Overview
At the heart of the CAP'siRNA project is a groundbreaking technology to a pressing agricultural problem. But innovation alone is not enough. Bringing this solution to the world requires careful planning, strategic thinking, and a strong entrepreneurial mindset. This page is dedicated to showcasing our journey from a scientific breakthrough to a product ready to be commercialized.
Our mission
CAP'siRNA is dedicated to solving a critical issue in agriculture: the devastation caused by the Beet Yellow Virus (BYV) in sugar beet crops that leads to the Yellows disease. This virus leads to significant yield losses causing an economic strain for farmers and threatening their economic model. Our product leverages RNA interference (RNAi) technology to specifically target and neutralize the BYV, offering an eco-friendly, non-GMO alternative to traditional chemical insecticides. By focusing on an innovative and sustainable biocontrol product, CAP'siRNA aims to protect crops, maintain yields, and promote greener farming practices [1-6].
Needs identified
In any successful venture, understanding the needs of the market and key stakeholders is important. By analyzing the perspectives of customers, industry experts, and regulators, we gain valuable insights that shape our approach.
Problem Statement
With a production of 30,7 millions of tons of sugar beets in 2023, France is the second producer in the World [7, 8]. In France, this crop is mainly used for sugar production while only a quarter is used for bioethanol production. France is the first producer in the European Union (EU) for those 3 industries, representing overall €8 billion for more than 100,000 direct, indirect, and induced jobs in France, with around 24,000 sugar beets farmers [6, 9-12].
Figure 1: Overview of the sugar beets industry in France in 2023
However, being prey to aphids, sugar beets can be infected by the Yellows disease through them by four different viruses leading to substantial yield losses (30% on average, 50% on average in the most touched regions): the most severe one is the BYV provoking a 52% decrease of the sugar beet weight and a 4% decrease of its sugar content [13-15]. Those yield losses lead to important economic losses for farmers, encouraging them to decrease their agricultural lands when their economic model is adequate enough for this change: 378,000 hectares were used to cultivate sugar beets in 2023 compared to the 423,000 hectares used in 2020 in France [1-6].
One solution against the aphids transmitting the disease is the use of neonicotinoids (NEOs), but this substance is banned from the EU because of its harmful effects on the environment, biodiversity, and human health [16]. The only alternative actively used by all sugar beets farmers are insecticides, but they have the same environmental and health impact while being less efficient and needing far more monitoring, financial investments and time. There are also many other potential alternatives, however, they all have major disadvantages and are hardly used by farmers. The situation is even more bleak because NBT (New Breeding Techniques or New Plant Engineering Techniques), consisting of techniques that modify the genome such as genetically modified organisms, could be used to greatly decrease the time spent in research of new solutions. However, because of the controversies surrounding them, multiple regulations prevent the use of their full potential, greatly limiting the alternatives to NEOs that can be developed [17].
Within this context, CAP’siRNA goal is to offer a solution in a sector that lacks an effective and practical one. Our technology will effectively protect sugar beets from the BYV causing the Yellows disease, preserving the national economy from heavy losses without any consequences on the environment and human health, and based on natural mechanisms found in plants and viruses. It would also be a technology that would make it possible to expand it to the other viruses of the Yellows disease further down the road.
Stakeholder Analysis
To ensure the success of CAP'siRNA, we conducted a detailed stakeholder analysis. Understanding the needs and influence of key stakeholders, from farmers to industry experts, is essential for aligning our solution with market and regulatory requirements. Their feedback has been crucial in refining our strategy.
Figure 2: Stakeholder’s Matrix
The horizontal axis represents the level of interest of the different stakeholders for our product while the vertical axis represents their level of influence. Classifying them in such a map makes it possible for us to clearly determine which stakeholders will be key players in the development of our product and which ones will be of great help. For our product the following ones have been identified:
There are stakeholders that would be great partners because of their high interest for our product and their high influence in the industry:
Cooperatives and Departmental Chambers of Agriculture have an extensive network with farmers – our future clients – and can help us find highly interested partners such as Research Institutes, in addition to being able to help us in testing our product in real-conditions.
Agricultural and environmental lobbies are highly interested in finding potential alternatives to NEOs and insecticides, especially given the current lack of viable options. This is particularly important considering the environmental impact of these products and the potential restrictions that could be imposed by regulatory agencies.
Meanwhile, Agricultural Unions should be kept in mind when developing our product because they could convince other stakeholders of our product and fight for our commercialization. But compared to all their different concerns, the development of a product that is still tentative is not a priority at the moment.
Then, there are the Sugar Beet Farmers, Harvesters, Agribusinesses and Industries needing co-product coming from processing sugar beets into sugar: those stakeholders are highly interested because their livelihood depends on the sustainability of the sugar beet industry. However, except to spread information on our product and waiting for its commercialization, they have no influence on the development of our product, even though they would hold the power to truly transform our technology into a successful solution.
Finally, there are some stakeholders that have now little interest for our product, but that must still be kept in check because of the resources they could offer us when the time would come:
Seed Varieties Companies and Educational Institutions are those with the most influence, as they are strong potential collaborators that could provide interesting research materials.
Then, there are the Competitors (direct and indirect), that have little influence simply because they do not represent a real threat for the development of our product: either because of their inefficacy, unpracticality or because there are still in development and do not have the exact same target as our product.
Lastly, most Consumers are hardly interested in the production process of a non-major raw material used for sugar production, sugar that is in fact mainly used in Agribusiness Industries.
To conclude, our team should, and is closely working with stakeholders with a high interest and influence on the industry. We are including in our product development the stakeholders highly interested even though their influence is low to understand their needs. Meanwhile, the ones with little interest but high influence are still being monitored to work with them when the time would have come.
Market Analysis
1. Unmet Needs: Farmers Insights on Sugar Beet Management and CAP'siRNA Potential
To gain deeper insights into the unmet needs of sugar beet farmers, we conducted a survey targeting individuals in the sector. The aim was to better understand their current challenges, particularly in dealing with the Yellows disease, and assess their readiness for adopting CAP'siRNA. You will find below the key findings from the survey, segmented into their professional background, the impact of Yellows disease on their farms, and their perceptions of current treatments.
Professional Background and Farm Characteristics:
Figure 3: Profile presentation table
Most of the respondents were farmers (9 out of 11), with a few managers (2). Notably, the majority of them had been working in the sugar beet sector for over 20 years, demonstrating a high level of expertise and experience in managing their crops. The farmers were primarily located in regions such as Hauts-de-France and Grand Est, which are key areas for sugar beet production.
Figure 4: Profile’s characteristics table
Most of the surveyed farms manage large areas of land, with over 200 hectares in total for the majority, and 25% of this land dedicated to sugar beet cultivation. This highlights that these farmers are highly invested in sugar beet farming and are particularly vulnerable to the impacts of Yellows disease on their yields and financial stability.
Impact of Yellows disease and Current Challenges:
Figure 5: Yellows disease’s consequences table
The Yellows disease is a major concern for the surveyed farmers, with a significant portion of them reporting that between 30% to over 50% of their sugar beet surfaces have been infected by the disease. Yield losses from Yellows disease were also substantial, with several farmers experiencing losses between 10% and 50%, and a few facing more than 50% of yield losses. This data highlights the urgent need for a more effective and reliable solution to combat Yellows disease, as the current methods appear to fall short in protecting a significant portion of crops. The severity of the yield losses also indicates that the financial health of these farms is at risk, further amplifying the need for an innovative approach like CAP'siRNA.
Current Treatment Methods and Their Limitations:
Figure 6: Current treatments against the Yellows disease’s table
Farmers currently rely on a combination of insecticides and other methods to control the Yellows disease. Interestingly, while most respondents (10 out of 11) rated these treatments as efficient, they reported spending between €100 to €200 per hectare on these solutions. However, given the ongoing issues with the Yellows disease infection and the significant yield losses, it's clear that these treatments are not entirely effective, particularly for large-scale or severe infections and especially because multiple passages are needed as talked about with all of those respondents when interviewed.
One striking observation from the survey was the dissatisfaction with the cost-effectiveness of current treatments. While some methods are deemed efficient, the rising costs and potential inefficacy in addressing the full scope of the Yellows disease infections pose a barrier. Farmers are evidently seeking a more sustainable and financially viable solution, one that can mitigate the long-term impact of the disease without driving up production costs.
Investment in New Solutions: Readiness for CAP'siRNA:
Figure 7: Beets profitability and new treatment investment’s table
Regarding the introduction of CAP'siRNA as a new biocontrol product, most farmers indicated a willingness to invest in a treatment priced between €100 and €200 per hectare, aligning with their current spending on the Yellows disease control. This suggests that CAP'siRNA, if priced competitively within this range, would be a viable option for adoption. Still, such deduction do not take into account the potential of a high efficacy and the eco-friendliness of our product, especially considering that chemicals in agriculture are being greatly suppressed by regulations, that constitute a crucial added value that could justify a far higher prices.
Farmers also expressed interest in free demonstrations or trials of CAP'siRNA on their farms. This indicates an openness to trying new methods, provided they can see firsthand how effective and practical the solution would be in their specific context.
The survey results clearly highlight several unmet needs among sugar beet farmers. The primary challenges revolve around the high prevalence of the BYV, the limitations of current treatments and the few options available for farmers, which are not entirely effective and can be costly. Farmers are looking for a more efficient and affordable solution that offers better protection against the BYV without compromising their profitability, for which sustainability is also becoming a crucial characteristic simply because of the tight regulatory environment.
2. Potential Customers
Segmenting the market is a crucial step in the strategic deployment of CAP'siRNA, particularly in the complex agricultural sector. By dividing the market into smaller, more manageable segments, we can tailor our approach to meet the specific needs and characteristics of different groups of farmers. This allows us to penetrate the market more effectively, starting with those most likely to adopt our solution and gradually expanding to broader audiences.
The target customers are predominantly established farmers, who are less than 60 years old and are only cultivating crops. They previously relied on NEOs for crop protection and have the financial capability to adopt CAP'siRNA since they have profitable farms. Their decision-making is driven by the need to safeguard their crops against diseases as it has a direct impact on their financial outcomes. The willingness to invest in CAP'siRNA will be higher among those who have previously experienced huge economic losses because of the Yellows disease and are seeking a reliable solution that aligns with modern agricultural practices. They are generally well-informed about agricultural innovations through their Chamber of Agriculture and social circles [18].
From this profile are devised segments that will be targeted at different points in time:
Figure 8: CAP’siRNA’s customer segments
By focusing on these three segments, CAP'siRNA can strategically address the needs of farmers most impacted by the ban on neonicotinoids, offering them a viable and sustainable alternative to protect their crops and livelihoods.
3. Current Solutions
Farmers currently employ several methods to mitigate the effects of the BYV, focusing on controlling the aphid population, the vectors of the virus, rather than targeting the virus directly. These indirect competitors present a variety of approaches.
Chemical Insecticides: Teppeki (Certis Belchim) and Movento (Bayer CropScience) are insecticides widely used to target aphids. Teppeki inhibits lipid biosynthesis in biting insects, while Movento causes aphids to lose their feeding ability by atrophying their proboscis. These solutions, while mildly effective, are also restricted due to harmful environmental impacts. Although affordable at around €28 per hectare, their limited use (3-5 times per season) and negative effects on biodiversity make them unsustainable in the long term [19-22].
Predatory Insects: Some farmers employ natural predators like ladybugs to control aphid populations. Ladybugs can consume 50 to 60 aphids per day, making them an effective biological control on a small scale. However, this method becomes less practical for larger farming operations, as it costs approximately €8,000-€8,250 per hectare. Moreover, predatory insects are not species-specific and may feed on other beneficial insects, reducing their overall efficacy [23].
Hybridization: This method involves crossbreeding two plant species to develop a more resistant crop. While this approach can create plants with specific resistance to viruses like BYV, it comes with drawbacks. The F1 generation of hybrids is infertile, requiring farmers to purchase new seeds every season. Additionally, hybridization limits the genetic diversity of crops, posing long-term sustainability risks [24].
Co-Culture: Co-culture involves planting different crops together to create a natural synergy that helps to protect against pests. While this is a natural and environmentally friendly approach, it only works on a small scale and is not specific to aphids or BYV. Furthermore, it lacks the specificity required to deal with severe pest outbreaks, limiting its effectiveness in large-scale commercial farming [25].
Kairomones: Kairomones are chemical substances emitted by plants that attract beneficial organisms, such as predatory insects, which can help manage pest populations like aphids, the primary vectors of the BYV. In the context of managing BYV, kairomones could be used to lure aphid predators into sugar beet fields, indirectly controlling the spread of the virus by reducing the aphid population. Although promising, kairomones as a solution for pest control are still in the research and development phase. According to Agriodor, they have not yet been commercialized for agricultural use, which limits their immediate availability as a viable option for farmers seeking to combat BYV. This leaves a significant gap in the market, where innovative solutions like CAP'siRNA could provide a more immediate and targeted approach to controlling the disease [26].
New Breeding Techniques (NBT): NBT are advanced genetic methods that enable precise modifications in a plant's DNA without introducing foreign genes, unlike traditional GMOs. Farmers in countries where NBT is allowed can use crops enhanced by these methods to combat challenges like pests and diseases more effectively and sustainably. NBT helps speed up plant breeding compared to traditional methods, offering faster solutions to agricultural challenges, except in France and the European Union where these techniques face strict GMO-like regulations [17].
To see how these solutions meet the customer’s needs, we made a table demonstrating the different types of solutions against BYV according to the customer’s needs.
Figure 9: Competitive Analysis Grid comparing different types of solutions against BYV according to the customer’s needs met. The blue tick shows when a need is met, the yellow minus means that a need is not optimally fulfilled and the red cross shows that a need was not met. The purple question mark means that there is no information concerning this criterion.
The table above shows how the different alternatives already mentioned meet the customer’s needs just cited. It highlights how while NEOs meet the least the customer's needs, they were the most efficient and widely adopted alternatives because of this specific characteristic. Other solutions like predatory insects, hybridization, kairomones and co-culture are not efficient enough even though they meet almost all the customer needs. In addition, even if GMOs meet almost all the customers' need, they are simply not in compliance with the EU regulations because of their unknown sustainability.
Therefore, for CAP'siRNA to be adopted it must firstly be efficient enough to satisfy customers and comply with actual and potential regulations before trying to answer all customer’s needs.
4. Macro-Environment Assessment
a. PESTEL Analysis
In developing our CAP'siRNA innovation, it was crucial to understand the broader forces that could impact our venture. We conducted a PESTEL analysis to explore the Political, Economic, Social, Technological, Environmental, and Legal factors that might influence our project's success.
Figure 10: PESTEL analysis
There are numerous threats and opportunities that the CAP’siRNA team need to consider in the development of the product. As already mentioned, government regulations surrounding agricultural practices are crucial regarding chemicals and genetic modifications: they could either mean a great way to enter the market as an eco-friendly solution to pesticides, aligning with the government policies especially in a context where there is no acceptable alternative, or they could mean an entry barrier because of the lack of proven efficacy and potential consequences of our technology on the environment if there are no proof of such benefits. Overall, it is also important to keep in mind the biosecurity of our product: in terms of food safety as well as environmental protection.
And even by being accepted by the government, the economic situation of farmers must be studied. Indeed, if the product is an investment that is proven to be too important, farmers would not adopt it even with a favorable political environment and proven efficacy. The clear economic benefits must be proven to convince farmers of our product value, even during challenging economic times. In addition, bringing an unknown and complex technology on the market could pose some difficulties in its adoption by our clients: it means that while highlighting the economic benefits a clear and strong communication to build trust and acceptance for our product is also necessary.
Finally, the absence of specific intellectual property rights and patent laws related to RNA-based biocontrol solutions could present both as opportunities and challenges. On one hand, there may be fewer legal barriers when entering the market. On the other hand, there is a need to protect our innovation from competition through strategic IP management.
b. TAM, SAM, SOM Analysis
To accurately quantify the market potential for CAP'siRNA, we performed a TAM, SAM, SOM Analysis. This approach allowed us to define the Total Addressable Market (TAM), the overall revenue opportunity for our product, the Serviceable Available Market (SAM), the segment of the TAM that our innovation could realistically serve, and the Serviceable Obtainable Market (SOM), the portion of the SAM that we can capture in the short term.
Our TAM, SAM, and SOM correspond to three distinct segments of sugar beet farmers previously defined, except for the TAM, with each segment reflecting a specific market size based on geographic and economic factors.
Figure 11: The expected TAM, SAM and SOM for CAP'siRNA
SOM: Segment 1
The SOM represents the most immediate and accessible market. It focuses on farmers in the Hauts-de-France region who rely heavily on sugar beet cultivation, which contributes over 25% of their agricultural activity. They previously used NEOs for crop protection and have the financial capability to invest in CAP'siRNA. This represents 3.8% of farmers in France for a total surface area of 18,000 hectares. At a price of €250 per hectare, the potential annual revenue for CAP'siRNA is €4.5 million [18].
SAM: Segment 2
The SAM expands to a national level, targeting sugar beet farmers across France whose sole activity is farming. As they depend on crops only, they are highly motivated to adopt an efficient solutions like CAP'siRNA to protect them when there is no satisfying solution. This segment covers 273,000 hectares, representing 64% of farmers in France. At €250 per hectare, it represents an annual market potential of €60.6 million [18].
TAM: Segment 3
The TAM includes all the European sugar beet farmers, representing a surface of 1,500,000 hectares. This segment will ensure widespread adoption of CAP'siRNA if insecticides are also banned. This market represents a total potential of €375 million per year, assuming full adoption of the solution [18].
Solution proposed
CAP'siRNA's Minimum Viable Product
CAP’siRNA ethically and safely protects sugar beets and farmers sales revenue from the BYV. The core technology used is drawn from natural plant defense mechanisms, called RNA interference (RNAi).
Figure 12: CAP’siRNA’s mechanism
A small RNA is transferred into the sugar beets through their leaves via a capsid that protects it and helps it penetrate the plant. Inside the plant, the RNA is naturally transformed into RNAi by the plant natural mechanisms. And, if the plant is infected by the BYV, the RNAi specifically recognizes the BYV genetic material and degrade it. Because our product has such a specificity, it is highly efficient and safe to other organisms than the BYV. And because RNAs are used, an unstable molecule outside of its environment, it would naturally and quickly be degraded if outside the plant without consequences on any organisms. Using RNAs would also mean that the product can potentially be developed to the other viruses of the Yellows disease.
Such a solution is the only one on the market or in development to specifically targets the BYV. There is no patent of the technology used, but as it is an RNA-biocontrol solution, our team could face some difficulties when commercializing the product. Indeed, RNA-biocontrol solutions have theorical regulations, but no similar solution have put them to the test: it is impossible to predict how the government or European Union will react toward this product. While there are theoretically no consequences on the environment, there could still be preoccupations on how it can impact the biodiversity and the development of surrounding organisms.
Furthermore, to better fit a farmer's needs and capabilities, CAP’siRNA is developed to be a concentrated solution to be diluted: either for a localized or global application. A localized treatment will prevent the spread of the disease and remove the disease from the sugar beets infected and will be used when the disease has already appeared. A global application will prevent the spread of the disease for farmers that have experiences severe yield losses because of the BYV. Consequently, the same spreading tools would be used as any other chemical treatments and the farmer’s workload, or production costs, would not substantially increase. There would be an interval of one month between spreads, and a high effectiveness of the product of 1 week before the efficiency starts to decrease. Priced competitively at €250 per hectare, it provides an affordable, targeted, and sustainable solution to farmers’ needs without requiring significant investment in new machinery.
When NEOs could be used by farmers, around €350 was spent with the guarantee to have no Yellows disease on sugar beet crops. After their ban, only insecticides can be used such as Movento and TEPPEKI that amounts on average to €40/ha and per passage, knowing that 3 to 4 passages can be done at the most because of regulation despite their partial efficacy. As such, while before it was €350 spend to have a complete protection of the crops, it is now €120 to €160 that are spent to have partial protection of the crops that still experience 30% to 50% of yield losses on average.
Insecticides prices are included with other costs to a farmer’s production costs, taking almost half of the sugar beets sales revenue. In addition, 30% to 50% of the sugar beets sales revenue is simply lost because of the Yellows disease. Consequently, about 2% to 20% of the sugar beets sales revenue are what is left of sales revenue for farmers depending on their yield losses. While CAP’siRNA’s goal is to replace NEOs and have an efficacy close to this solution, the previous data also mean that our product can not be a higher investment for farmers than NEOs, €350/ha, because of their limited financial capabilities.
Based on early estimations and production costs of €150/ha, our product would set a target price of €250/ha that should be studied to analyze the feasability.
To further justify this price, you can find the Farmer’s Financial Projections Overview table [43, 44].
The document analyzes the financial implications of using CAP'siRNA compared to traditional insecticides for controlling BYV and other viruses that affect sugar beet crops. It highlights how different farming approaches impact costs, yield losses, and potential revenues for farmers over a five-year period.
One of the main focuses of the analysis is the cost of production. The document provides detailed figures for various expenses such as seeds, fertilizers, and protective tools. When using CAP'siRNA, there are potential savings in areas like insecticide costs and yield preservation. By preventing viral infections, CAP'siRNA reduces the damage to crops, which in turn helps farmers avoid larger economic losses. This makes it an attractive option, especially for farmers facing high levels of yield loss.
Figure 13.a : CAP'siRNA's potential lost sales revenue that could be preserved - 1 use
Figure 13.b : CAP'siRNA's potential lost sales revenue that could be preserved - 2 use
The financial previsions show that CAP'siRNA becomes particularly valuable for farmers who experience significant yield losses (50% or more). In these cases, the product can help farmers to partially or totally recover their potential revenue by preventing large-scale damage to their crops. By targeting not just the BYV but also all relevant viruses, CAP'siRNA maximizes its economic benefit. The product allows farmers to maintain or even increase their revenues by reducing the financial hit from viral infections.
For farmers with lower yield losses, CAP'siRNA may not offer as immediate financial returns. The cost of the product might exceed the revenue it helps preserve in these cases, especially when only targeting BYV. However, the analysis shows that even for these farmers, using CAP'siRNA results in smaller overall losses compared to relying solely on traditional insecticides. This demonstrates that while the product's financial advantage is clearer in high-yield-loss situations, it still provides a benefit in protecting crops from losses over time.
In conclusion, CAP'siRNA is a financially sound investment for sugar beet farmers, particularly those dealing with severe viral infections that lead to high yield losses. Though its initial cost may be significant, the long-term reduction in losses and reliance on insecticides makes it a viable solution for improving economic outcomes. Even in cases of lower yield loss, CAP'siRNA helps reduce financial losses, offering consistent benefits to farmers over time.
CAP’siRNA Labeling
In accordance with the French Directorate of Food, Agriculture and Forestry (DAAF), which defines the technical rules to be respected for a plant protection product to successfully reach the registration and marketing stage, we have followed the European regulation stipulated in No. 1107/2009, 547/2011 and 1272/2008 to create our product’s label. [40–42].
Figure 14: CAP’siRNA’s Label
Business Development Plan
Strategic Analysis
1. SWOT Analysis
As we move from conceptualization to implementation, a robust Business Development Plan is essential to ensure the viability and sustainability of our CAP'siRNA innovation. This plan is grounded in a Strategic Analysis that includes a SWOT Analysis, where we carefully assess our project's strengths, weaknesses, opportunities, and threats. This analysis helps us identify areas where we excel and aspects that require improvement, while also highlighting external opportunities we can seize and threats we must mitigate.
Figure 15: CAP’siRNA’s SWOT analysis
The SWOT analysis reveals that while CAP'siRNA has considerable strengths and opportunities, especially in terms of sustainability and targeting a niche market need, there are significant challenges to address. The high production costs, the need for multiple applications, and the limited scope of protection are critical weaknesses. Moreover, the potential regulatory hurdles and upcoming competitive threats from alternative products like resistant seed varieties pose substantial risks. To succeed in the market, CAP'siRNA must leverage its strengths and opportunities, such as government support and expansion potential, while addressing its weaknesses through technological improvements and strategic partnerships. Additionally, staying ahead of regulatory developments and preparing for competitive responses will be essential in securing a strong market position.
2. Competitor Analysis
We also conducted a Competitor Analysis to position our solution within the existing solutions market landscape. The competitive landscape for CAP'siRNA in the RNA-based biocontrol solutions market targeting specific viruses responsible for crop diseases includes notable direct competitors such as RNAway and KWS, each employing distinct approaches for agricultural pest management and virus control.
KWS RNA-Based Plant Resistance:
KWS uses RNA interference in genetically modified (GM) sugar beet plants to combat multiple Yellows disease, including the BYV. While effective, this approach is limited by EU regulations that ban GMOs in countries like France, restricting its application in key markets [48].RNAway: Advanced RNA Delivery Technology:
RNAway offers a cutting-edge RNA delivery platform that allows for the efficient insertion of RNA molecules into plant cells. Their platform focuses on protecting RNA from environmental stresses and facilitating its systemic distribution within the plant. However, it does not specifically target Yellows disease or the BYV, leaving a gap in sugar beet protection [49].
The common point between those competitors and CAP’siRNA is their characteristic of being an RNA-biocontrol solution, meaning that obstacles would be encountered such as the unproven efficacy of such technology and the lack of regulation around those type of technologies because of the lack of demand yet. There is another risk that is the potential they have over CAP’siRNA to take control of the market. If this type of technology proves to be efficient and accepted on the French market regulatory-wise, those companies could shift their focus onto CAP’siRNA target. What is protecting us from this eventuality is the time each company, including our team, would need to develop such technologies and the differences in target : by the time our competitors shift their focus on the BYV it is likely that CAP’siRNA would have already been fully developed. To that can be added the method of application used, the price and the networking done beforehand to secure our market.
Business model
Our Business Model is presented through a Business Model Canvas, providing a clear and concise overview of our value proposition, customer segments, channels, and revenue streams. This canvas serves as a blueprint for our business operations, ensuring that every aspect of our strategy is aligned with our overall vision.
Figure 16: CAP’siRNA’s Business Model Canvas
Key Partners
CAP'siRNA relies on a network of key partnerships that are integral to its research, development, and commercialization efforts. These include laboratory equipment suppliers such as Promega, Addgene, and Thermofisher, who provide essential tools and materials for production and testing. In addition, CAP'siRNA collaborates with scientific partners like SupBiotech and the Beet Technical Institute (ITB) to enhance research capabilities and to ensure the solution meets agricultural needs. Financial backing is provided by investors like SupBiotech and DIM BioConvS, while local authorities, Chambers of Agriculture, and farmers are involved in the co-creation process to ensure the product’s practical applicability and acceptance.
Key activities
CAP'siRNA’s core activities revolve around continuous innovation and development of its technical solution. Research and development are crucial to ensure CAP'siRNA remains effective and scalable as a biological control solution. Collaboration is at the heart of CAP'siRNA's approach. By engaging stakeholders (including researchers, industry experts, and end-users) in the co-creation process, the organization fosters a diverse input environment. This not only enhances the innovation's relevance and usability but also accelerates its market readiness. To bolster its innovation efforts, CAP'siRNA prioritizes establishing scientific partnerships with academic institutions and research organizations. Recruiting skilled collaborators is also essential, as their expertise can drive the project forward and ensure a high level of scientific rigor throughout the development process. CAP'siRNA aims to demystify synthetic biology by actively engaging with the community and potential users. Through educational outreach and transparent communication, the organization seeks to build trust and showcase the reliability and potential applications of its innovative technologies, thereby fostering broader acceptance and interest. Establishing robust logistics is crucial for CAP'siRNA. The organization seeks to forge partnerships with suppliers and subcontractors to streamline the production process. Additionally, creating efficient delivery chains ensures that products reach customers in a timely manner, enhancing overall operational efficiency. CAP'siRNA prioritizes building a collaborative network that includes partners and collaborators across various fields. Regular interventions, such as workshops and joint projects, facilitate knowledge sharing and strengthen relationships within the ecosystem, ultimately driving innovation and enhancing project outcomes.
Key resources
CAP'siRNA relies on a combination of physical, human, financial, and individual expertise to drive its operations and success.
Physical Resources: CAP'siRNA benefits from access to well-equipped laboratories at SupBiotech, featuring essential equipment and reagents. Additional specialized equipment is supplied or loaned by trusted partners, ensuring cutting-edge tools for research and development.
Human Resources: A multi-skilled team forms the backbone of CAP'siRNA. This includes experts in biotechnology, agronomy, R&D, and bioproduction, alongside partners and collaborators with deep knowledge of the agricultural and scientific sectors.
Financial Resources: Initial funding is secured through research funds, investors, and strategic partners. This financial support is essential for product development, testing, and eventual commercialization.
Individual Expertise: The team brings a diverse range of skills, including R&D, bioproduction, quality assurance, marketing, management, entrepreneurship, programming, and design. Their interests in environmental sustainability, agri-food, and health align with the core mission of creating innovative, eco-friendly solutions for agriculture.
These key resources ensure CAP'siRNA has the infrastructure, expertise, and financial backing to continue developing its innovative solution for sustainable pest control.
Value Propositions
CAP'siRNA offers a sustainable, innovative solution for preventing and controlling BYV in sugar beets, providing a safe and effective alternative to neonicotinoids. Developed as a sprayable solution of inactive viruses enveloping shRNAs, it targets and degrades the genome of the virus, preventing its spread and protecting crops from severe economic losses. Additionally, the technology is generalizable to combat other plant viruses, making it a scalable solution for broader agricultural use.
Key Advantages
Environmentally Safe: CAP'siRNA has no negative impact on biodiversity, human health, or the environment due to its highly specific action. It exclusively targets the virus without harming other organisms.
Economic Protection: The product is both preventive and curative, significantly reducing the risk of crop damage from BYV and safeguarding farmers' revenue.
Natural Defense Mechanism: By leveraging the plant's natural defense mechanisms, CAP'siRNA offers an innovative, chemical-free method to stop virus transmission.
Transferable Technology: The underlying technology can be adapted to address other plant diseases, extending its utility across various crops.
Simple and Practical: The solution is easy to apply and integrate into existing farming practices, targeting farmers who currently have no reliable alternatives.
Customer Segments
CAP'siRNA targets sugar beet farmers who are highly affected by the BYV and are seeking effective and sustainable pest management solutions.
Primary Target: Farmers under the age of 60 who operate large-scale farms (approximately 200 hectares) growing a combination of crops such as sugar beets, wheat, barley, and poppy. Although sugar beets may account for only 35% of the total agricultural area, they are a significant source of sales revenue for these farmers. This segment is particularly concerned about the BYV, as the disease poses a major threat to their crops, and the previous reliance on neonicotinoids has been replaced with less effective insecticides.
1st Segment: Farmers in the Hauts-de-France region, where sugar beets represent at least 25% of their total sales revenue. These farmers are key adopters due to their reliance on sugar beets for income.
2nd Segment: Farmers across France for whom sugar beets also represent at least 25% of their sales. These farmers are spread across different regions but share similar concerns about the BYV and the impact on their revenue.
3rd Segment: A broader group of farmers across France whose sugar beet crops account for at least 12% of their revenue. Though sugar beets are a smaller part of their portfolio, these farmers are still affected by the virus and motivated to protect their yield.
All these farmers are part of an active agricultural network, making them well-informed and receptive to new, effective solutions like CAP'siRNA.
Customer Relationships
CAP'siRNA will focus on building strong and long-lasting relationships with its customers through a combination of personalized assistance, automated services, and co-creation.
1. Types of Services
Dedicated Personal Assistance: Farmers will receive individualized support to help them understand and effectively use the product. This includes one-on-one consultations and tailored advice based on their specific needs.
Automated Services: CAP'siRNA will provide automated updates and resources, such as notifications on product upgrades and usage guides, allowing customers to access important information quickly and efficiently. The acces to our product will also go through specific distributors that are licenced and qualified.
Co-Creation: By involving customers in the ongoing development of the product through feedback and pilot tests, CAP'siRNA will ensure the solution continues to meet farmers' evolving needs.
2. After-Sales Services
Product Updates: Customers will receive regular updates on any improvements or new features to ensure they always have the most effective version.
Product Sponsorship: CAP'siRNA may offer sponsorship opportunities for loyal clients, enhancing partnerships and product promotion through endorsements.
Follow-Up Support: A dedicated team will track how clients are using the product, ensuring proper usage and offering continued assistance as needed.
Client Feedback Collection: CAP'siRNA will actively collect customer opinions and suggestions to improve its services and maintain customer satisfaction, fostering an ongoing dialogue with its user base.
Channels
CAP'siRNA will utilize a mix of direct and indirect channels to reach its target customers and promote product adoption. Direct Channels: The company will engage with potential clients by attending agricultural trade fairs and shows, where farmers, industry leaders, and agricultural businesses gather. These events provide a platform for CAP'siRNA to showcase its product, conduct live demonstrations, and network directly with farmers and stakeholders. Indirect Channels: The indirect approach will leverage the influence of opinion leaders within the farming community, including farm leaders and sugar industry professionals, as well as research institutions involved in agricultural innovation. These leaders can help spread the word about CAP'siRNA by sharing their positive experiences and insights on the product’s benefits. CAP'siRNA will also form research partnerships and conduct pilot tests on farms to demonstrate its efficacy. These partnerships will provide valuable data, and successful tests on pilot farms will encourage wider adoption. Additionally, the company will raise awareness through demonstrations on farms, interviews, and educational sessions to show farmers how CAP'siRNA works and the advantages of using it. This hands-on approach will build trust and showcase the practical benefits of the product.
Cost Structure
CAP'siRNA's cost structure focuses on three main categories: Intellectual Costs: These include collaborations with industry experts and scientists, which are crucial for research and innovation. Additionally, ongoing training courses for staff ensure the team stays updated on new technologies and agricultural practices. Material Costs: These cover essential infrastructure such as offices, laboratories, and equipment. This includes laboratory tools, computer systems, and licenses to access scientific journals. Initial research equipment is also a key investment to support the product's development. Financial Costs: CAP'siRNA invests in scientific conferences, congresses, and competitions to build networks and gain industry insights. The company also allocates initial research funds for experiments and trials, essential to the product's creation and regulatory compliance. This structured approach allows CAP'siRNA to balance innovation, research, and market competitiveness while managing costs effectively.
Revenue Streams
CAP'siRNA's revenue model is built around a flexible payment structure tailored to the financial cycles of farmers, ensuring affordability and facilitating adoption. Farmers will make an initial payment when ordering the product. This upfront payment will cover a portion of production costs and supplier expenses, ensuring that CAP'siRNA can maintain efficient manufacturing and distribution operations. The remaining balance is then settled during the harvest period, when farmers typically have higher liquidity. The final payment can be made in one lump sum or spread out over multiple installments, depending on the farmer's financial capacity and harvest schedule. This flexible approach helps farmers manage cash flow and reduces financial strain, especially during less profitable seasons. Additionally, CAP'siRNA may explore subscription models in the future, allowing farmers to make regular payments over time, ensuring they have a reliable supply of the product for each planting season. This would create a recurring revenue stream for the company while offering farmers predictable, ongoing access to CAP'siRNA for their crops. By structuring payments in this way, CAP'siRNA aligns its revenue generation with the natural farming cycles and cash flow realities of its customer base, enhancing affordability while ensuring consistent revenue streams.
Social and Environmental Benefits
CAP'siRNA is not just a solution to a farming problem but also a contributor to sustainable agriculture. The product addresses significant environmental challenges by offering a non-chemical alternative that protects biodiversity and does not harm other organisms. Moreover, CAP'siRNA helps farmers reduce their economic losses caused by the Yellows disease, supporting the long-term viability of their operations. The company's approach aligns with broader societal trends that favor sustainable and organic farming practices, ensuring that both farmers and the environment benefit from its innovation.
In conclusion, the Business Model Canvas for CAP'siRNA highlights a forward-thinking, environmentally conscious product designed to meet the needs of modern farmers facing serious challenges from the BYV. By integrating advanced biotechnology with practical application, CAP'siRNA stands as a sustainable and effective alternative to traditional pesticides, with long-term scalability potential across various crops and markets.
Implementation Strategy
Beachhead Strategy
With a clear vision and a solid business foundation in place, our next step is to outline the Implementation Strategy for bringing CAP'siRNA to market. This strategy begins with a Beachhead Strategy, where we focus on our initial market entry, detailing how we plan to secure our first customers and establish a strong market presence. This approach is crucial for gaining early traction and building momentum as we expand.
Figure 17: CAP’siRNA’s Beachhead Strategy
CAP'siRNA's Beachhead Strategy is designed to establish a strong foothold in the agricultural market by carefully targeting key customer segments and gradually expanding its reach. The initial point of attack focuses on the first customer segment in the Hauts-de-France region. By concentrating on this well-defined group, CAP'siRNA can effectively introduce the product and build strong initial adoption. Once the product has been successfully launched in the Hauts-de-France region, the next phase of market penetration will expand to the second customer segment, which includes sugar beet farmers across the entirety of France. These farmers share similar characteristics with those in the initial region, making them a logical next target for expanding CAP'siRNA’s reach. As the final step in CAP'siRNA’s market penetration, the company will target a broader group of sugar beet farmers across France in the third segments. By reaching this larger and more diverse group, CAP'siRNA can further solidify its position in the market and ensure widespread adoption. For future market expansion, CAP'siRNA plans to develop new products targeting other viruses associated with Yellows diseases for full crop protection. Following this, the company will introduce new solutions targeting different viruses that affect other types of crops. This expansion will allow CAP'siRNA to grow beyond sugar beet farming and establish itself as a comprehensive biocontrol solution provider in the broader agricultural market.
Timeline from Concept to Product
To ensure a structured and efficient path to market, we have developed a Timeline from Concept to Product from 2024 to 2029. This timeline highlights the key milestones in our journey, from initial development phases through to product launch. Each stage is carefully planned to maintain focus, meet deadlines, and manage resources effectively.
Figure 18: CAP’siRNA’s 6 years plan
The timeline is broken down into distinct phases with overlapping tasks that ensure smooth progression through each development stage:
1- Research & Development (2024–2029): This phase involves comprehensive literature review, market research, investor search, and protocol design. The objective is to gather sufficient background information to support the technical and commercial aspects of CAP'siRNA. While this phase begins in 2024, the market research and investor search will extend into later years to support ongoing project refinement and scale-up.
2- Proof of Concept (2024–2026): During this period, laboratory testing, greenhouse trials, and data analysis are critical. The goal here is to validate the technical feasibility of CAP'siRNA. Key activities such as greenhouse trials are projected to occur from 2025 to 2026, with data optimization running in parallel.
3- Pre-Clinical Trials (2025–2027): Following proof of concept, regulatory preparation begins in 2025, with initial field trials scheduled to start by 2026. These trials are crucial for collecting data on product safety and efficacy in real-world environments.
4- Clinical Trials and Validation (2026–2028): Large-scale field trials and regulatory approval are scheduled during this phase. The goal is to ensure the scalability and regulatory compliance of CAP'siRNA in preparation for broader adoption.
5- Production and Scale-Up (2026–2029): Manufacturing process development and pilot production will take place in this phase to ensure the product is ready for full-scale production. This includes setting up manufacturing infrastructure to meet market demand.
6- Marketing and Distribution (2027–2029): During this phase, the market entry strategy will be executed, supported by the setup of sales and distribution networks. A marketing campaign will also be launched to build product awareness and secure early adopters.
7- Post-Launch Activities (2028–2029 and beyond): After the official market launch, CAP'siRNA will focus on monitoring product performance and continuing research and development to improve the product and address any emerging challenges. The entry on the European market will also be prepared to hope for a European commercialization in 2031.
Risk Analysis
Understanding the challenges that may arise, we also conducted a risk analysis to identify potential risks across technical, market, and regulatory domains. We have developed comprehensive mitigation strategies to address these risks, ensuring that we are well-prepared to navigate uncertainties and keep our project on course.
Figure 19: Risk analysis table
The updated risk analysis highlights the primary challenges CAP'siRNA may face, including missing market opportunities, regulatory barriers, inadequate marketing strategies, and technological risks related to off-target effects. Each risk has been assessed for its potential impact, probability, and overall risk rating. The table reflects the severity of these challenges and outlines clear mitigation strategies to address them. To ensure a smooth development and commercialization process, CAP'siRNA will prioritize market monitoring and competitor analysis to stay ahead of trends and avoid missed opportunities. Regulatory risks will be managed through close collaboration with governing bodies, ensuring compliance from the early stages to prevent delays. In terms of marketing, engaging with agricultural influencers and farmers early on will help build trust in our innovative solution, while flexible pricing strategies will ease concerns about high production costs. Technological risks, particularly off-target effects, will be mitigated through rigorous testing and refinement of the siRNA design.
Intellectual Property (IP)
Our IP strategy is focused on securing exclusive rights to the innovative siRNA technology employed in CAP'siRNA while navigating around existing patents in the field. Protecting our unique approach will be critical to ensuring market exclusivity and safeguarding our competitive advantage.
1. Existing Patents
A key patent in the field, held by KWS SAAT SE & CO KGAA, covers the use of siRNA to combat multiple viruses affecting sugar beets, including the Yellows disease. This patent specifically protects the insertion of nucleic acids into Beta plants (such as beetroots), conferring resistance to at least two viruses from a group that includes BCTV, BSCTV, BNYV, BYV, BMYV, BWYV, and BChV. The patented sequences range from 20 to 300 nucleotides, with some constructs extending up to 4000 nucleotides, offering broad protection for multiple viral targets. Importantly, the patent is restricted to plants that are engineered for resistance to two or more viruses. Since CAP'siRNA is designed to target only one virus (specifically, the BYV) our technology does not infringe on this patent. By focusing on a single-virus solution, we can proceed without violating existing intellectual property protections, positioning ourselves favorably in the market. And above all, we don't induce resistance in the plant because we don't modify its genes [50].
2. Patents and Trademarks
Given the novelty of our approach and the niche we are addressing, filing a patent on CAP'siRNA technology will be a priority. This will involve protecting the siRNA sequences we develop specifically for targeting the BYV, as well as the method of encapsulating these RNA molecules within viral capsids to ensure stable delivery into plants. This strategy will provide us with exclusive rights to market and commercialize our product. In addition to patent filings, trademarks will be pursued for the CAP'siRNA brand name and any associated logos or slogans. This will help establish brand recognition and ensure that competitors cannot use confusingly similar branding.
3. Trade Secrets
Certain elements of our technology, such as the precise formulation of the delivery mechanism or proprietary methods used during the manufacturing process, may be protected as trade secrets. These are critical components of our product that offer a competitive edge, and maintaining their confidentiality will be key to protecting our long-term interests. By limiting access to this sensitive information and putting appropriate legal protections in place, we can prevent competitors from replicating our processes.
4. IP Risk Mitigation
While we have identified existing patents related to siRNA technologies, our IP strategy is designed to navigate these protections carefully. Since we are targeting a single virus (BYV) rather than multiple viruses and we are not modifying the plant’s genes, we do not infringe on the existing KWS patent, which requires resistance to at least two viruses. To further mitigate IP risks, we will maintain regular communication with legal counsel specializing in biotechnological patents to ensure our filings remain defensible and do not overlap with existing claims.
By leveraging a combination of patents, trademarks, and trade secrets, CAP'siRNA will establish strong intellectual property protection, supporting our competitive positioning and ensuring long-term profitability. This strategy will enable us to confidently commercialize our product while minimizing the risk of IP conflicts.
Impact Assessment
As we move forward with the development and deployment of CAP'siRNA, it's essential to evaluate the broader implications of our innovation. The Impact Assessment section provides a comprehensive analysis of the potential positive and negative impacts of our solution. By carefully considering its effects on society, the environment, and the economy, we aim to present a balanced view of the long-term consequences.
Figure 20: CAP’siRNA’s Impact Assessment
Collaborators skills and capabilities
The success of any innovative project relies heavily on the expertise and dedication of the team behind it, as well as the involvement of key stakeholders.
Team Capabilities
In this section, we will highlight the Skills and Capabilities within our team that are essential to driving the CAP'siRNA project forward.
Figure 21: Our team’s skills and capabilities
Our team consists of 14 biotechnology engineering students from SupBiotech, specializing in various areas such as R&D, bioproduction and quality, marketing and product management, entrepreneurship, programming, and design. Each member brings a strong interest in environmental sustainability, agri-food systems, and health, which is critical for the successful development of our solution. Additionally, we have 2 IT engineering students from EPITA. Their expertise in programming enhances our technical capabilities, allowing us to integrate innovative technologies into our project. We possess a diverse skill set that includes scientific research, marketing strategies, and technical development, which are essential for developing our solution. Our strengths lie in our multidisciplinary approach and collective passion for our project's objectives. The combination of biotechnology and informatics expertise equips us to tackle challenges from various angles. However, we acknowledge weaknesses in specific areas, such as limited legal expertise for navigating complex regulations and potential gaps in experience with large-scale production processes. To improve our team's efficiency, we can focus on addressing these weaknesses. Enhancing our understanding of regulatory frameworks through training or workshops will be essential, as will seeking partnerships with legal experts. Additionally, gaining experience in large-scale production can be achieved by collaborating with industry professionals or participating in relevant internships.
Stakeholder Involvement
Furthermore, we recognize the importance of Stakeholder Involvement in the success of our venture. Engaging with stakeholders, ranging from industry experts and investors to farmers provides valuable insights, support, and validation for our project. This section will detail the role of these stakeholders, outlining how their input and collaboration will be leveraged to enhance the development, implementation, and adoption of CAP'siRNA, ultimately ensuring its success in the market.
1. Farmers
Farmers provide practical, real-world insights into the challenges of sugar beet farming, including the economic impact of diseases and the effectiveness of pest control methods. Their feedback helps ensure that CAP'siRNA solutions are tailored to meet the practical needs of farmers and are economically viable for field application.
Bruno Cardot – Farmer at EARL CARDO
As a practicing farmer, Bruno Cardot provided insights into the real-world challenges sugar beet farmers face, especially in managing pests like aphids. His feedback helped the team understand the direct impact of the Yellows disease and the need for practical, cost-effective solutions that could be implemented at the farm level.
Jérôme Gallois – Farmer at EARL Sillon de Gastie
Jérôme Gallois provided insights into the economic models of farming, explaining how sugar beet contracts with cooperatives work and detailing the high costs and challenges farmers face with pest management. His openness to sharing his farm’s economic data and potential interest in a partnership offered the team valuable business model insights for integrating CAP'siRNA solutions into real-world farming practices.
Vincent Guyot – Farmer at Etaves-et-Bocquiaux
Vincent Guyot provided economic insights into the cost of producing sugar beets and the impact of the Yellows disease on farm profitability. His emphasis on the economic viability of crops offered guidance on how CAP'siRNA’s solution could be positioned as a cost-effective treatment. His experience highlighted the need for effective, affordable pest control measures to protect yields.
Eddy Bollaert – Farmer at GAEC Bollaert
Eddy Bollaert shared his experiences with the increasing costs and challenges of sugar beet pest control following the ban on neonicotinoids. He provided key insights into the limitations of current insecticides and alternative methods, such as natural aphid predators. His feedback on the potential use of CAP'siRNA as a preventative treatment was crucial in shaping how the product might be marketed to farmers as a solution that could reduce economic losses.
Didier Blanckaert – Farmer at DU BAS DE LA CENSE
Didier Blanckaert brought insights into the impact of climate change and the growing challenges posed by diseases like Cercospora in addition to the Yellows disease. His involvement in the sugar industry network also provided the team with valuable industry contacts and access to new technologies and protective tools
Alexis Hache – Farmer at EARL DE LA BRULOTTE
Alexis Hache provided detailed insights into the economic risks of sugar beet farming, particularly under the current regulatory and market conditions. His thoughts on potentially reducing sugar beet production due to increased risks helped the team understand the broader market trends and the importance of a solution that mitigates those risks.
Bérangère Chombart – Farmer at COUPIGNY FARM
Bérangère Chombart owns a 65-hectare farm with wheat, potatoes, sugar beets, corn, and peas. She provided insights on the profitability challenges of sugar beet farming and the risks involved. She highlighted the severe economic impact of diseases like the Yellows disease and Cercosporiose, as well as the emerging threat of weevils. Bérangère explained the variability in pest pressure, emphasizing that the aphids (causing the Yellows disease) and Cercosporiose are the main concerns. Her farm experienced a 50-60% loss due to Yellows disease.
Frédéric Choiselat – Farmer at EARL CAFRE
Frédéric Choiselat manages a 190-hectare farm growing wheat, sugar beets, barley, hemp, and alfalfa. In 2020, reduced sugar beet farming due to risks but noted that improved yields and prices have increased profits from sugar beets to 40% of the farm's income. He emphasized the major threat of aphids (Yellows disease), which significantly impacted yields. His farm saw a drastic reduction in yields from 107 tons/hectare in 2017 to 60 tons/hectare in 2020 due to the disease. Management costs have increased four to five times because of disease control.
Sébastien Loriette – EARL LORIETTE
Sébastien Loriette owns a 160-hectare farm cultivating wheat, colza, corn, barley, and sugar beets. He employs an adaptive approach to farming, balancing crops based on production costs and market conditions, with sugar beets often contributing to his profitability. He advocates for flexibility in farming practices, which allows him to shift crop priorities depending on the market situation. He operates with minimal farm equipment to reduce amortization costs, which helps adjust to the profitability of different crops.
2. Industry experts
Industry experts contribute technical expertise on crop diseases and provide critical resources such as funding, experimental sites, and access to materials for research. They also offer valuable insights into regulatory landscapes, market conditions, and the broader agricultural industry, which helps guide the project’s development and implementation strategy.
Laurent Rudloff – Department Manager at Cristal Union
Laurent Rudloff offered deep insights into the regulatory challenges sugar beet farmers face, such as the ban on neonicotinoids (NEOs) and the impact of aphid attacks. His expertise helped the team understand the economic pressures and market disparities caused by these regulations. He also facilitated access to sugar beet seeds and key technical information, which supported the project's experimentation with virus resistance.
Quentin Tilloy - Agronomy Department Manager at Cristal Union, William Huet - Head of the Agronomy Department & Deputy Agricultural Manager at Cristal Union
Quentin Tilloy and William Huet from Cristal Union brought significant contributions to the CAP'siRNA project by showing strong enthusiasm for its potential. They provided valuable feedback on the technical aspects of RNA interference, particularly by exploring additional targets beyond BYV, such as viral diseases affecting wheat and potatoes. Their engagement led to a promising partnership opportunity with Cristal Union’s agronomic innovation department, which frequently supports such initiatives. Additionally, they offered financial backing and land for field trials, and after reviewing the project’s requirements, secured €5000 in funding to support the development of CAP'siRNA.
Bruno Dequiedt – General Manager at SESVanderHave France, Sugar Beet Seed
Bruno Dequiedt brought critical industry knowledge about the development of virus-resistant sugar beet seeds. He informed the team about the long research timeline required to create new seed varieties, the potential of using CAP'siRNA as a seed treatment, and the regulatory hurdles around genetic modifications. His company also offered potential opportunities to test CAP'siRNA on resistant seed varieties.
Cyril Perche – District Manager at Tereos
Cyril Perche contributed knowledge about the economic and political landscape of the sugar beet industry, particularly the consequences of the 2017 removal of sugar beet production quotas and the resulting market volatility. He also shared pricing information that would help guide the pricing strategy for CAP'siRNA and expressed interest in future collaboration.
Rémi Vanhaesebroucke – Field Crops Market Manager, Marne Departmental Chamber of Agriculture
Rémi Vanhaesebroucke provided insights into farmers' major concerns, including the Yellows disease (causing up to 40% yield loss), Cercosporiose (with 25-35% yield loss), and the challenges of weed management. He also discussed the typical application methods for products like CAP’siRNA, emphasizing that farmers apply products in 100-130 liters of water per hectare and highlighted the importance of adjuvants in formulations for better efficacy. He expressed interest in testing CAP'siRNA in the future to assess its effectiveness against these major crop threats.
3. Academic/research institutions
Academic and research stakeholders provide scientific guidance and ensure that the project is grounded in current research and innovation. They also help in designing communication strategies to ensure the technology is accepted by the market and regulatory bodies. Additionally, they facilitate opportunities for field testing and trials.
Christophe Dion – Innovation Advisor at Regional Chamber of Agriculture, Île-de-France
Christophe Dion offered valuable guidance on future field testing and communication strategy. He advised the team on presenting the CAP'siRNA solution in a way that avoids potential stigmatization as a GMO product. He also provided insights into consumer preferences and the agricultural market, recommending the team focus on partnerships with agrobusinesses rather than individual consumers.
Ghislain Malathesta – Department Director at the Beetroot Technical Institute (ITB)
Ghislain Malathesta brought technical expertise on aphid behavior and virus transmission. He provided access to the ITB’s greenhouses for studying aphids, which are critical to understanding how the Yellows disease spreads. He also provided technical support, allowing the team to use resources such as aphid populations and sugar beet seeds in their experiments, significantly advancing the research capabilities of the team.
4. Innovation and Technology Transfer Advisors
Innovation and Technology Transfer Advisors play a critical role in guiding the project from academic research to market readiness. They help in positioning the project for real-world application by providing strategic advice on the maturation of the technology. These advisors assist in securing funding through investment opportunities, guiding product development, and ensuring the project meets industry standards. They also facilitate partnerships with industry players and support the commercialization process, whether through licensing agreements or the creation of start-ups. Their role is essential in ensuring that innovative solutions are scalable and financially viable for long-term success.
Hervé Escriou - Agriculture and Agri-Food Maturation Project Manager at SATT Paris-Saclay (Technology Transfer Acceleration Company)
Hervé Escriou is a highly experienced Agriculture and Agri-Food Maturation Project Manager at SATT Paris-Saclay, where he has been serving since June 2022. His primary role involves turning innovative technologies from academic research into marketable products. His contributions include:
Project Maturation Support:
He provided strategic advice on how to move the project from proof-of-concept to large-scale testing, ensuring the product can be scaled up for commercial use.
Technology Transfer Expertise:
Drawing from his experience with SATT, Hervé guided the CAP'siRNA team on how to take academic innovations and develop them into economically viable technologies. This includes helping the team understand the steps required to convert their research into a commercially viable product.
Funding and Resource Navigation:
With his experience in securing funding for technology transfer projects, Hervé helped the team navigate potential financial support options for scaling and implementation.
Strategic Positioning and Market Insight:
Hervé provided valuable insights into how the team can position their solution in the market. He advises on communication strategies, regulatory considerations, and how to present the technology to potential investors or industry partners in a way that highlights its commercial and environmental benefits.
Networking and Industry Connections:
His role at AgroParisTech ITB connected the CAP'siRNA team with a broader network of industry stakeholders, research institutions, and potential collaborators, facilitating future partnerships for field trials or commercialization.
Each of these stakeholders brought critical perspectives that helped shape CAP'siRNA’s product development, field testing, and market strategy, ensuring the project aligns with real-world agricultural needs and challenges. To learn more about our meeting with stakeholders, see the Report Meeting document bellow.
Commercial objectives
Financial Projections
We will now outline our commercial objectives as the basis for developing a comprehensive financial projection.
Year 2025: to test the efficacy of our product on different sugar beet seeds varieties to start CAP’siRNA's procedures to obtain a commercialization authorization. For that, multiple trials in greenhouses will be done to mimic real growth conditions but with a speed up growth process. Classic sugar beet seeds would be obtained via our partnership with the ITB, and the new variety of seeds would be obtained via our partnership with SESVanderHave France, the company that has developed those seeds.
Year 2026: to obtain a commercialization authorization for 2027 and to set up the distribution and sales systems. This year will be further used to perfect our product, realize tests on pilot farms, spread knowledge about our product to the industry, and obtain the necessary authorizations to commercialize our product for the 2027/2028 campaign.
Year 2027: to launch our pilot production to 380 farmers for an agricultural surface of 2,101 hectares in the Hauts-de-France region. Our distribution and sales systems would be tested with this pilot production to perfect them for the large-scale sale for the 2028/2029 campaign. The farmers mainly concerned by this pilot production would be farmers that would have been included already in our development process to have truthful feedback on our product.
Year 2028: to double our initial sales volume and spread our product to other French regions (meaning 760 farmers for an agricultural surface of 4,202 hectares).
Year 2029: to further increase our initial sales volume by 3 (meaning 1,140 farmers for an agricultural surface of 6,303 hectares).
While insecticides are the only viable solution for farmers with a medium efficacy on preserving sugar beets from yield losses and with harmful consequences on the environment, CAP’siRNA would offer a sustainable alternative more effective on the Yellows disease. Still, knowing its price and considering only the BYV-targeted CAP’siRNA product, it is still a specific group of farmers that would truly profit from this solution in the beginning. The commercial objectives consider this situation in the first years.
To attain our different commercial objectives, further resources would be needed than what CAP’siRNA has and uses to accomplish the short-term tasks. As those resources would need to be financed, compiling them would make it possible to forecast them and start searching for financial sources as well as predict the amortization period and the first profits.
Figure 22: CAP’siRNA’s Objectives and ressources
As the project is first attached to our SupBiotech investor, a lot of financial and material investments are made by them for the year 2024: the other investments needed were obtained via multiple partnerships.
The year 2025 is quite similar, except that legal costs to apply for a patent will be necessary. In fact, those legal costs will follow the project all throughout the development of the BYV-targeted product to the all-targeted product (product targeting all the viruses causing the Yellows disease): they include fees to create a company, fees to apply for patents and maintain those patents, fees for packaging and labelling authorizations, fees for commercialization authorization and the costs of the toxicology tests needed to apply to those documents.
From the year 2027 will be included the costs of the raw materials needed to produce and condition our product and its transport, the taxes, the rent of laboratories for the development and production, the distributors of our product and any commercial activities done in fair trades, shows and meetings. To them would be added the salaries of 4 different employees to cover the work in laboratories and the monitoring and consulting of our product on farms.
The predicted costs and sales following the financial previsions and commercial objectives are presented in the figure below.
Figure 23: Overview of the Financial Previsions
Following the commercial objectives and the prediction of the resources needed, it is possible to predict that an amount of €1 million to €1.5 million would be needed for the development and production of our products. This investment would be reimbursed within 5 years of development and sales, by 2028-2029.
Business Documents
A solid foundation is essential for the growth and success of any project. To achieve this, we have prepared crucial documents that will steer the development and market strategy of CAP'siRNA.
Entrepreneurship in Action
Competitions and Recognition
Turning an innovative idea into a successful venture requires not just creativity and hard work, but also recognition and validation from the broader entrepreneurial ecosystem. In this section, we will showcase our journey in Competitions and Recognition, highlighting the entrepreneurial contests we’ve participated in, the awards we’ve won, and the external validation we've received. These achievements not only highlight the potential of the CAP'siRNA project but also provide valuable feedback and credibility that fuel our momentum.
1. La Maison des Entrepreneurs’ pitch competition
On Thursday, June 6, four members of our team, Baptiste Bonnet, Clémence Guyoux, Matteo Bettiati, and Marion Guillot, represented us at the pitch competition held at La Maison des Entrepreneurs Vallée Sud-Grand Paris. During this event, we had the chance to present our CAPsi’RNA project to a distinguished panel of experts from Maison des Entrepreneurs, CIC, Crédit Mutuel, My Créo Academy, Club Entrepreneurs 92, Banque de France, and CRESS.
The objective of the competition was to showcase our project and gather insightful feedback from the jury. We were allotted 4 minutes for our pitch, followed by 3 minutes of discussion with the judges.
We extend our sincere gratitude to La Maison des Entrepreneurs for providing us with this valuable platform. The experience was incredibly enriching and offered us meaningful insights to further refine and advance our project.
Figure 24: Our team at La Maison des Entrepreneurs’ pitch competition
2. Biomim challenge pitch competition
On June 11 and 12, our iGEM team proudly participated in the Biomim Expo, a premier event dedicated to biomimicry and innovation where we showcased our Cap'siRNA project. Our goal was to raise awareness about our project, engage with industry professionals, and immerse ourselves in the world of biomimicry.
A highlight of our participation was the Biomim Challenge, a competitive platform where student projects and startups were given just three minutes to present their work to a panel of judges. We are excited to share that our team was honored with the jury’s favorite prize and received €400 in funding, a testament to the impact and innovation of our project. This accolade not only acknowledges our team's dedication and effort but also fuels our drive to further develop and advance our solution.
We extend our heartfelt gratitude to the organizers of both the Biomim Expo and the Biomim Challenge for providing us with this invaluable opportunity. The experience was both enriching and inspiring, reinforcing our commitment to our project and the field of biomimicry. Thank you to everyone who supports and believes in our work!
Figure 25: Our team at the Biomim challenge pitch competition
3. Innovation Challenge Day
Our participation in the Innovation Challenge Day (ICD) at SupBiotech for the 2023-2024 academic year marked a significant milestone for our team. This event, held on July 11, showcased the innovative spirit of future engineering students of SupBiotech from the 3rd and 4th years with a unique platform to present their projects in a dynamic and collaborative environment. Among the various impressive projects, our team, iGEM Ionis-Paris, was honored to secure third place in this competitive arena for our project CAP’siRNA. This recognition not only highlights the hard work and dedication of our team members but also emphasizes the potential of our project in contributing to the field of biotechnology.
The event was a testament to the students'commitment to innovation, with projects ranging from sustainable biotechnological solutions to cutting-edge research applications. We would like to express our gratitude to the SBIP team for their invaluable support throughout the process.
Figure 26: Our team at the iGEM Startups Summer School 2024 and our certification of participation
4. iGEM Startups Summer School 2024
Our participation in the iGEM Startups Summer School 2024 on July 20-21 was a transformative experience that greatly enhanced our entrepreneurial skills and understanding of the commercialization process. Represented by Marion Guillot and Clémence Guyoux, we joined over 200 students and 100+ iGEM teams from around the world, all driven by the common goal of turning innovative ideas into successful ventures.
During this event, we engaged in a variety of workshops and sessions designed to equip us with essential tools and knowledge. On the first day, we received a thorough introduction to the judging criteria, followed by a practical Business Plan Workshop that provided us with hands-on experience in crafting a business strategy. We also participated in networking sessions that allowed us to connect with fellow iGEM teams and industry experts, fostering valuable collaborations. The second day focused on deeper insights through case studies, an Excellence in Entrepreneurship Workshop, and a Pitching Workshop, where we learned how to deliver compelling presentations to potential investors. The guidance from experienced speakers and the collaborative environment contributed to our understanding of key concepts such as market analysis, intellectual property protection, and effective pitching techniques.
This experience not only strengthened our entrepreneurial mindset but also provided us with actionable insights that we are eager to implement in our iGEM projects. We are incredibly grateful to the iGEM Startups team and all the speakers for their support and expertise, which have inspired us to pursue our entrepreneurial goals with renewed confidence and clarity.
Figure 27: Our team at the Innovation Challenge Day
Next Steps
As we advance CAP'siRNA into a start-up, the focus remains on completing the proof of concept. This milestone will validate the product and help attract investors for scaling. Even if some team members depart, our commitment to transforming CAP'siRNA into a business remains strong.
Parallel to the technical development, we will focus on securing partnerships with agricultural organizations, sugar beet farmers, and potential distribution partners. Engaging these stakeholders early on will allow us to integrate their feedback and ensure that CAP'siRNA fits seamlessly into existing farming practices. Additionally, we will continue market research and begin developing our marketing strategy to raise awareness about the product among our target customer bases.
Regarding commercialization, our medium-term goal is to expand CAP'siRNA to target additional viruses that affect sugar beet crops, offering comprehensive protection against various diseases. This strategy is particularly crucial given the market opportunity arising from the growing challenges farmers face. In the past, the use of neonicotinoids (NEOs) kept the Yellows disease under control, but since their ban, farmers are now dealing with the Yellows disease and other emerging threats, such as the Cercospora and pests like weevils. These issues require farmers to rely on an increasing number of less effective treatments, which also demand more frequent applications.
CAP'siRNA offers a unique opportunity to alleviate some of these pressures. By eradicating or controlling one major problem, such as the Yellows disease, farmers can reduce their costs, time spent on crop protection, and overall stress. This potential for simplifying their disease management strategies will increase the likelihood of farmers adopting CAP'siRNA. Once we've secured success in sugar beet protection, we'll expand our offerings to other crops, further solidifying CAP'siRNA as a key player in the broader agricultural market.
To ensure smooth growth, we will continue to monitor regulatory developments related to RNA-based biocontrol products, staying agile and adjusting our strategy to meet any emerging requirements. As the project scales, we will explore collaboration opportunities with research institutions and biotech companies to fast-track product development and market entry. These partnerships, along with the strategic hiring of experts in key areas such as regulatory affairs and industrial production, will be essential to our successful commercialization.
By following these steps, we aim to position CAP'siRNA as a market leader in RNAi-based agricultural solutions, offering sustainable crop protection and reducing the burden on farmers, while driving long-term innovation in the agricultural sector.
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