ICT - Information and Communication Technologies
Collaborative Project
Grant Agreement Number: 318240
First version of PhoxTroT roadmap
D12.2
Deliverable number:
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D12.2
31.05.2013 (M08)
01.10.2012
Report
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Xyratex
Stuart Smithson
Xyratex, Langstone Road, Havant PO9 1SA UK
+442392496295
[email protected]
Stuart Smithson
All Partners
12
30.08.2013 (M11)
48 months
CO
Abstract:
This document is the first of four planned reports on Roadmapping within the PhoxTroT project and describes the initial strategy (up to M8) on
how the project outcomes will be assessed against the existing State-of-the-Art and illustrates the methodologies which can be used to
generate a Competitive Analysis. Ultimately multiple Roadmaps will be needed to address the diverse market segments addressed by this
project but a collective approach to market identification, competitive awareness and potential external influences is seen as beneficial for all
partners.
Keywords: Roadmapping, Competitive Analysis, Data Comms, HPC, Data Centre, Hybrid Electro/Optical Structures,High Speed Interconnect,
Photonics, Layout and Simulation, Waveguides, Switches
Security Notice
This document contains confidential proprietary information.
None of the information shall be divulged to persons other than partners of the FP7 PhoxTroT project, authorized by the nature of their duties to
receive such information, or individuals of organizations authorized by the PhoxTroT Coordinator, in accordance with PhoxTroT Consortium
Agreement.
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PROJECT
Project name:
Photonics for High-Performance, Low-Cost & Low-Energy Data Centers, High Performance
Computing Systems: Terabit/s Optical Interconnect Technologies for On-Board, Board-toBoard, Rack-to-Rack data links
PhoxTroT
01.10.2012
48 months
318240
Dr. Tolga Tekin - Fraunhofer
Large-scale integrating project - CP-IP
ICT-8-3.5 - Core and disruptive photonic technologies
Project acronym:
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DOCUMENT
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D12.2 First version of PhoxTroT roadmap
Report
D12.2
31.05.2013 (M08)
31.08.2013
Tolga Tekin
Stuart Smithson
Xyratex
VTL, AMS, MAIL, Fraunhofer, AMO, DAS, PHX, CEOS, BP, CERTH/ITI, ICCS/NTUA,
CO
12
Roadmapping and Exploitation
21.08.2013
30.08.2013
4
34
final
PU = Public ; PP = Restricted to other programme participants (including the Commission Services) ; RE = Restricted to a group specified by the consortium (including the Commission Services) ; CO
= Confidential, only for members of the consortium (including the Commission Services)
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Table of Contents
1
Executive Summary ..................................................................................................................................................................5
2
Introduction...............................................................................................................................................................................6
2.1
Document structure ..................................................................................................................................................................6
2.2
Audience ..................................................................................................................................................................................7
3
THE STRATEGIC VISION .........................................................................................................................................................8
3.1
Strategy Implementation ..........................................................................................................................................................8
3.2
The Business Plan ....................................................................................................................................................................9
3.3
Summary...................................................................................................................................................................................9
4
PRACTICAL IMPLEMENTATION ............................................................................................................................................10
4.1
Assumptions ...........................................................................................................................................................................10
4.2
Evangelise the Roadmap Concept and the Importance of Market Awareness ....................................................................11
4.2.1
Creating the Knowledge Base ...............................................................................................................................................11
4.2.2
Survey Questions: ..................................................................................................................................................................12
4.3
Developing the Knowledge Base...........................................................................................................................................13
4.4
Summary of Initial Market Awareness Activity .......................................................................................................................13
5
INTERNAL ROADMAPPING ROLES AND RESPONSIBILITIES .............................................................................................15
5.1
Technology Focus for Internal Competitive Analysis.............................................................................................................15
5.2
Partner Focus and Role Allocation within PhoxTroT ..............................................................................................................15
6
EXTERNAL MARKET AWARENESS AND COMPETITOR ROADMAPPING ..........................................................................19
6.1
Strategic Approach ................................................................................................................................................................19
6.2
Market Analysis Criteria..........................................................................................................................................................19
6.2.1
Objectives...............................................................................................................................................................................19
6.2.2
Current Status .........................................................................................................................................................................19
6.3
Summary of Competitive Market Awareness and Roadmapping .........................................................................................20
7
RISK ANALYSIS......................................................................................................................................................................21
8
SUMMARY AND GOING FORWARD PLANS.........................................................................................................................23
8.1
Summary.................................................................................................................................................................................23
8.2
WP12.2 Plans Going Forward ................................................................................................................................................23
9
References .............................................................................................................................................................................24
10
Appendix List..........................................................................................................................................................................25
Appendix 1 Initial version of the PhoxTroT Knowledge Base ...................................................................................................................26
Appendix 2 Marketing Plan Template: UK Chartered Institute of Marketing ...........................................................................................27
Appendix 3 Partner Survey Responses .....................................................................................................................................................33
Appendix 4 TE Connectivity Exploitation Aims..........................................................................................................................................36
Appendix 5 PDAFlow Foundation ..............................................................................................................................................................37
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1 Executive Summary
This document describes the strategy and initial implementation of the Roadmapping activity for the PhoxTroT project. The focus is
on validating the Roadmap related information contained in the Description of Work and identifying the market offering in Roadmap
terms as far as possible.
The wide application area addressed by the project necessitates significant partner input and a Knowledge Base has been
established to log the material on a regular basis throughout the project for competitive analysis and Product Roadmapping.
For an early stage document such as this, the emphasis is on awareness, planning and the setting of guidelines. The PhoxTroT
Roadmaps themselves have not changed from the original DoW which reduces the size of this document significantly. The
production of such a document is justified as a M8 deliverable given that the DoW was submitted seventeen months previously.
A timetable has been established for the joint Partner review of the initial State-of-the-Art and Market Survey, two areas per GA to be
addressed with a refresh survey after 12 months.
The Risk Analysis for Work Package 12 has been included with additional detail on the process used, Risk 3 applies to
Roadmapping. This will be reviewed regularly at the monthly project meetings.
The survey identified a significant market awareness by specific partners although only part of their responses were included in the
Knowledge Base, all information was retained for discussion at the GA and is in included in Appendix 3.
A plan has been set out identifying Partner responsibilities internal and proposing these be transcribed across to the equivalent
external marketing areas. A list of objectives has been set for these. The initial report on activities is scheduled for the first annual
report these tasks will be on-going until the project completion and beyond.
This Deliverable D12.2 is tightly coupled to Deliverable D12.1 in a similar relationship as the actual WP12 Tasks. D12.2 shares many
attributes with D12.1 including this document structure, the Appendix and the Knowledge Base which is fundamental to this and in
its expanded form, future deliverables from WP12.
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2 Introduction
PhoxTroT is a large-scale research effort focusing on high performance, low energy and low cost small size optical interconnects
across the multiple hierarchy levels in High Performance Computing Systems and Data Centre environments, specifically:
 On-board

Board to Board

Rack to Rack
The holistic approach to the optical interconnect challenges that exist in the Data Communications environments aims to synergise
the different fabrication platforms and create a ‘mix and match’ technology scheme This scheme can be tailored to the requirements
of each interconnect layer in the hierarchy.
Traditionally the focus in computer performance level measurements is on the capability of the CPU to perform operations typically in
instructions per second or floating point operations per second, typically in Peta units and beyond. The operation and efficiency of
the system as a whole will depend on the type of operation performed typically transactional and/or computational and the ability to
move date across the compute elements effectively. The PhoxTrot outcomes will generate a significant positive impact at all levels of
data transfer and contribute to Exascale Computing capability targeted for 2020+.
This document is the first of four reports to be produced as part of the Work Package 12.2 deliverables for PhoxTroT and the use of
Foreground Knowledge developed as part of the project.
The key focus is on:
 Developing a Strategy to meet the requirements as stated in the DoW
o Develop Roadmapping Plans
o Propose changes of direction where this is indicated by market /commercial forces and the emergence of new
product opportunities

Monitoring the State-of-the-Art and maintaining a Competitive Analysis for the Target Markets
o Particularly the high capacity DataComms sector

Better aligning the targeted specifications of the developed technology platform

Providing a rationale for the continuing work

Competitive Analysis and Market Awareness
2.1
Document structure
This document is structured to describe the strategic approach adopted; the practical implementation of the strategy and highlights
key areas from other areas in Work Package 12 with very strong links to Deliverable D12.1 where the information used for external
assessment is maintained in the Knowledge Base, reproduced in this document to maintain standalone readability. The methodology
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used to create the Knowledge Base for tracking the competitive situation in the target markets is described and initial competitive
analysis discussed.
2.2
Audience
This document is internal to PhoxTroT project consortium.
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3 THE STRATEGIC VISION
The Vision for Roadmapping spans two distinct fields
1. To provide complete Roadmapping plans covering all the technological developments within PhoxTroT
a. Products generated directly from the deliverables
b. Products generated at a later stage as a result of the Project Outcomes
c. Services created and made available as part of the PhoxTroT activity
2. To review the current State-of-the-Market on a regular basis and ensure that a full understanding of the
3.1
Strategy Implementation
The implementation strategy is to heighten awareness of the Roadmapping requirements of the project across all partners and
researchers, encouraging an increased focus on market awareness and competitor activity.
The strategy is to heighten commercial awareness across all project participants with specific emphasis on business planning and
execution using basic tools and techniques to:
1. Identify opportunities based on the Exploitable Outcomes
2. Rate those opportunities in terms of:
a. Business Impact
b. Strategic Advantage
c. Academic Excellence leading to further Exploitation opportunities
3. Complete a Market Analysis to identify:
a. Target Markets
b. Market Trends
4. Assess the Competitive Environment
a. Who are the lead potential customers
b. What’s the Competition
c. What Distinctive Advantage will PhoxTrot Provide
d. What is derived from a SWOT Analysis
e. What’s the Risk
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5. Develop a Roadmap
a. Based on the PhoxTroT deliverables (or next generation deliverables)
b. Each based on a market opportunity
c. Identifying commercial exploitation scenarios
6. Financial Analysis and Forecasting
a. What are the sources of revenue per target market given the existing market forces
b. What is the sensitivity analysis. Best/worst case for revenue/margins
This activity is targeted to produce either:
 A Business Plan for a start-up activity
OR

3.2
A Business Case to be reviewed as part of an overall Strategic Plan by an existing organisation
The Business Plan
A full description of the constituent sections of a Business Plan and a Strategic Plan are contained in D12.1 and are not repeated
here
3.3
Summary
This section has identified a strategic approach to Roadmapping for PhoxTroT and defined links to the outline of a Business Plan for
a start-up venture and a Business Case to be used as part of a Strategic Plan for an existing business. A possible template for a
Marketing Plan is included in Appendix 2 and fully described in D12.1. Roadmapping tools are available and will be evaluated in
future versions of this document.
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4 PRACTICAL IMPLEMENTATION
4.1
Assumptions
1. This deliverable is the first submission for the Roadmapping requirement of Work Package 12 and will evolve over the 4
year period of the project. To give maximum impact its role is one of guidance, setting goals and establishing processes
2. The PhoxTroT outcomes are multiple. They will match the DoW and address differing markets with one or more partners
compiling individual focused Roadmaps.
3. The PhoxTroT Roadmap will comprise of multiple individual Roadmaps as stated in the DoW. The current DoW Roadmaps
remain valid for the project as at M08.
These assumptions are generated from the WP12.2 Requirements
Task 12.2, this task will aim at providing complete Roadmapping plans covering all the technological developments of PhoxTroT.
Taking input from the competitive and application analysis of task 12.1 and of relevant standardization activities, to be monitored
within Task 12.4, the industrial consortium members will redefine their initial roadmaps and provide with new Roadmapping plans
taking into account the technological developments of PhoxTroT and also the changing conditions of the rapidly evolving highcapacity DataCom sector.
The Operational Tactics for implementing a successful Exploitation Strategy are:
1. Maintain the Roadmaps created within the PhoxTroT DoW. As at M08 these have not changed
2. Focus on evaluating the target markets
a. Identify the market area
b. Categorise the existing product offerings
c. Create a price band chart indicating cost per feature
3. Accept that markets will evolve over the project lifetime and an awareness of current position and trends are essential for
successful product introduction
4. Create a Knowledge Base of market information. This is based on the D12.1 Knowledge Base
5. Establish a process for regular updates to the Knowledge base over the period of the project
6. Use the Knowledge Base for generating products and services across the PhoxTroT partnership
7. Accept that individual partners must use their best judgement in choosing product opportunities and the best balance of
tools, techniques and templates to implement their choice
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Evangelise the Roadmap Concept and the Importance of Market Awareness
Work Package 12 is reviewed at each General Assembly and all tasks are discussed with emphasis on the importance of
Roadmapping and that all partners are to contribute.
Extract from Kick off Meeting WP12 Presentation
The discussion around this slide identified the Key Message:
 The initial Roadmaps will be updated taking into account the technological developments of PhoxTroT

Competitive Analysis is essential. A regular assessment of the external environment is essential

Exploitation Plans are required taking into account the pricing, availability and market trends

The Project may be re-positioned to meet changing market needs based on these external assessments
4.2.1
Creating the Knowledge Base
As we have accepted the need for a continuously updated information repository we need to map its contents onto the Business
Case requirements and develop the process for regular update.
The partner survey was designed to:
1. Involve the partners in the information gathering process
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2. Ask them to identify key Business Case requirements at a Macro level, further refinements are likely as the project
progresses and the research targets are realised
3. Populate the Knowledge Base and identify gaps in the criteria, this is an evolving document
4.2.2
Survey Questions:
Question 1:
What is the current State of the Art in the Targeted Fields you are addressing in PhoxTroT? Outcome: Partners identify the current
leading technology and relate this to planned advances in PhoxTroT
Question 2: Who are the leading Competitive Organisations in these Targeted Fields (Academic and/or Industrial)?
Outcome: Competitor Identification both in market areas and in technology areas.
Question 3: Please specify markets or areas of operation. Geographic, Technology Specific, or Commercial Applications. Are there
any market boundaries or barriers to entry for these markets?
Outcome: Definition of possible target markets. No market boundary restrictions identified.
Question 4: For the target technology area what Standards have been proposed or implemented? What controlling body covers this
area?
Outcome: Additional information for WP12 Task 4, Standardisation. Some information beyond DoW identified, other areas where no
standards exist may be targeted. Internal working standards also highlighted.
Question 5: Can you identify any publications (Journal/Conference Papers), or published IP that may impact the technologies you are
addressing in PhoxTroT?
Outcome: Shows a vast range of responses from no identified publications in some areas through to significant numbers in others.
Question 6: Is there any aspect of the PhoxTroT technology you have developed so far which may be suitable for near term
applications?
Outcome: Commitments for mid-term patent applications on key subjects. This is a standard question for all future surveys, included
speculatively at this early stage but proven successful.
Question 7: Can you identify any changes in the Data Communications Environment which may impact the current PhoxTroT
Objectives?
Outcome: Ties the project technology back to the target market applications, minimal observed change but this reminds all Partners
of the key focus of PhoxTroT.
Question 8: Are there any opportunities or threats in Exploitation, IP or Standardisation not covered by the above questions?
Outcome: This question allows free content to be expressed or process improvement to be suggested.
The initial Knowledge Base summary is attached as Appendix 1. The information contained is valuable as a snap shot of the current
environment but its real added value is:
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
Generating awareness in the partners of other operators in technology fields outside their own. It is no surprise that IBM
figure heavily in several areas

Defining markets and products. Reviewing the original material from several partners shows a significant awareness of the
market place, the competition and the performance of key products both commercially available and technology
demonstrators. These responses are characterised by having their own Appendix

Stating the need to protect the IPR and highlighting patents as the initial protection tool

Tracking the changes in the Knowledge Base over the project lifetime will deliver a better picture of the market position
and enable more accurate trend prediction
Following Year 1 it is planned to update the information yearly but review the questions and responses at each Quarterly Review, 2
per Quarter. Significant changes may be reported by any partner at any time, the Monthly Teleconferences will provide a suitable
platform for this.
4.3
Developing the Knowledge Base
The first edition of the Knowledge Base is a snapshot of what is happening now but it is still capable of being used for analysis.
Internal Analysis:
 The partners are capable of reviewing their own market space effectively and identifying key characteristics such as state
of the art, competitors, inter-related system component s etc. Many researchers are ‘buried’ within their organisations and
markets are not fully identified or understood, this demonstrates that PhoxTroT is not one of those
External Analysis: This is subject to further partner discussion at subsequent General Assembly’s common themes emerge:
 IBM is present in multiple technology areas
 Although Global Organisations exist, SME organisations still operate in many markets
 A significant level of growth and technology expansion is generated by commercial acquisition
 Standardisation involvement is low and in some areas there are no standards and no working groups to generate them
The Knowledge Base will be expanded on a regular basis (targeting Annual Reports following Year 1) and used to track changes in
State-of-the-Art, competitive analysis, technology trends and major players in the market. It should be understood that current
competitors in the market place may become customers or potential purchasers of PhoxTroT technology.
4.4
Summary of Initial Market Awareness Activity
We have established Market Analysis as a major requirement according to the DoW and confirmed that the partners are capable of
generating significant marketing information for use in Competitive Analysis.
The vehicle adopted for accumulating this information is the Knowledge Base which will be updated yearly to give a trending
capability. Initial analysis has generated some information for further discussion at the General Assembly meetings but the maximum
benefit from this data will be derived from repeat surveys and a compare and contrast analysis. Repeat analysis may be appropriate
over shorter intervals towards the project completion.
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5 INTERNAL ROADMAPPING ROLES AND RESPONSIBILITIES
It is the role of WP 12 to bring together the separate Roadmaps generated by the Partners into one consolidated approach. This is a
deliverable for the first annual report.
5.1
Technology Focus for Internal Competitive Analysis
Snap Shot of partners mapped against PhoxTroT main activities
5.2
Partner Focus and Role Allocation within PhoxTroT
Initially based on the DoW allocation of roles across the project, the nominated Partner will be requested to produce an initial
Roadmap for the role or technology identified. The expectation is that a deliverable will be identified against a timeline, however
approximate at this stage and a product or service associated with this deliverable. Action All Partners.
The following table will be used to initially allocate responsibilities.
The WP12 Task 2 deliverable for the annual report is to attempt to present a combined view of the individual Roadmaps.
This activity will be repeated for each annual report and must become a standard feature of PhoxTroT activity.
Specific Roadmap tools will be investigated to create a common base line for integration, if possible at this stage.
Later revisions of this Roadmapping should include manufacturing information and costing estimates to help identify competitive
advantage.
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Beneficiary
Fraunhofer - IZM
Type
RES
Main role in PhoxTroT
- 3D SiP integration and packaging for optical interconnects,
- Development of vertical interface/via methods and related modelling tools
- Single-mode polymer/glass optical PCB design and fabrication
Fraunhofer – HHI
RES
- Design and fabrication of 40Gb/s Surface-illuminated PD arrays.
- Design and fabrication of pCB-embedded optical passive MUX/DEMUX circuitry
using polymer AWGs
Vertilas
IND
- Development of 25Gb/s and 40Gb/s long-wavelength VCSELs arrays
XyrateX
IND
- End-user requirements, design and specifications for on-board prototype platform
- Characterization of optical PCBs
- System testing of the on-board and board-to-board platforms
- Benchmarking of PhoxTroT technology.
Austria Microsystems
IND
- Development of high-bandwidth TSV interfaces
- 3D integration of the C2B interface and optical router
TTM
/MAIL
Technologies IND
- Multi-mode optical polymer PCB design and fabrication
- Explore SM polymer PCB waveguide platform fabrication and integration of preformed SM WG layers into PCBs.
AMO
IND
- Silicon nanophotonic foundry, integrates InP-based laser sources, 16QAM
modulators and SOH switches on SOI waveguide platform.
ICCS/NTUA
RES
- Builds optical interconnect lab-testbed for on-board data links
- System design, parameter specification, simulation analysis, characterization and
system evaluation of on-board interconnect platform and building blocks.
- Contributes in the system-level evaluation of the board-to-board and rack-to-rack
platforms.
- System-level evaluation of optical packet routing platforms with advanced
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modulation formatted traffic
DAS Photonics
IND
- Design and specifications of the board-to-board platform and subsystems.
- System-level evaluation of board-to-board platform and 3D photonic router chip
- Convergence of OPST and Advanced Modulation formats in HPC and DataCenter
architectures, design of optical routers
Phoenix
IND
- Development of the physical layer Optical Interconnect Software suite.
CERTH/ITI
RES
- Builds optical interconnect lab-testbed for board-to-board data links
- System design, parameter specification, simulation analysis, characterization and
system-level evaluation of board-to-board interconnect platform and building blocks.
- Development of OptoBoard simulation engine, Design and system-level evaluation
of 4x4 optical switching matrix and 3D photonic router.
- Converge OPST and Advanced Modulation formats in HPC and DataCenter
architectures: Design of optical routers and system-level evaluation of optical packet
routing platforms with advanced modulation formatted traffic
Compass EOS
IND
- Development and evaluation of optoelectronic router chip
- Chip-to-board coupling for multi-mode PCBs
- Board-to-board and fiber-to-board coupling
Bright Photonics
IND
- Translation of physical layer models into circuit-level models generates mask layouts
of PhoxTroT building blocks.
CTI
RES
- Design and evaluation of HPC and DataCenter architectures and protocols
- Development of Optoboard simulator engine
- Design and evaluation of HPC and DataCenter architectures supporting OPST and
Advanced Modulation formats
CNRS – UB
RES
- Fabrication of plasmonic arc waveguide interfaces and plasmonic vertical vias for
optical TSVs
CNRS - LPN
RES
- Design, fabrication and evaluation of electrically powered III-V/SOI nanolasers.
KIT
RES
- Builds lab-testbed for 16QAM AOC characterization
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- Design and fabrication of silicon-organic hybrid optical modulators for the 16QAM
AOC.
- System-level evaluation of single- and multi-lane AOC.
- Design and fabrication of SOH-based switches
SDU
RES
- Design and characterization of plasmonic arc waveguide interfaces and plasmonic
vertical vias for optical TSVs
UPVLC
RES
- Design and fabrication of carrier depletion type SOI switches
- Fabrication of 4x4 optical switching matrix
IMEC
RES
- Design and development of 40Gb/s VCSEL drivers and TIAs.
TE
IND
-
End-user requirements, design and system specs for rack-to-rack interconnect
platform and 16QAM AOC
-
Development of 16QAM AOC
-
AOC Packaging
-
System verification of the 16QAM active optical cable
-
Benchmarking of PhoxTroT technology
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6 EXTERNAL MARKET AWARENESS AND COMPETITOR ROADMAPPING
6.1
Strategic Approach
The multiple fields addressed by PhoxTroT present a vast array of products, suppliers and distribution methods in the market place.
Although all aspects of market awareness may be considered, it is expected that specific areas will be selected to match the
specific internal roadmaps
Again, the Knowledge Base is fundamental to this external awareness and its continued refresh essential to match market changes.
6.2
Market Analysis Criteria
As a first stage approach, the Partners will be requested to assess the markets relative to their internal responsibilities. Many have
already responded to the survey by focusing on their specific knowledge area. Subsequent reports will describe how successful this
is and the impact on the market awareness aspects of the annual reports.
6.2.1

Objectives
Identify the actual target market at a workable level, specifying the product and it’s environment, typically:
o System
o Board Level
o Component
o Service. This may include academic offerings such as training services or formal qualifications

A statement or list of the current players and their status. The deliverable is a competitor list

If possible, an estimate of the market worth (€) for total market and/or total available market

Features and benefits of current market offerings and their individual sales price

Any other associated information such as strategic alliances, takeover potential

Identification of the players in the market as potential competitors, customers or supply channel
6.2.2
Current Status
From the initial survey but without the benefit of specialist Partner support several points are clear:
 The partners as a whole have a significant awareness of key market areas although it is not clear if this extends across the
whole PhoxTroT offering
 There is a mix of Large Industrial and SME operators in key markets with a significant level of buy-out activity
 The famous names in the industry have presence in multiple target areas, particularly IBM
 As this was a Partner compiled list in a specified Photonics project there are many instances where the reported
information matches the target PhoxTroT outcomes. A small selection:
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o
o
o
o
o
Single Mode Photonic Platforms
Silicon-on-Insulator Technology
Plasmonic Interconnects
VCSEL Arrays with associated drivers
Silicon Photonic Switching
The first annual report will describe how far the project has progressed in selecting suitable market areas and addressing the
objectives identified in 6.2.1 above.
6.3
Summary of Competitive Market Awareness and Roadmapping
We have identified that the Knowledge base has sufficient material to kick off the Roadmapping process move towards achieving the
objectives identified in 6.2.1.
The Partners will be requested to address the markets matching their internal responsibilities identified in 5.2 and the outcome
included in the first annual report.
Matching actual PhoxTroT deliverables to market opportunities is unlikely at this stage but any potential exploitation opportunity will
be progressed.
Regular updates to the market information are essential and as the project progresses the frequency of update must be increased.
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7 RISK ANALYSIS
A top down formal risk analysis was conducted and the outcomes incorporated in the project deliverable D2.1
An internal Xyratex process was utilized to generate the risks and responses and is shown below.
The Risk Analysis will be incorporated into the partner review of the Knowledge Base to be carried out sequentially at each GA.
Roadmapping is specifically identified as part of Risk 3 in the following specialised assessment.
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5
4
3
2
1
5
If patent watch unsuccessful then IP may be lost
Highly Probable
Probable
Possible
Unlikely
Remote
Description
3
2
3
3
3
Date
Probability
Identified
(P)
>60 <80
>80 <100
4
Identified
By (Name)
>40 <60
>20 <40
>0 <20
%
3
2
1
P
Probability Ratings
Competitive
Q2
Patents
If alternative standards developed then PhoxTroT Standards
Q2
outcomes not viable for commercial exploitation
Compliance
If partners do not monitor market environment then Market
Q2
market focus will be lost
Focus
If the academic exploitation opportunities are not
Academic
fully identified then the project will not acheive it's
Q2
Exploitation
full potential
If industrial partners do not follow through with
Commercial
commercial plans then the impact of the project will
Q2
Exploitation
be lost
Risk Statement
15 Jul 2013
Last Updated:
Event Number
S Smithson
4-01-XX-01-RL
PhoxTroT WP12 Risk Analysis
Owner:
Document Ref:
Document Version:
PhoxTroT FP7
3
3
4
3
4
Impact
(I)
5
4
3
2
1
I
12
9
16
12
Accept
Mitigate
Avoid
Mitigate
Mitigate
Response
Category
Risk
Severity
(P*I+I)
16
Contingency
Accept
Mitigate
Transfer
Avoid
Category
Catastrophic
Major
Moderate
Minor
Insignificant
Description
Impact Ratings
Offer opportunity to other partners/license/sell tights
Openly identify opportunities in Quartrly Reviews
Maintain regular market reviews
Support relative Standards Committees and ensure
PhoxTrot compliance
Review all competitive patents. Patent PhoxTroT IP ASAP
Response Plan
Contingency plans developed in response to a risk if it cannot be avoided,
transferred, reduced or accepted
Control and manage residual risks
Change or abandon the objective associated with the risk; or choose
alternative actions that make the risk irrelevant
Transfer liability and ownership by financial means or by contractual terms
or share the risk
Mitigate the possibility of the risk occurring by modifying the causes of the
risk; limit the risk's impact to an acceptable level
Description
Response Descriptions
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8 SUMMARY AND GOING FORWARD PLANS
8.1
Summary
This document has described how Roadmapping has been initially implemented in the PhoxTroT project with an emphasis on
Partner involvement and the use of market feedback for external roadmaps and the DoW to identify internal Roadmap responsibility.
We have established the framework (Knowledge Base) from D12.1 for market awareness and competitive analysis driven by partner
input, development of the framework by repeated surveys will ensure up to date awareness and enable trending to be identified.
Objectives have been set for external Roadmapping and progress will be reported in the first annual plan.
Formal planning tools for Roadmapping will be investigated.
The position in the first 8 months has changed little from the DoW proposal from an internal perspective.
8.2
WP12.2 Plans Going Forward
 Reaffirm the DoW allocated responsibilities for internal Roadmaps
 Each partner to generate a Roadmap for their specific area
 Review Roadmapping tools to support commonality in the partner deliverables
 Using the material generated from the survey (D12.1) map out a potential external market structure
 Complete the objectives defined in 6.2.1
 React to partner feedback as required
These activities will be implemented over the next 12 months in conjunction with the GA meetings and will involve all the Partners
with specific emphasis on reporting progress as part of the annual report.
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9 References
1. Malcolm H McDonald. Marketing Plans: How to prepare them; How to use them. ISBN 0 434 91230 1
2. Marketing Plans. James C. Makens. ISBN 0-13-558065-X
3. Exploring Corporate Strategy. Johnson and Scholes. ISBN 0-13-525619-4
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10 Appendix List
a. The First Version of the Knowledge Base
b. Marketing Plan Template
c. Partner Survey Responses
d. Planned TE Connectivity Exploitation
e. PDAFlow Foundation
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Appendix 1 Initial version of the PhoxTroT Knowledge Base
An Excel Worksheet correlating the Partner Responses to 8 questions identified in 4.2.3. Although only the Industrial and SME
partners were targeted with this version of the survey, some Academic/Research organisations also responded. None contributing
partners have highlighted confidentially issues but these will be addressed in the next survey request.
APPENDIX 1
PhoxTroT D12_1 Survey Summary. The Initial Knowledge Base.xlsx
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Appendix 2 Marketing Plan Template: UK Chartered Institute of Marketing
Marketing Plan Template: UK Chartered
Institute of Marketing
1
Executive Summary .................................................................................................................................
2
Introduction ..............................................................................................................................................
2.1
Document structure .................................................................................................................................
2.2
Audience ..................................................................................................................................................
Marketing plan - template
3
The Strategic Vision .................................................................................................................................
3.1.1
Strategy Implementation ..........................................................................................................................
Company/Brand:
Date of plan
[Type over3.1.2
to complete]
[Type over to complete]
The Business Plan ...................................................................................................................................
The Business Case as part of the Strategic Planning Process ..................................................
Error! B
Author
[Type over3.1.3
to complete]
[Type over to complete]
3.1.4
Typical Plan Contents ................................................................................................................. Error! B
3.1.5
Summary ..................................................................................................................................................
4
Summary ..................................................................................................................................... Error! B
1. The executive summary
4.1
text .............................................................................................................................................. Error! B
The Marketing Plan
4.2
Text ............................................................................................................................................. Error! B
[What is the desired result for this 5plan?]
Appendix..................................................................................................................................................
[What's increase in sales or market share are you planning to achieve?]
[What is the financial value of achieving your planned result?]
[What turnover and profit is predicted?]
[What new or improved products or services are being planned?]
[What is the desired timescale?]
[What is the budget needed to deliver the plan?]
[What are the potential consequences (pluses/minuses) if the plan isn't implemented?]
----§----
2. The introduction The Marketing Plan
[Should you include the Company history here?]
[What about the Company organisation. Should it be included here?]
[What are the Company's core competencies?]
[Include a description of the product/service/brand(s) here.]
[What is the Company/Brand positioning?]
[What is the Brand Promise?]
[What's your Mission Statement?]
[What is your competitive advantage?]
[What unique benefits can you offer your customers?] [What's the USP?]
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[What is your proposition? Irresistible Offer?]
----
3. The current situation analysis – macro environmental
The Marketing Plan
[How does the state of the economy affect your plan?]
[What legal issues are relevant to your plan?]
[What government issues are relevant to your plan?]
[What advances in technology will affect the plan?]
[What ecological issues are relevant?]
[What socio cultural issues are relevant?]
[What changes to your suppliers/the supply chain are relevant?]
The current situation analysis – your market place
The Marketing Plan
[What are the market demographics?]
[What are the relevant key trends in your market?]
[Where is the market growth strongest? Why?]
[Who/what is the main competition to the brand? Direct competition? Indirect competition?]
[How has the competitive market changed since your last review?]
[What are the barriers to prospects partaking in the Brand Promise?]
[What would a SWOT analysis of the brand (product, price, place, promotion) tell you?]
[What would it tell you about external threats and opportunities, internal strengths and weaknesses?]
The current situation analysis – your customers/prospects
The Marketing Plan
[What has profiling your customers told you?]
[Who are your most profitable customers/segments/clusters?]
[What are the recognisable characteristics a typical profitable customer?]
[Why are your customers buying the brand? Is this changing?]
[Are customers receiving the ideal brand/customer experience?]
[Where is each target audience segment in their customer lifecycle?]
[What customer insight do you have from research?]
[Does the brand positioning change for each audience segment?]
[What would a recency, frequency, value customer analysis from the database tell you?]
[What do you know about the brand's level of customer loyalty?]
[What are the churn rates?]
[What success have you had cross selling or upselling?]
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[What media channels have you tested? Which do they trust/use/respond to?]
[What marketing activity has delivered a return-on-investment?]
[Which segments should be the primary/secondary target audiences for this year's marketing?]
The current situation analysis – your brand(s)
The Marketing Plan
[Does the brand's current positioning need to adapt to market conditions? To brand changes?]
[Does the brand need to move on in terms of value? Tone? Personality?]
[What's the brand's ambition for this year? Next year? How can you get there?]
[How might/should the brand promise change?]
[Has the brand equity been measured recently? (brand loyalty, awareness, purchase intention, etc]
The current situation analysis – your office/team members
The Marketing Plan
[What was last year's budget?]
[What resources do you have?]
[People/Marketing Team?]
[Time/skills available/needed?]
How will www.MarketingMentor.net help to increase skills/deliver training objectives?
----§----
4. Your objectives and goals
The Marketing Plan
How will the following deliver your Business Objectives:
[Your Marketing Communications objectives?]
[Advertising objectives?]
[Direct Marketing objectives?]
[Promotional objectives?]
[Communication/PR/Publicity objectives?]
[Pricing objectives?]
[Product/Service/Brand development index objectives?]
[New Product Development objectives?]
[Objectives by customer/market segment?]
[Market share objectives?]
[Volume/Value share objectives?]
[Your objectives by geographic market?]
[Objectives for each distribution channel?]
[Do you also have non-financial objectives for example employee satisfaction or Environmental?]
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----§----
5. Insight and Research The Marketing Plan
[What has insight from past activity told you?]
[What research programmes have been implemented?]
[What has research told you?]
[What other customer insight do you have?]
[What are your Marketing Information Companies telling you?]
----§----
6. The target audience -
The Marketing Plan
[So who will you be targeting? Which audience types/clusters/segments?]
[Where will you find them? Online? Rented lists? Where?]
7. The Marketing Strategy – the product
The Marketing Plan
[What has product analysis told you?]
[What did your perceptual map tell you?]
[Where is each product in its lifecycle?]
[What new product development is planned/necessary/viable?]
[How will the launch we supported?]
The Marketing Strategy – the price
The Marketing Plan
[What are your pricing objectives?]
[What pricing methods are you using? Cost Plus? Demand based? Competitor indexing?]
[What is your pricing strategy?]
[What discounts, offers and allowances are built into the plan?]
The Marketing Strategy - by customer/geographic market
The Marketing Plan
[What is your strategy for each profitable customer segment or geographical market?]
The Marketing Strategy – by distribution channel
The Marketing Plan
[What is your strategy by distribution channel (place/process)?]
[Geographical coverage?]
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[Distribution channels/retailers?]
[Physical distribution?]
[Electronic (e.g. website) distribution?]
The Marketing Strategy – the integrated communications plan
The Marketing Plan
[What is your communications strategy?]
[What is your Direct Marketing plan?]
[The Promotional/offer/incentive/added value plan?]
[The Digital plan?]
[The PR/Publicity plan?]
[The Field Marketing/demonstration/sampling plan?]
[The Advertising/Brand awareness plan?]
[The Sales force/Personal selling/Telemarketing plan?]
----§----
8. The Marketing Budget The Marketing Plan
[What is your operational expenses forecast?]
[What are your sales forecast?]
[What is your cost per customer contact?]
[What is the gross profit per unit sold?]
[What is your break-even analysis?]
[What is the contribution margin?]
[What is your expected market share?]
[What is your expected net revenue?]
[What is your proposed Marketing Budget and how is it broken down into sections?]
----§----
9. The Marketing Implementation Plan The Marketing Plan
[What are the key requirements for the successful implementation of this plan?]
[What will be the responsibilities of particular people? Particular teams?]
[What external resources/suppliers/agencies will you need/be using?]
[What role will other internal departments have? (Sales.Data, Purchasing, Customer Services]
[What training is necessary? Is an incentive scheme needed?]
[What is the overall Gantt chart/Timing Plan for the year?]
[Is there a specific campaign/marketing activity plan?]
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[What marketing information/intelligence resources will you be using (e.g. TGI)?]
[What contingencies are included?]
----§----
10. The Evaluation Strategy The Marketing Plan
[What robust evaluation/metrics plan is in place? Online/Offline]
[What testing plan is in place?]
----§----
11. Appendices The Marketing Plan
[For example, References, Swot Analysis, Timing Plan, Research]
END
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Appendix 3 Partner Survey Responses
IMEC
APPENDIX 3
PhoxTroT D12.1 Technology Survey V3 imec 6 johan.docx
CNRS
PhoxTroT D12.1
Technology Survey V3-1.docx
CERTH, UPVLC, KIT, WP6
APPENDIX 4
PhoxTroT D12.1 Technology Survey_WP6 Certh, UPVLC KIT.docx
Bright Photonics
PhoxTroT D12.1
Technology Survey V3-BP Ronald Bright Photonics.docx
ICCS
PhoxTroT D12.1
Technology Survey V3 ICCS Dimitris.docx
Phoenix Software
PhoxTroT D12.1
Technology Survey V3 (1) Phoenix Arjen Twan.docx
HHI
PhoxTroT_D12.1_Tec
hnology_Survey_V3 HHI Franscisco.docx
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University of Southern Denmark
PhoxTroT D12.1
Technology Survey V3 Aswami_Sergey uni Southern Denmark.docx
Fraunhofer
PhoxTroT D12 1
Technology Survey V3_HEOP Fraunhofer Tolga.docx
DAS
PhoxTroT D12 1
Technology Survey V3 - DAS v2 Andreas.doc
CEOS
PhoxTroT D12 1
Technology Survey V3_CEOS Kobi.docx
Xyratex
PhoxTroT_D12_1_Xyr
atex_TechnologySurvey_05 (1).docx
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Appendix 4 TE Connectivity Exploitation Aims
Although not fully a partner at this point, the TE Connectivity initial Exploitation plans are detailed
below.
TE connectivity
TE connectivity is one of the world’s largest suppliers of connectivity with global R&D and production sites employing more than
7500 personnel in 19 global design centers and 97 manufacturing sites. TE connectivity is well positioned in the growing industries
such as broadband connectivity, automotive, consumer and energy &industrial. TE brings best connectivity solutions for over 100
years. TE has identified broadband connectivity based on fiber acceleration as on one of the largest growing market. TE is well
positions to win the broadband connectivity with its 2400 engineers in the field with and expected annual growth of 6-8%. TE is the
#1 in broadband connectivity, addressing data centers, fiber distribution nodes, wireless base stations and distributed antenna
systems, telecom carrier central office/headend, stadium/public location, single dwelling, office building, subsea, multi dwelling
units.
TE connectivity intends to exploit PhoxTroT technology to feed innovation in the field of AOCs, particularly exploiting 16QAM
technology to extend its offerings for higher-reach applications in data warehouses and campus networks. The migration to Si-based
16QAM Tx/Rx chips for AOC technology as targeted within PhoxTroT is completely in line with TE’s strategy towards reducing
footprint, cost and power while enhancing performance of optical cabling. TE connectivity is constantly assessing the market
opportunities of silicon photonics through bilateral collaborations with silicon photonics companies and close tracking of relevant
R&D activities. Exploiting silicon photonics technology for the generation of multi-format transceivers, like in PhoxTroT, is a key
capability with potential applications in several product ranges of TE in the near future. In the longer term, the potential for
synergizing silicon photonics with driver electronics falls within the company’s interests for future advanced integration and assembly
methodologies. The 16QAM 40Gbaud multi-lane AOC technology of PhoxTroT, if proven successful, will provide a valuable
improvement over existing solutions and TE will work towards including this immediately in its active cable product line. In order to
increase its market share, puts high priority in research and innovation and currently has a substantial patent portfolio in the field of
connectivity (over 20000 granted or pending). TE connectivity plans to exploit the results of PhoxTroT to enhance its expertise in the
field of high-capacity transmission particularly with multi-level modulation and will build on this collaboration to acquire new patents.
By participating TE Connectivity will be the first to commercialize these highly value added 1.28 Tb Active Optical cable though its
customer base in high performance computing ensuring its position of technology leader in that marked area.
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Appendix 5 PDAFlow Foundation
Setting standards for photonic design automation
MEMBERSHIP INTEREST FORM
The PDAFlow Foundation is a non-profit organization for the development, support and
Licensing of software standards for photonic design automation (PDA). In May 2013 the
Foundation has been formed to further develop, support and (sub-) license the PDAFlow API
as has been created in several European research projects to automate photonics design flows
and create sustainable standards. Goal of the PDAFlow API is to enhance research, process
and product development by improving interoperability of (PDA) software tools.
Membership is open to any organization (commercial as well as non commercial) engaged in
the development and use of software tools for photonic integration as well as other micro and
nano technologies.
Membership fee is Euro 890,-- per year. In return for this members are allowed to use the
PDAFlow API and to be developed standards. Furthermore members have influence on the
direction of the technical activities by having the right to propose changes to the standards
through the Technical Committee. The actual development activities are executed by the
members together, to keep overhead costs minimal.
The PDAFlow Foundation consists of a Management Board and a Technical Committee.
Today the Management Board is formed by representatives of the three founding fathers:
Photon Design, Filarete and PhoeniX Software. The Technical Committee is the heart of the
organization deciding on all the technical activities. The Technical Committee contains of (a
maximum of) six voting members, three of which are elected by the ordinary members of the
Foundation and three are the members of the Management Board. All members may attend
Technical Committee meetings and submit opinions and proposals.
Currently the legal framework for the Rulebook of the Foundation and the membership
contract, including rights for (sub-)licensing, needs finalizing. In the meanwhile we ask
potential members to show their interest to join the Foundation by filling in the form on the
next page and to return it to the listed address. This will allow us to start the exchange of
(technical and legal) information pending the formal membership.
On request the Statutes of the Foundation can be supplied.
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