to support their cash flow.

This loan must meet the following conditions:

  • Represent only a maximum of 3 months of 2019 turnover, or two years of payroll for innovative companies or companies created since January 1, 2019
  • No refund will be required for the first year
  • Amortization of the loan over a maximum period of 5 years
  • Until next December 31, you can ask your usual bank for a loan guaranteed by the State to support your cash flow.
  • This loan can represent up to 3 months of 2019 turnover, or two years of payroll for innovative companies or companies created since January 1, 2019.
  • No repayment will be required for the first year: the company may choose to amortize the loan over a maximum period of five years.

 Regarding tax rebates : You can apply to the public accountant for a settlement plan in order to spread or postpone the payment of your tax debt. If these difficulties cannot be solved by such a plan, you can request, in the most difficult situations, a remission of direct taxes (tax on profits, territorial economic contribution, for example).

 

#5 – Bpifrance: what do the different loans on offer involve?

  • Guarantee of 90% instead of 50% with the Banks, if the loan granted is for 3 to 7 years
  • 90% guarantee of overdrafts if the bank confirms the overdraft over 12 to 18 months
  • An unsecured Asset loan can be granted over 3 to 5 years for VSEs, SMEs and ETIs from 10,000 to 5 million euros for SMEs and several tens of millions of euros for ETI, with a significant deferred repayment
  • A cash support loan can be granted (without collateral and without security of assets).
  • A Rebond loan can be granted in partnership with the Regions, from 10,000 to 300,000 € and subsidized over 7 years (with 2 years of deferred repayment)
  • The mobilization of invoices on public and private markets can be carried out with the addition of a cash credit of 30% of the volume mobilized.

 

 

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Replay Webinar AT Advance, module for managing your claims 

#1 - Features of AT Advance

ATAdvance is a management module that allows you to digitize and optimize all your management of occupational risks and occupational diseases by analyzing your claims experience and its evolution in order to refine prevention actions.

What needs does the tool meet and how does the platform work?

 

#2 - Declare a claim on AT Advance

This module also allows:

  • To gain serenity and free up time
  • Better management and better control of your AT / MP
  • To have a global vision of your claims experience
  • To make the right decisions

 

#3 - Questions Answers

Finally, you will find many answers to the questions asked beforehand about the tool.

 

 

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Replay C3S

Replay Webinar C3S “Increase your resources by analyzing your C3S”

#1 - Context and fields of application

The Social Contribution of Solidarity of Companies (C3S) has existed since 1970. Today, it represents more than 20,000 taxpayers for almost 3.8 billion budget in 2018.

In what context was it created and how has it evolved?

Which companies does it concern?

 

#2 - Calculation and assessment

The rate is a single contribution of 0.16% of turnover, but what do we mean by this concept of turnover? A few clarifications should be made.

 

#3 - Vigilance points and reporting formalities

Among the various C3S base deductions, you will find the specific base for opaque intermediaries, transactions from one foreign country to another, the transfer of intra-community stocks and the disposal of fixed assets.

It should also be noted that there are various reporting formalities to be observed for companies liable for this contribution.

 

 

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Decryption of the 2019 CIR Guide from the French Ministry of Research & expert opinion: how to declare calmly in the face of new tax administration requirements?

 

  1. The subtleties of the 2019 CIR Guide
  2. Declare according to the new MESRI requirements
  3. Dealing with new controls

 

#1 - CIR Guide 2019, are we moving from an incentive to restrictive device?

In this webinar, 2 experts will discuss the evolution of the MESRI CIR GUIDE 2019: Christian ORFILA, former CIR manager at MESRI for 25 years, with one of our Innovation Mission Director. They'll give you unfiltered tips and advice on upcoming trends on how to report.

Concretely, are we moving from an incentive to a restrictive device?

 

#2 - CIR Guide 2019, operating costs

Initially, the 2019 guide indicated that operating expenses were fixed at a flat rate of 43% from the 2019 financial year. During an update, on January 15, 2020, the guide is indeed based on the finance law for 2020 indicating that operating expenses are set at 43% from fiscal year 2020.

The impact would thus represent an average reduction of 4% in the tax credit usually granted by the reporting entity. What about the “sanctuary” of the device and a “pro-company” perspective vs. only tax?

 

 

#3 - CIR Guide 2019, subcontracting

Specialty subcontracting: It is recalled that subcontracting, to be eligible for the CIR, must meet a need for specific and high technical skills, which the ordering party does not have.

Capacity subcontracting: This subcontracting situation is not eligible for the CIR, because the subcontractor is then considered as a simple performer of an operation defined by the principal.

In addition to this distinction, companies will have to be extra vigilant because of the new finance law for 2020 which establishes a framework for cascading subcontracting.

Make sure from the start that the partnership is contractually "healthy" (Intellectual Property, nature of the work and deliverables)

Declare the amount of the received / expected envelope!

 

 

#4 - CIR Guide 2019, the technical file

The MESRI added in an "express" way, the expected for the constitution of the supporting file of the CIR.

The details provided concern the scientific approach, R&D indicators and eligible expenditure.

It is advisable to make sure to have a compliant and exhaustive technical file in order to limit a possible questioning by the administration

Structuring and "academic" organization expected (team organization, R & D planning, etc.)

More details and subtleties on the methodology used (operation vs project)

 

 

 

#5 - CIR Guide 2019, non-retroactivity of the 2018 supporting file (and CIR insurance)

This mention has no legal value: legally, a text is not retroactive, unless expressly indicated in the law.

It may nonetheless constitute an argument in the context of requests for information sent and in respect of which, the supporting documentation provided complies with the criteria of the file updated in 2018.

Concretely, the expert risks relying on this operating mode on your CIR declarations prior to 2018

Remain extremely vigilant on how to present your files

Anticipate additional requests that could be made (failing to rewrite your files according to this directive)

 

 

#6 - CIR Guide 2019, rescript, enlarged vs rolling

 

 

#7 - CIR Guide 2019, take the opportunity to diagnose your entire strategy!

The justification of CIR amounts and responses to AAP represent an opportunity for:  

 Structure your R&D approach
 Acquire good practices in terms of organization / capitalization of innovative activity
 Encourage taking a step back, to get out of your context
 Use the new knowledge and skills acquired during the projects

To assess your capacity to innovate, the efficiency of your organization and your processes, carry out "real" innovation diagnostics.

 

 

 

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REPLAY WEBINAR H2020

Do you want to develop a research or innovation project at European level? Are you lost in the complexity of the devices? You do not know where to start ?

This webinar is made to enlighten you thanks to the advice of:

  • Isabelle Dupret (Research and Innovation Director of Segula Technologies / Independent expert at the European Commission)
  • Jérôme Billé (PCNPME H2020 / General Delegate of France Innovation & ASRC)
  • Antoine Verrier (Consultant European Aid & Subsidies at GAC Group)

 

It will allow you to discover:

  • European funding opportunities dedicated to research and innovation projects: in all sectors of activity and for all project leaders (SMEs, large companies, research centers, universities, etc.).
  • the main European funding (SME / Accelerator Instrument, Fast Track to Innovation, Marie Sklodowska-Curie Actions, etc.)
  • pragmatic feedback according to 3 expert profiles (setting up, coordination and support of European projects).

#1 - Panorama of European funding available to you

Among the multitude of European programs available, we have focused here on the two main ones (those which emanate directly from the commission):

  • Top Down: Horizon 2020 (2014 - 2020) and Horizon Europe (2021 - 2027)
  • Bottom Up: Eureka

We will also detail you during this part the subtleties to know to claim these aids / subsidies as well as the way in which you could cumulate Research Tax Credit and European Aid for Innovation

 

#2 - Focus on the EIC Accelerator Pilot (new “PME Phase 2 instrument”)

In this part, we will explain to you the new program "SME Phase 2 instrument" which is now called "EIC Accelerator Pilot" (EIC).

In the new Horizon Europe 2021/2027 program, we have this EIC accelerator with a new dimension, equity! The commission can therefore intervene, in addition to the subsidy, on the shareholding of your company.

The ambition of the EIC is to transform your company into a “champion” without distinction of subject: you cannot be off subject!

 

 

#3 - European aid for innovation, feedback from Segula Technologies

As Innovation & Research Director for a Key Account and as an expert with the commission, Isabelle Dupret does us the honor of giving us her pragmatic advice for getting involved in a European collaborative project as well as the pitfalls avoid before considering it.

The general idea is that when we realize that we need to consider a large-scale, risky, or even “disruptive” project, it is a question here of being able to pool know-how while benefiting from a financial assistance to carry out this project (grants which can reach 100% of project costs…).

 

 

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GAC Group supports SEGULA TECHNOLOGIES  (global engineering group in the fields of automotive, aeronautics, rail, naval and energy) in its securing and optimization of demand for Research Tax Credit (CIR).

Discover the testimony ofIsabelle Dupret : Research & Innovation Director on the innovation management methods adopted by this world engineering leader placing innovation at the heart of its strategy.

Some key figures : presence in 30 countries with 140 sites and 12,000 employees. 

 

Could you summarize Segula Technologies in a few words?

SEGULA Technologies is a global engineering group working with all major industrial players in the automotive and industrial vehicles, aeronautics, rail, naval and energy sectors.

We intervene at every stage of the industrial process, whether it is product design, design of industrial facilities, cross-functional expertise or production and services.

We support our customers throughout the entire life cycle of their products: preliminary design study, functional design, detailed design of the product and the manufacturing process, tooling design, serial life, etc.

With in-depth expertise in its various fields of activity and mastery of transversal activities such as Project Management or Quality, the SEGULA group today offers its customers, all sectors combined, turnkey services. .

As a leading engineer, SEGULA Technologies places Research and Innovation at the heart of its strategy.

It is by anticipating the changes that will make the world of tomorrow and by making significant human investments in the management of more than 200 large-scale projects each year in France that the Group maintains a very high level of skills.

We are working, for example, on autonomous car concepts but also on the use cases of autonomous vehicles, while integrating factors such as the environment (via weight reduction or motorization) or safety. In fact, there are few areas that allow the convergence of so many key technologies (connectivity, renewable energies, artificial intelligence, etc.). This observation opens up an unequaled technological field of investigation and exciting challenges to create, together, the future of mobility!

How do you manage the management of your innovative projects?

Our entire R&I approach is based on the most open innovation possible.

The basis of this approach lies in a simple equation, according to which 1 + 1 is much greater than 2. It is therefore the multiplication of the advantages brought by the pooling of internal and external know-how which makes all the wealth of this approach. By stimulating the imagination of engineers collectively, by developing projects around concrete issues, and by making new innovations bear fruit, open innovation makes it possible to provide the market with a coherent response to its expectations, and a return on investment much faster while sharing the costs and risks.

The means implemented by SEGULA are combined: we mainly carry out R&I projects on our own funds, to which is added around thirty theses partially supported by state aid.

This high number of theses propelled us in 2019, in the top 30 of companies benefiting from ANRT aid. Finally, around ten collaborative projects are underway which benefit from regional, national, transnational and European grants. We work with many partners (start-ups, schools, laboratories) but also increasingly by co-developing with our customers.

In parallel, SEGULA created its own incubator with promising (or promising?) start-ups.

This approach represents for SEGULA a formidable opportunity to enrich the value of the proposals submitted to its clients and profoundly modifies the inter-organizational relations: these are no longer based on competition but on a triply winning contract (“win-win- win "):

  • From the point of view of the start-up, SEGULA promotes market access through its client portfolio and its reputation;
  • SEGULA benefits from the added value brought by the start-up in terms of disruptive technology;
  • And the customer benefits from a much more efficient solution (SEGULA solution plus that of the start-up)

And thanks to its agencies around the world, SEGULA is increasing its watch among territorial innovation ecosystems tenfold and has identified some very fine nuggets in the United States, Israel and Slovakia.

SEGULA is also involved in the Focus Industry 4.0 program, organized by the Hardware Plant IO accelerator in partnership with the Arts et Métiers accelerator.

The program is presented as a facilitator of projects to experiment with innovative solutions carried by start-ups and carried out within large industrial groups. Among the industrial partners of the program present alongside SEGULA Technologies are Festo, Naval Group, Plastic Omnium, Schneider Electric, SIAé and Staübli. After a face-to-face meeting with 12 start-ups, SEGULA for its part selected 4 start-ups with which it undertook to identify use cases internally or with its customers to test their solution.

The concept of collaborative innovation has also been reflected in the organization, for several years now, of a major challenge in partnership with Renault and around ten major engineering schools: the "Twizy Contest". This challenge aims to imagine the future of mobility. This year, the scope of the challenge has been extended internationally to include Brazil, Romania, Russia, Korea and Turkey, in addition to France. The grand international final took place on October 4, 2019 in Paris. The winning ideas are inspiring for the organizing partners and the competition allows SEGULA to identify potential future collaborators as well as to make us known to them.

In parallel and internally, this year we organized a competition of ideas among the 12,000 employees of the Group : “DisrUPt 2030”.

This competition of ideas, designed to bring out high-potential ideas around 4 themes, i.e. mobility, health, energy and the factory in 10 years, offers employees the opportunity to get involved in the group strategy by submitting innovative ideas likely, for those selected, to trigger development projects supported by general management. Beyond rewarding the ideas of the winners, the competition also aims to strengthen the spirit of belonging while fostering the entrepreneurial spirit. The future will tell us if the SEGULA Group will have allowed certain ingenious engineers to create their own business.

The R&I of SEGULA Technologies is therefore a true "new business factory" : it makes it possible to test new activities which, if they are conclusive, are intended to become new activities for the group. In this sense, SEGULA is an innovation accelerator.

For you, what are the key success factors, the limits and the pitfalls to avoid when you want to embark on innovative projects?

In an innovation strategy, it is essential to engage all employees. The innovation process must be part of the company's strategy.

It is important to have a doubly open mind:

  • open in the sense of "listening". Listening to the market, listening to customers, their expectations, whether they are explicit or not, ... and listening to all ideas that could meet them.

 

  • also open to others, in the sense that we should not be afraid to seek other sources of skills, including outside from start-ups, schools or laboratories. This is the principle of Open Innovation.

To summarize, you have to give meaning, that is to say, give employees the information on “why we do it”; and to give meaning, that is to say to specify towards which objectives one wishes to go, how one will go there, according to which approach and with which methodology.

The pitfalls to avoid would be:

 

  • To accept, or worse to encourage, inertia on the basis that we don't know how to do it, that we don't have the time to do it, or that we don't have the skills to do it. The World is not waiting for us to move forward.

 

  • To decorrelate research topics from the actual needs of customers and users

 

  • To minimize the return on investment in terms of brand awareness and in terms of customer confidence: the innovation developed within SEGULA illustrates our know-how and testifies to our skills!

Georges-Bernard Shaw, an Irish playwright, said “In life, there are two categories of people: those who look at the world as it is, and wonder why. And those who imagine the world as it could be, and who say to themselves: why not? ".

 

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Replay Control of the DSN, an opportunity for companies to seize

#1 - DSN: context and challenges

As you know, the DSN (nominative social declaration) has replaced the majority of social declarations since January 2017 and aims to simplify these declarations by: 

  • Reducing the margin of error at the declarative level
  • Reducing the declarative workload

What are the declarations to include? What is the circuit of the DSN? What points of vigilance should be checked before transmitting the DSN? And finally, what are the risks for your business?

#2 - DSN: new features for 2020

From January 1, 2020, your DSNs must be correctly configured to gradually integrate AGEFIPH data so that the contribution is dematerialized from 2021. What are the settings to be made? 

#3 - DSN BI demonstration

GAC supports you in the HR management of your company thanks to a Business Intelligence tool (using DSN files) which provides you with pre-filled reports, HR dashboards (more than 100 indicators available) to allow you to meet legal obligations.

 

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