Corporate

FMCG Retail Industry Services

Loop is a strategic consultancy focused on the services, products and consumables developed or manufactured by its clients; elevating performance to the business model.

Corporate

FMCG Retail Industry Services

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Capital Goods Industry

We productionize technology and give it value.

We def ine strategies “from the technology to the business model”.

We expand technology’s scope of action and give it new uses.

We establish servitization strategies within digital environments.

We structure business models that naturalize and monetize data management and Industry 4.0 strategies.

We integrate the corporate strategy with the product design and development strategies.

We develop and implement business models based on additive manufacturing.

We maximize knowledge: we export exceptional knowledge and acquire disruptive knowledge.

Consumer Goods Industry

We def ine new business models based on consumer goods.

We establish policies to maximize the sales lead through the exploitation of product, service and consumable.

We maximize and develop strategic product plans aligned with the company’s strategy.

We develop and implement brand strategies. We develop categories and the SKUs of the products within them.

We define user experiences and monitor commercial life through strategic data analysis.

Med/Bio Tech Industry

We create business models based on technological innovation: from the technology to the market.

We ensure that investment policies are effective by managing the investment based on value units (technologies, market and product).

We accelerate opportunities comprehensively, managing the ecosystem holistically: investment, innovation, technology, business model, industrialization, etc.

We develop “turnkey” solutions complementary to scientif ic developments.

INDUSTRY

WE ARE EXPERTS I N I N D U S T R Y S T R U C T U R E O F L O O P ’ S I N D U S T R Y V E R T I C A L

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CAFK N O W L E D G E M A N A G E M E N T : N E W B U S I N E S S U N I T S

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But the mobility business requires manufacturers to have not only advanced technology, but also a number of services that optimize the use of these large mobility infrastructures.

ChallengeLeverage CAF’s exceptional knowledge to generate new business units for products and services. Accelerate the exploitation of new opportunities to acquire cutting-edge knowledge in the market.

SolutionGeneration of new business units and maximization of existing ones related to: Additive manufacturing, predictive maintenance of rolling systems and infrastructures, remote maintenance, digitalization, intermodality, etc.

www.caf.net

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COMEXIM AX I M I Z AT I O N O F T H E O P P O R T U N I T Y S PA C E

In recent years, FMCG companies have demanded sophisticated responses to accelerate processes and create new customized packaging solutions for their products. Due to this complex situation, suppliers are diversifying their ranges with solutions that go beyond their comfort zone and traditional technologies.

In this context, Comexi Group (a global supplier of machinery solutions for the flexible packaging market) asked Loop to def ine a strategy to transform its role as a flexographic printing specialist and turn it into a key player in the packaging industry.

ChallengeCreate a new competition space for Comexi, building its position as a strategic player in the FMCG packaging world.

SolutionDefinition of a commercial proposition that integrates all the flexographic printing technologies, creating direct lines of communication with brand owners. For this purpose, we designed a range of services associated with industrial equipment and packaging; we helped the company to redef ine its internal procedures; and we def ined a new image at the product and user interface levels.

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www.comexi.com

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GIRBAUS E R V I T I Z AT I O N M O D E L

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S Girbau is a family business that has established itself as one of the world’s leading manufacturers of equipment for washing, drying and ironing textiles, regardless of the scope or sector of activity. Using its digital platform, which collects and monitors data f rom its fleet of machines, as the starting point, the client asked Loop to def ine a strategy and business plan to capitalize on the business opportunities allowed by the extracted data.

ChallengeDef ine new business opportunities based on the digital platform that monitors the status and operation of its current fleet of machines.

SolutionDef inition of the strategy and business plan for new solutions and services, which we based on the connectivity of the fleet of machines, establishing sales packages according to the market segment and making this platform more valuable to the client.

www.girbau.es

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GRUPO DANOBATD I G I TA L I Z AT I O N - S E R V I T I Z AT I O N

Danobat is Spain’s largest machine-tool manufacturer and one of the most important companies in the capital goods industry, a sector in which knowledge becomes tangible in machines and sales are based on the business model.

ChallengeHarness the potential of digitalization to structure Danobat’s services area with the goal of generating a new business unit that goes beyond the product and monetizes the company’s knowledge.

SolutionDef inition of the processes and necessary tools to operate f ive different service programs. These programs range f rom overall machine life-cycle management to optimization programs; they also include start-up, f inancing and turnkey projects.

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www.danobatgroup.com

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METALQUIMIAQ D S : F R O M T H E T E C H N O L O G Y T O T H E B U S I N E S S M O D E L

In the food sector, although cost is a very sensitive factor, companies are investing in capital goods that transcend the today’s state-of-the-art technology to generate new product categories and new moments of consumption.

In this context, Metalquimia (a machinery and cutting-edge technology company serving the meat industry) asked Loop to def ine a strategy for its market approach with the QDS curing system which is capable of drying meat in 30 minutes, compared to the traditional process that takes three months.

ChallengeStrategically def ine the QDS opportunity in terms of the value proposition, target clients and sales channels.

SolutionThe “digitalization of curing” as the maximum expression of the opportunity, positioning this technology as a key tool for value creation through new product categories, and at the same time, as the entry point to the meat sector for non-traditional players.

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www.es.metalquimia.com

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ADELTES PA C E F O R D I V E R S I F I C AT I O N

Adelte designs, manufactures and supplies innovative engineering solutions and services for airports and seaports around the world. Specif ically, it was the creator of glass boarding bridges, our f irst and last point of contact with any city we visit. However, generalization and standardization have trivialized this product, almost reaching the limit of sales by weight of steel.

In this context, Adelte needs to revise its business model to position itself in a new value space.

ChallengeStructure Adelte’s area of opportunity by def ining new business models, products, and above all, services that leverage its assets: knowledge and legitimacy in the market.

SolutionDef inition of a three-part solution: f irst, add value to the product based on its advantageous position; second, create a pay-per-use business model specif ically for seaports; and f inally, foster the use of internal knowledge to create optimization and after-sales services.

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www.adelte.com

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PASABAND E V E L O P I N G T H E A R E A O F O P P O R T U N I T Y

A service company in the paper industry, Pasaban operated since 1928 as a specialist at a specif ic point of the value chain and associated exclusively with the major paper manufacturers. In this position, it acquired great knowledge of paper cutting, but in a very limited commercial context, and it was exposed to the appearance of new competitors.

ChallengeExpand the company’s commercial range, leveraging its position, experience and knowledge to serve other sectors of the paper industry and broadening its offer beyond machinery.

SolutionDef inition of a new commercial offer based on Pasaban’s acquired experience in the paper industry that delivers new equipment for sectors associated with the further handling of paper (such as publishing, packaging or paper money) and a range of high-added-value services that exploit the fleet of installed machines, expanding the future offer.

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www.pasaban.com

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MONDRAGON CORPORATION C O R P O R AT E D I V E R S I F I C AT I O N M O D E L

Mondragon Corporation is one of the world’s largest cooperatives, made up of 261 companies, the majority in the industrial sector and with turnover of 12 billion euros.

In view of its complex structure, the Corporation asked Loop to help its industrial companies to adopt a joint innovation and diversif ication model.

ChallengeCreation of a systemic structure for diversif ication and innovation focused on the Corporation’s companies, with the goal of fostering new business models through cooperation with internal and external companies.

SolutionDevelopment of a pipeline of opportunities for diversif ication, with new business models based on the existing knowledge identif ied in each cooperative, the strategic needs and the overlap with new industrial trends. Overall, the goal was to encourage said opportunities with companies outside of the Corporation. For this purpose, governance was created to manage and identify the opportunities, allowing them to be developed and accelerated.

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www.mondragon-corporation.com

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ZANINI AUTO GRUPI N C R E A S I N G T H E VA L U E O F T H E PA R T

More than 40 years ago, the companies in the auto supply sector created the rules of the game, which, on the one hand, pursue excellence, but on the other, limit their ability to grow aside from increasing business in the sector and developing more sophisticated products. In this context, Zanini (a company that manufactures parts for the global sector) asked Loop to help maximize its position as a Tier1 multinational, leveraging its capacity for technological development to supply higher-value parts, thus increasing its share in higher segments.

ChallengeExpand Zanini Auto Group’s business in the automotive sector with higher-value solutions that fully exploit the company’s technological capabilities, redef ining Zanini’s position with its clients and signif icantly increasing turnover.

SolutionRedefinition and expansion of Zanini’s commercial lineup, maximizing its capacity for development and technological integration with plastic components with high added value and signif icantly increasing the value of its sales and its penetration in the sector. Parallel creation of a communication strategy that allows it to interact with multiple players in the automotive industry.

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www.zanini.com

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ORKLIC R E AT I O N O F A S P I N - O F F

Orkli is a company that manufactures and sells parts for heating systems, domestic hot water, water heating and household appliances. Today, the parts industry is facing the problem of differentiation with regard to competitors. In this context, creating a range of services associated with parts that enhance and complement them is clearly a winning strategy.

ChallengeConvert a native digital application, created to meet the real needs of the parts industry, into a new business unit that not only generates dividends, but also ensures the tool’s evolution in the market.

SolutionCreation of eKanban as a new logistics 4.0 business unit focused on strengthening the client-supplier relationship. For this purpose, the product, value proposition, model and business plan were developed comprehensively.

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www.ekanban.es

www.orkli.com

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By nature, the products, series and production processes in the railroad sector are highly conducive to digital manufacturing, but the roles of knowledge and technology make its implementation less obvious.

In the face of this challenge, CAF aims to use its engineering and design expertise to provide clients with the best solutions for their digital manufacturing needs.

ChallengeCreation of a subsidiary within CAF that specializes in and steers the introduction of additive manufacturing, turning it into a prof itable activity for itself and for the group.

SolutionCreation of a team that consolidates knowledge of the application, of the technical constraints of the parts, and of the capabilities and limitations of the new production processes.

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DIGITAL MANUFACTURINGN E W C A F B U S I N E S S U N I T

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www.cafdigitalmanufacturing.com

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IDDOC R E AT I O N O F A S P I N - O F F B A S E D O N A D D I T I V E M A N U FA C T U R I N G

Additive manufacturing has established itself as a production process and generator of new business models and technical opportunities.

The knowledge needed to develop these new models and opportunities is not centered exclusively on capital goods; it is necessary to develop an ecosystem of knowledge and modify some of the established procedures. In this context, the IK4-LORTEK technological center is studying ways to offer services that promote smart manufacturing.

ChallengeTurn the IK4-LORTEK technology center’s exceptional knowledge into a new business unit that actively promotes the adoption of these technologies by Industry.

SolutionCreation and development of IDDO as a technology consultant to simplify, streamline and accelerate the development of additive manufacturing with metal for Industry. For this purpose, we def ined its value proposition, its commercial and operating plan, and the capital-raising strategy for its launch.

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www.iddo.es

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ADDILANS T R AT E G I C P L A N F O R T H E M A R K E T

Additive manufacturing with metal is the great technological challenge for advanced manufacturing. It allows processes to be modif ied and makes it possible to break industrialization rules that have been established in developmental engineering for decades. Breaking these paradigms requires a market approach that has little to do with the traditional sale of machine-tools, and this is the mission of Addilan, a company that designs and develops machines for the additive manufacturing of metal preforms for the aeronautics, aerospace, energy and naval industries, among other sectors.

ChallengePlan Addilan’s market approach by def ining its positioning, market segmentation and range of products and services.

SolutionDesign of a market strategy that def ines the approach to each market sector based on the needs of each business model. For this purpose, we identif ied new non-obvious sectors to which this new production process could be introduced, generating cases, experience and prescription. Also, we identif ied ecosystem partners to naturalize additive manufacturing.

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www.addilan.com

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INDRAF R O M T H E S T R AT E G Y T O T H E P R O D U C T : C O N T R O L S Y S T E M S

Indra is a Spanish multinational belonging to the IBEX-35 and active in multiple sectors: transport, defense, energy, telecommunications, etc. Specif ically, it is one of the most important players in air traff ic control, a critical sector for the economies of many countries and one in which technology is a key component.

ChallengeMaximize Indra’s opportunity in air traff ic control, leveraging all of its knowledge and legitimacy in this sector; def ine service and product platforms that maximize its position in the supply chain and the market.

SolutionDef inition of a change in Indra’s relationship with its clients by creating the client journey as a basic tool to accompany them, providing products and services at the time and in the way the client needs them. Creation of a portfolio of products and services (physical and software) that allows the company to be highly proactive with its commercial activity.

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www.indracompany.com

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RATPD E S I G N O F I N T E R M O D A L A C C E S S C O N T R O L F O R R AT P

The digitalization of processes and the integration of new mobility management technologies have generated a world of possibilities, allowing solutions to be created for each need, location and mode of use.

In this complex scenario, RATP (Régie Autonome des Transports Parisiens) commissioned Loop to design the elements of the access control system for the Paris metro system.

ChallengeDef ine and develop the elements of access control and methods of digital payment for the Paris Metro.

SolutionDevelopment of a project with a turnkey philosophy, carrying out an in-depth analysis of how people interact with a complex environment and managing the technologies, suppliers and specif ic needs; also, the conceptual def inition and structuring of the family of access devices: industrial design and interface, applied graphics; and the technical development and industrialization strategy.

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www.ratp.fr

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AZKOYENSCALING, STRUCTURING AND DEVELOPMENT OF HOT BEVERAGE VENDING PLATFORMS

Due to the sophistication of the vending machine sector, which is driven by evolving social habits and technological changes (methods of payment, connectivity, etc.), the market requires solutions that can deliver the products the customer expects with simple, intuitive and modern user interfaces. Azkoyen, a publicly traded company specialized in vending machines, asked Loop to create a new category of hot beverage vending machines, spanning from conceptualization to industrialization.

ChallengeDefine a new line of coffee vending machines that satisf ies all the players: operating companies, locations and especially the end consumers.

SolutionCreation of a modular platform that, using a limited number of components and subsets, allows the creation of a wide range of references that meet all demands in terms of capacities, number of consumables, payment methods, etc.

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www.azkoyen.com

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QUALITYFRYN E W B U S I N E S S M O D E L : T H E D I G I TA L I Z AT I O N O F F R Y I N G

The restaurant world needs quantity, quality and user-friendliness to be fully compatible. In this context, Qualityfry (a company focused on developing new technologies to fry food while maintaining its properties and eliminating smoke and odors) asked Loop to def ine an Area of Opportunity to guarantee the creation of new business models based on the developed technology.

ChallengeGuarantee maximum returns from the developed technology, def ining a strategy that allows all opportunities available to the company to be progressively exploited while ensuring the brand’s leadership in the medium and long term.

SolutionMaximization of the Area of Opportunity by def ining a strategy that matches the company’s potential, resources and speed of development; identifying the products (machine), associated services and alliances with which a strong business model can be developed, guaranteeing the company’s sustained growth and return on the investments made to date. Integration of new environments that transcend the hospitality sector, and new markets with different cultures associated with fried food.

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www.qualityfry.com

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ZUMEXM AX I M I Z AT I O N O F T H E B U S I N E S S M O D E L F O R J U I C I N G T E C H N O L O G Y

The juicing technology developed by Zumex is a simple, reliable and effective solution, applied from its origins to a machine that has added value to freshly squeezed juice in bars and cafeterias.

Zumex asked Loop to structure the product map and Area of Opportunity for it to expand, using its technology as the starting point.

ChallengeMaximize technology that has already been amortized, exploiting new business models, channels and markets by developing solutions that can be adapted to clearly differentiated situations and needs.

SolutionStructuring of Zumex’s commercial territory, def ining specif ic strategies and products that allow the different segments of the market to be exploited effectively: f rom the modern food environment to the exploitation of the vending machine context or its integration into small hospitality establishments. By redef ining the product strategy and portfolio, Zumex has consolidated its leadership in the category, maximizing the brand’s penetration.

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www.zumex.com

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Since 1925, Alfa has been the benchmark in Spain for the manufacture of sewing machines, which allowed the company to grow and diversify for 75 years. In the 21st century, the sewing machine business has been shrinking, gradually reducing its weight within the Alfa business group. In this context, the company asked Loop to def ine a strategy to allow it to recover its importance in the sector.

ChallengeRedef ine Alfa Hogar’s offer, revising Alfa Costura’s strategy and complementing it with new categories of high added value.

SolutionRepositioning of the sewing machine, eliminating the outdated image associated with other generations of users and turning it into a creative solution. The strategy for Alfa Costura is complemented by a new strategy for its supplier relationships, in which collaboration is prioritized over subcontracting, allowing us to obtain innovative products that exceed the market’s standards; in addition, the development of new categories of products that leverage the brand’s management and positioning.

ALFA HOGARREVALUATION OF THE SEWING CATEGORY THROUGH THE BUSINESS MODEL

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www.alfahogar.com

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Cosentino Group is a global benchmark for the manufacture of artif icial stone, in which its Silestone brand is its maximum expression. As a result of its tireless research, in 2012, it developed TSP technology, which industrially recreates the natural processes that generate the minerals used in decoration. Cosentino Group asks Loop to def ine the commercial territory and use of this new technology.

ChallengeDef ine the new technology’s commercial territory and prevent it f rom cannibalizing the strong position achieved with the Silestone brand.

SolutionMaximize TSP technology’s specif ic territory in terms of applications and uses and where channels and markets are concerned. The result was the creation of a new brand: DEKTON. Using the same production and commercial platform as the rest of the group’s brands, DEKTON has its own territory based on the application of its properties to new uses while leveraging the Cosentino Group’s position in the architecture and decoration sector.

COSENTINOD E F I N I T I O N O F T H E D E KT O N O P P O R T U N I T Y

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Historically, the mattress market has been dominated by the major domestic and international manufacturers. The rest of the brands have occupied a strong position locally while having limited access to the global market and areas with high added value. In this context, the Murcia-based mattress manufacturer Ecus asked Loop to def ine a strategy to position it as a high-value brand and allow it to access all the markets.

ChallengePosition the Ecus brand as a benchmark for sleep solutions with high added value, creating a new commercial strategy and restructuring its range.

SolutionBased on Ecus’ capacity to develop and produce high-quality products, we designed a new commercial strategy focused on the diversif ication of categories and products, accommodating the needs of different users and channels: f rom hotels (Ecus Contract) to the world of health and customized sleep solutions through the Saentix brand, developed by Loop f rom the conceptualization to the design stage.

ECUSD E F I N I T I O N O F A S T R AT E G I C P L A N

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www.ecussleep.com

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Orbea has developed, manufactured and marketed bicycles since 1924, currently producing more than 250,000 high-end units sold in more than 60 countries. In a highly competitive market dominated by the major players in the sector, Orbea asked Loop to def ine a commercial strategy to allow it to begin a new stage.

ChallengeDevelop a sales strategy that provides customized responses to all markets, channels and categories of points of sale; def ine an offer that increases sales and raises the average value and margins of the marketed product.

SolutionCreation of a sales strategy with an omnichannel approach that encompasses the traditional channels and the brand’s online platform, adjusting the offer to the different markets. The new strategy def ines customized offers for each channel, market and point of sale, creating a loyal sales network that has enabled Orbea to increase its sales and signif icantly boost its margins.

ORBEAO M N I C H A N N E L S T R AT E G Y

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FLUIDRAS T R U C T U R I N G A N E W B U S I N E S S U N I T : I G N I A G R E E N

The leader of the global swimming pool industry, a publicly traded company, needs to identify new business opportunities based on the industrial capabilities of one of its main companies, Sacopa.

ChallengeStructure a new business unit whose products are less seasonal than pool components, leveraging assets such as production, knowledge and legitimacy in the market.

SolutionCreation of Igniagreen, a system that streamlines and accelerates the construction of green roofs and green walls, a product that is no longer a trend and whose use is increasingly common in modern construction.Def inition, f rom the opportunity to the product’s launch in the market, of the complete process for the creation of a business unit for its own product based on the manufacture of components.

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SUAVINEX S T R U C T U R I N G O F A N E W P R O D U C T C AT E G O R Y

Since 1983, Suavinex has manufactured and sold baby care products, attaining leadership of the sector in Spain in 2010 and consolidating its international presence. Characterized by the special care and quality it offers, it asked Loop to def ine and develop a new product category.

ChallengeCreate a new product category focused on breastfeeding that offers all the value associated with the brand, allowing new business channels to be exploited while competing with new players from the technology sector.

SolutionComprehensive def inition of the new family of products (f rom the structure of the series to the market positioning and industrialization strategy) that aims to help women balance their work and social lives with the most emotional aspects of being a mother. Development of a new product category that combines the brand’s values with the demands of a sophisticated and technologically advanced product for a market that is clearly expanding.

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TUMAKER - VOLADD“ T U R N K E Y ” D E V E L O P M E N T O F A N E W B U S I N E S S M O D E L

Voladd is a 3D printer created and designed by the company Tumaker for household use. Its distinguishing feature is a digital platform that lets you choose what you want to print instantly. Today, 3D printing is designed solely for the B2B sector, that is, for a reduced number of clients who are capable of creating content and dealing with complex systems; however, there is a long road ahead when it comes to offering this type of printer to consumers in the B2C sector.

ChallengeCreate the f irst machine-platform ecosystem that allows 3D printing to be introduced into the home environment, seeking the broadest possible base of potential clients.

SolutionDevelopment of a turnkey project: def inition of the opportunity and business model, design and development of the product, and management of industrialization and knowledge. The result is Voladd, the Netflix of 3D printing, a platform and printer that anyone can use at home to print any product that he/she can imagine.

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www.tumaker.com

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AGLARIS LTDF R O M T E C H N O L O G Y T O M A R K E T : B I O R R E A C T O R

Biotechnology is a complicated sector: the sheer number of initiatives, companies and startups makes it very diff icult to discern which ones are truly based on a solid technological foundation and which ones have a strong business backbone. In addition, due to the time factor, good initiatives require high levels of investment before returns can be obtained. In this context, Aglaris LTD entrusted Loop with the development of a platform to enhance its new cell production technology.

ChallengeShowcase Aglaris LTD’s value in terms of products and make it very interesting to the major investors in the biomedical sector f rom the business point of view. Make its business development potential tangible and attractive through technology, equipment and consumables.

SolutionDevelopment of a project associated with the different investment rounds in which Loop def ined, parallel to the research project on cell reproduction, and with a “turnkey” philosophy, the set of equipment and consumables that will constitute the business model in the future, making the project visible to investors and maximizing its future prof itability.

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BIOMETF R O M P R O D U C T T O S E R V I C E T H R O U G H T H E B U S I N E S S M O D E L

Biomet is a multinational listed on the NYSE and a leader in implantology in terms of prostheses, instruments and consumables. As a result of the large-scale introduction of flexible production technologies, prostheses have faced growing competition and a loss of margins, becoming almost commoditized. In this context, Biomet asked Loop to def ine a “pay-per-use” business model that builds loyalty and maximizes the value of the company’s products and services.

ChallengeDef inition of a surgery protocol for Biomet prostheses and design of the surgical instruments used for it. This is all part of a “pay-per-use” business model through the concept of the “surgical box,” which contains all the material, instruments, prosthesis and consumables needed for the operation.

SolutionDesign of the service that meets the overall needs def ined by the marketing of prostheses.

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Grifols is a company listed on the IBEX-35 and a global leader in the production of plasma-derived medication. One of its four divisions, Grifols Diagnostic, is focused on the needs of hospital pharmacies through its catalog of solutions, Pharmatech.

In this area, Grifols asked Loop to develop a solution to ensure the traceability of medication f rom the central pharmacy to the moment when it is administered to the patient through machine vision of the medication, which is subsequently split into single doses and packaged with all the necessary data to maintain traceability until it is consumed.

ChallengeEnsure drug traceability f rom the hospital pharmacy to the client.

SolutionCreation of a system that pivots on a device that is able to recognize different medications, split them and package them.

GRIFOLSF R O M T E C H N O L O G Y T O M A R K E T : M O D E L F O R H O S P I TA L T R A C E A B I L I T Y

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All the cited corporate cases are projects in which Loop participated in some aspects of service.

Strategic Reflection Center MadridCalle Alcalá, 21 - Planta 11, derecha28014 Madrid, SpainTel.: (+34) 911 441 144

Strategic Reflection Center BarcelonaCamí de Can Camps 17-1908174 San Cugat del Vallés, Barcelona, SpainTel.: (+34) 933 030 299

Strategic Reflection Center LisboaRua Duque de Palmela, 37 – 3 Esquerdo1250-097 Lisboa, PortugalTel.: (+351) 215 895 471

Strategic Reflection Center País VascoGoiru Kalea, 1 A Eraikutza20500 Arrasate, Gipuzkoa, SpainTel.: (+34) 943 848 988

www.loop-cn.com

Corporate

FMCG Retail Industry Services