Development plans
After a deep investigation of the scope of the problem,
the development of the technology, and an understanding of
the market and its value, we had something clear: we needed
to define where ALIVE was going to as a business that would sell valuable
technology to the key players in the market, and how we would achieve this.
Having this in mind, and with the help of our advisors, incubation programs,
and industry professionals, we generated the tools that would help define the path of ALIVE.
Fro better visibility, check the Diagrams document.
1. Key Partners
The success of ALIVE relies on strategic partnerships with various entities. Collaborating with wastewater
treatment companies like Veolia, Suez, and Xylem+Evoqua in Europe
is essential to scale the technology effectively. ALIVE will also
partner with microalgae producers such as Allmicroalgae and A4F to
cultivate and distribute the genetically modified Chlorella vulgaris.
Regulatory bodies in the European Union, such as REACH and the Water Framework Directive,
are critical partners to ensure compliance with environmental regulations regarding GMOs.
Additionally, working with academic institutions and R&D centers can enhance the biotechnological
aspects of the project, particularly the production and optimization of laccase. Lastly,
securing partnerships with investors and seed funders will provide the financial support
necessary for development and expansion.
2. Key Activities
The primary activities for ALIVE include ongoing product development, specifically the refinement of
the genetically engineered Chlorella vulgaris
with the ESTER protein for EE2 degradation.
Forming partnerships with key players in wastewater
treatment and microalgae production is also vital.
Additionally, ensuring compliance with GMO and
environmental regulations is crucial for entering
markets in the EU and beyond. Another key activity
is running educational campaigns to promote the
ecological benefits of bioremediation and address
public concerns about GMOs. Finally, pilot projects
are essential to demonstrate the technology’s effectiveness
in real-world wastewater treatment scenarios, helping to
build trust with potential customers and regulatory bodies.
3. Key Resources
The project’s intellectual property (IP),
specifically the genetically modified microalgae
and the engineered laccase enzyme, is a critical
resource that sets ALIVE apart from competitors.
The established partnerships with European wastewater
treatment and microalgae production companies are also
crucial for scaling the technology. ALIVE’s expert team of
biotechnologists, environmental scientists, and business strategists
provides the necessary skills to develop and commercialize the solution.
backing through seed funding and venture capital will enable ALIVE to
continue its research and expand into new markets. These resources
combine to provide the foundation for the project’s success.
4. Value Proposition
ALIVE offers a revolutionary, eco-friendly solution
for wastewater treatment, targeting the removal of 17α-ethinylestradiol (EE2),
a harmful endocrine-disrupting compound (EDC). This solution is sustainable
and cost-effective compared to traditional chemical treatments. The genetically
modified microalgae thrive in a wide range of conditions with minimal nutrient input,
making them scalable for various wastewater treatment applications. Additionally,
the microalgae effectively degrade EE2 without producing toxic by-products, making
the solution safe for both ecosystems and human health. This makes ALIVE an ideal choice for
wastewater treatment plants aiming to meet increasingly strict environmental regulations.
5. Customer Relationships
ALIVE will foster long-term relationships
with wastewater treatment companies through strategic
licensing partnerships, allowing these companies to use
the technology while ensuring regulatory compliance.
The project also plans to engage in educational initiatives
aimed at raising public awareness of the environmental
benefits of bioremediation and addressing concerns around GMOs.
Furthermore, by offering comprehensive support for licensing partners,
including training and technical assistance, ALIVE will ensure the
smooth adoption and operation of its technology. These efforts
will build trust with customers, regulatory bodies, and the public,
helping to secure a lasting presence in the market.
6. Channels
To reach its customers, ALIVE will use a mix of direct and indirect channels.
The company plans to license its technology to wastewater
treatment companies in the European Union and eventually in
other regions like the U.S. and Japan as regulations on EDCs
become stricter. ALIVE will establish an online presence through
a dedicated website that will serve as a hub for information on
the technology, regulatory compliance, and case studies. Participation
in industry conferences, webinars, and academic events will also help
position ALIVE as a leader in the bioremediation space, while partnerships
with key players will help spread the technology through established networks.
7. Customer Segments
The primary customers for ALIVE’s technology are wastewater treatment companies in
the industrial and municipal sectors that need to meet stringent
environmental regulations concerning EDCs like EE2. Pharmaceutical
companies, which are key sources of EE2 pollution, are also an important
customer segment as they seek solutions to treat effluents from their
manufacturing processes. Environmental NGOs and activists concerned
with water pollution form another customer segment, as they may advocate
for the adoption of ALIVE’s solution in broader environmental strategies.
European governments, particularly those with strict environmental standards,
are also a crucial customer base, as they are likely to endorse or fund the
implementation of technologies like ALIVE.
8. Cost Structure
The main costs for ALIVE include research and development
expenses associated with refining the genetically engineered
microalgae and the enzyme production system. Production costs
will arise from the cultivation and scaling of microalgae
bioreactors to meet demand. Another significant cost involves
ensuring compliance with GMO regulations and environmental laws,
which may require extensive testing and certification.
Marketing and educational campaigns will also represent
a major cost, as public awareness and acceptance of GMOs will be
critical to the project’s success. Lastly, negotiating and maintaining
partnerships with licensing companies will also require investment in business development.
9. Revenue Streams
ALIVE’s primary revenue stream will come from licensing
fees, as wastewater treatment companies and microalgae
producers pay to use the patented technology. Royalties
from these licensing agreements will provide a steady
income as the technology is applied in various markets.
ALIVE may also seek government grants and subsidies for
eco-friendly solutions, particularly in the early stages,
as they are developing a green technology with significant
environmental benefits. As a long-term exit strategy, ALIVE
could pursue acquisition by a larger environmental technology company,
which would allow the founders to realize financial returns and remain
involved in the project’s future growth.
Exit strategy
A comprehensive exit strategy is essential for ensuring the long-term security and success of
the company as it navigates growth and potential challenges. Having a clear plan in place helps
mitigate risks and potential losses, particularly if the business encounters significant obstacles.
For ALIVE, acquisition has been identified as the preferred exit route. This means that a competitor
or larger company would purchase the startup and assume control. Such an acquisition not only allows
the founders to secure financial returns from the sale but also presents the opportunity for them to
remain actively involved in the company post-acquisition. By staying involved, the founders can ensure a
smooth transition, maintain continuity, and contribute to the ongoing development of their innovations.
This acquisition approach is particularly advantageous because
it provides access to the acquiring company’s resources, expertise,
and market presence, enabling the startup’s technology to be further developed
and scaled more efficiently. To ensure a successful acquisition, it is critical to
focus on enhancing the company's value in the eyes of potential buyers. This can be
achieved through the continuous development of intellectual property (IP) related to
the ALIVE project’s unique bioremediation technology. Additionally, forming strategic
partnerships with key players in the wastewater treatment and bioremediation industries
will strengthen the startup’s position, making it an attractive target for larger firms
seeking to leverage cutting-edge, eco-friendly technology. By prioritizing IP growth and partnerships,
ALIVE can maximize its appeal and ensure a successful exit when the time is right.
Our journey and the future of ALIVE
Our project has been presented at multiple science oriented entrepreneurship competitions,
where it garnered significant attention and valuable feedback from industry experts and judges.
Their insights helped refine and strengthen our business model and overall approach. As a result
of the positive reception and the demonstrated potential of our solution, several companies and investors expressed
interest and provided financial backing to support the further development of the project. This external investment
has been crucial in driving the project forward, enabling us to expand our research, scale up operations,
and bring the concept closer to market implementation. The support from these competitions and investors
has not only validated the viability of the idea but also provided the necessary resources to accelerate its progress.
Biohack
Biohack is a competition in which the 26 campuses of Tecnológico de Monterrey participate in a weekend-long competition in which we have to develop a business model and an
attractive idea that can use biotechnology to solve relevant problems. Here, we were able
to build and validate the first draft of our business model with experts in both engineering and
biotechnology in business.
Ascendion Science Fair
We also participated in Ascendion Science Fair, a competition
that aimed to join both science and experts in the industry with
the purpose of looking for the new ideas and technologies that
would drive Nuevo León’s (our state) economy into its exponential growth.
By participating in this competition, we were able to present our project
by using a scientific perspective and a business perspective. Not only did we
receive comments that helped us grow in our business model, but we were also awarded
$50,000 MXN in the use of collaborative spaces in a company dedicated to rent spaces for developing companies.
FRISA
FRISA competition is an event developed by FRISA,a company dedicated to the sectors of energy,
aerospace, among others. The competition aims to choose the best entrepreneurs through a call.
The ALIVE project was one of 60 finalists out of 600 applicants. Here a pitch was prepared to
present and have feedback from the judges in the area of entrepreneurship, biobusiness and engineering.
Startup garage
Startup Garage is an incubation program developed by the entrepreneurship
department of Tecnológico de Monterrey. By participating on it, experts
in business, patents and legality helped us to guide the construction of our business model.
Coming soon: Expociencias Nuevo León
Expociencias Nuevo León is a government initiative to promote science and technology
among the young. This is the initial phase of Expociencias Nacional, in which
students from all over the country present scientific innovations that solve local,
national or global problems. It also has an entrepreneurial inclination. This competition,
which will be held on October 3th and 4th, will help us validate the final details of
our business model and prepare for the iGEM competition.
Below, we included an image of the steps that we need to take
in order to generate a solid startup, including steps such as product licensing, legislation follow up, among others.
Financial Projection
For the financial projections, we considered the total cost of generating our project, as well as the
funding of the ALIVE technology. We consider this last aspect
an important part of any startup. Both are detailed in the Business Model document.
Intellectual property
Our strategy consists of licensing our innovation for further profit. This has to be
done by registering our product as intellectual property via a patent. The patent provides
protection for 20 years, during which the company holds exclusive rights to the invention.
The European Patent Office (EPO) oversees the patenting process, which includes drafting
the application, paying fees, and undergoing examinations to ensure novelty and industrial
applicability. Once granted, the patent must be validated in individual EU countries for
protection. After the patent is granted, third parties have a 9-month period to oppose it.
Licensing agreements will allow the company to monetize the intellectual property (IP)
by granting other entities permission to use the patented technology in exchange for royalties
or lump-sum payments. Licensing agreements must clearly define the rights, geographical limits,
and duration, ensuring the licensor retains ownership while the licensee gains usage rights.
In some EU countries, it is necessary to register the agreement with the national IP office for
it to be legally binding, protecting both parties' interests. These strategies are critical for
maximizing the value of ALIVE’s IP and expanding market reach while retaining control over the core technology.
More information about intellectual property was included in the Legal Considerations document.
Legal Considerations
We had to consider several legal aspects in order to develop
the ALIVE microalgae, including the active regulations in all countries,
the regulations in our target market related to GMOs, as well as the trademark
regulations in our country and Europe, etc. All of these are summarized on the
diagram below. For more information, consult the document Legal Considerations.
