© VORTAL 2014 – All Rights Reserved

CONNECTING BUSINESS THROUGH INNOVATION

February, 18th 2016

Our AgendaWe will take a detailed look about VORTAL, our

development environment and our technology.

Vortal’ Innovation Model and

RDI process

RDI System

Ideas Management at Vortal

Ideas Management

The Company and the

business.

VORTAL

© VORTAL 2015 – All Rights Reserved

3https://vimeo.com/130076023

© VORTAL 2015 – All Rights Reserved

4Who we are

VORTAL is one of the world’s largest and most

successful eMarketplace operators. Its proven

e-procurement and e-sourcing platform connects thousands

of public and private sector buyers with an international

community of qualified suppliers.

As a worldwide strategic sourcing organisation, VORTAL

enables fast, efficient online procurement and tendering,

ensuring best-price competition by connecting public sector

and private sector buyers with its vast international supplier

community.

© VORTAL 2015 – All Rights Reserved

5Value Proposition

Here they can take part in an efficient, openly competitive

tendering process, bringing opportunities for everyone to

creatively expand their business. For buyers, there are

savings to be achieved through purchasing strategies and

significantly reduced overheads. For suppliers, there are

opportunities to enhance their market reach through our

business development services, including market

intelligence and lead generation, reputation management

and comprehensive analysis & reporting.

At VORTAL we never sit still. Our business is constantly

growing, attracting new buyers and suppliers into an ever

evolving business network – one that we hope will soon

include you. To find out more about us, keep reading

© VORTAL 2015 – All Rights Reserved

6VORTAL across the World

Dominican

Republic

Colombia

Germany

Portugal &

Spain 3.000implementations

in buying

organizations

7Solutions for Buyers and Suppliers

A dual side emarketplace approach requires specific suites of solutions for Buyers and Suppliers

Solutions for Buyers Solutions for Suppliers

© VORTAL 2015 – All Rights Reserved

8AnalystsMagic Quadrant (MQ) for Strategic Sourcing Application Suites. VORTAL is rated in the niche players quadrant.

o Top 3 worldwide in solution for the Public

sector;

o Part of a restricted group of 14 vendors of

eSourcing suites;

o Robust intrasuite integration and navigation;

o References mention that product is easy to

use;

o Authentication and data security capabilities

are strong.

© VORTAL 2015 – All Rights Reserved

9AnalystsVORTAL: A Procurement Software Firm from Portugal Plots Against Ariba

o “The company has clearly developed deep insights on engaging

with suppliers.”

o “The competition for this model is not that easy to find.”

o “VORTAL has incorporated a 'reputation' component into their

model” (…) “There aren’t many providers that have managed to

roll out open ratings like that.”

o “Another example (…) is found in their sourcing templates.” (…) “It

is like writing articles for LinkedIn or on Facebook.”

o “Much of what the company does is obviously available from

competitors, especially if you piece together multiple providers,

but it’s rarely delivered on a single code base. Adding open

tendering into the mix makes it even more unique.”

“Looking at European providers, you

would get something along Vortal’s

lines if you combine the offerings from

Hubwoo, Basware, and

BravoSolution. There’s also

Ariba/SAP, of course.”

© VORTAL 2015 – All Rights Reserved

10Awards

Microsoft Portugal ISV

Partner 2015

This very important distinction honors top

partners that are adding business value to

customers and companies, by deploying new

and innovative solutions that are based on

Microsoft technologies.

NOS Innovation Award

2015 (short list – 10 finalists)

NOS Innovation Award distinguishes

innovative practices in business. Large,

small or medium-sized businesses and start

ups can apply for an award that will

emphasize the innovative ideas that help

growth and value creation.

COTEC-NORS Product

Innovation Award 2014

COTEC-NORS Product Innovation Award,

is an award that distinguishes innovative

goods or services aimed at global

markets, that have been developed by

national or foreign companies operating in

Portugal.

12Certifications

Information

Security(ISMS)

2007

Business

Continuity(BCMS)

2013

Service

Management (SMS)

2015

Quality (QMS)

2014Innovation (IDI)

2013

Total Effectiveness ISM + Change Management

Bala

nced s

core

card

+

R

eport

ing

Integrated Management System (IMS)

13

Finalidade da Norma:

Melhoria do desempenho

da organização que a

adopta.

É aplicável a qualquer

organização – genérica.

Define requisitos que

podem ser objetivamente

verificados.

Logo: não define soluções

(como), nem porquê e o

para quê? Modelo de Interações em

cadeia – abordagem

sistemática da gestão.

14VORTAL

RDI System

Bring to market innovative

solutions that generate

maximum return for Vortal,

managing the innovation

pipeline, from concept,

feasibility analysis, design,

development, testing, release

management post-production

of all products.

Scope

Fundraising for

Innovation Projects

Ideas

Management

Projects Management

SW development

Com

munication M

anagement

Inte

rfac

es a

nd K

now

ledg

e

Man

agem

ent

IP M

anag

emen

t

Product/Service Opportunity

Assessment and priority

Prototyping, Conception

and validation

Development

Commercialization /

implementation

Markets, Technology,

People

Partners Network

Customers, Technology,

People, Partners, Suppliers,

Competitors

Advisory Committe

es and Leaders

Research and Partners Network,

Education and Training System,

Regulators, Sectoral Systems, Scientific and Technological

System

Quality Assurance

15Key Success Factors

16Innovation

Innovation Scoring is a

survey developed by

COTEC as a self-diagnostic

tool for companies on their

innovation activity.

The lastest edition of this

survey puts Vortal a degree

of maturity regarded as level

of excellence.

Survey to the national

cientific and technologic

potencial (Inquérito ao

Potencial Científico e

Tecnológico Nacional) is

released annually by the

Portuguese State to

companies and institutions

in order to measure its

research and development

activity. In 2012 Vortal was

in the short list of 35 SMEs

that invested more in R&D

activities (Last published

report).

COTEC

Total 7282015

IPCTN

Total 1,63 M2012

17

2010 2011 2012 2013

1.352.637,49€

I&D Investment

1.880.754,93€

I&D Investment

2.113.733,42€

I&D Investment2.014.706,46€

I&D Investment

Innovation

Since 2006, we’ve been

submitting, every year, our

main projects to

SIFIDE(Portugal’s Tax

Incentive System to Corporate

Research and Development),

which grants fiscal credits

according to the R&D activity).

32 people

dedicated to I&D

38 people

dedicated to I&D

34 people

dedicated to I&D

43 people

dedicated to I&D

2014

32 people

dedicated to I&D

3.123.988,96

I&D Investment

18Patents,Brands and Domains

VORTAL’S Intellectual Property System

01 02 03 04Form of the idea's

Expression:

Copyright - 3 fixed

representations

Product Form:

Design - 14 registered in EU

3 Patent Design in US

Technical solution or

Mechanism:

Patent or Utility Model -

3 Patents USA* (pending)

1 Patent PT* (pending)

1 International Application*

(pending)

Distinct Signal:

Brand -

44 Nationals

13 Community

1 USA

20Ideas Management

https://vimeo.com/vortal/bookmakingoff

21Gamification Applied to Innovation

22Gamification Applied to Innovation

IDEAS

+

SOCIAL NETWORKS

+

KNOWLEDGE SHARING

23Gamification Applied to Innovation

24Social Networks

25

26

1. Ignorar as capacidades de gestão da inovação dos colaboradores.

2. Sobrevalorizar o improviso face à planificação de ações para a inovação (quem, o quê, quando, como) ou

vice-versa, o desafio será: criar um equilíbrio virtuoso entre essas duas inclinações.

3. Fazer depender a inovação da abundância de recursos, subvalorizando o papel que a criatividade pode e

deve ter na escassez de recursos, ignorando que a inovação pode ser simples e “barata”.

4. Adiar a medição dos resultados da inovação e a definição das métricas adequadas.

5. Penalizar o erro que resulta de esforço e empenho (é preciso criar espaço para errar, aprender com os

erros e fazer de novo).

6. Delegar, em alguém ou num grupo restrito, a responsabilidade de fazer inovação (é preciso um “Innovation

Curator”), assumir que a inovação trata de si, não precisa de ser gerida.

7. Julgar que a inovação é para melhores tempos.

8. Defender que já se é inovador que chegue.

9. Considerar que o mercado é que nos diz o que devemos inovar e como.

10. Mostrar desconforto face a ideias singulares e a exercícios de grupo.

10 Más Práticas

27Bibliografia

LinkedIn: https://pt.linkedin.com/in/nunomilagrese: nuno.milagres@vortal.biz