VORTAL is an e-procurement platform that connects buyers and suppliers. The presentation discusses VORTAL's innovation model, ideas management system, and R&D process. It provides an overview of the company, its solutions for buyers and suppliers, analyst reports, awards, certifications, and key success factors like investment in R&D. Ideas management at VORTAL uses gamification and social networks to encourage innovation. The presentation concludes with potential pitfalls to avoid in innovation management.

1. © VORTAL 2014 – All Rights Reserved
CONNECTING BUSINESS
THROUGH INNOVATION
February, 18th 2016

2. Our Agenda
We 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

3. © VORTAL 2015 – All Rights Reserved
3https://vimeo.com/130076023

4. © VORTAL 2015 – All Rights Reserved
4
Who 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.

5. © VORTAL 2015 – All Rights Reserved
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Value 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

6. © VORTAL 2015 – All Rights Reserved
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VORTAL across the World
Dominican
Republic
Colombia
Germany
Portugal &
Spain
3.000
implementations
in buying
organizations

7. 7
Solutions for Buyers and Suppliers
A dual side emarketplace approach requires specific suites of solutions for Buyers and Suppliers
Solutions for Buyers Solutions for Suppliers

8. © VORTAL 2015 – All Rights Reserved
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Analysts
Magic 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.

9. © VORTAL 2015 – All Rights Reserved
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Analysts
VORTAL: 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.”

10. © VORTAL 2015 – All Rights Reserved
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Awards
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.

12. 12
Certifications
Information
Security(ISMS)
2007
Business
Continuity(BCMS)
2013
Service
Management (SMS)
2015
Quality (QMS)
2014
Innovation (IDI)
2013
Total Effectiveness ISM + Change Management
Balancedscorecard+Reporting
Integrated Management System (IMS)

13. 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.

14. 14
VORTAL
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
CommunicationManagement
InterfacesandKnowledge
Management
IPManagement
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

15. 15
Key Success Factors

16. 16
Innovation
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 728
2015
IPCTN
Total 1,63 M
2012

17. 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 Investment
2.014.706,46€
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

18. 18
Patents,Brands and Domains
VORTAL’S Intellectual Property System
01 02 03 04
Form 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

20. 20
Ideas Management
https://vimeo.com/vortal/bookmakingoff

21. 21
Gamification Applied to Innovation

22. 22
Gamification Applied to Innovation
IDEAS
+
SOCIAL NETWORKS
+
KNOWLEDGE SHARING

23. 23
Gamification Applied to Innovation

24. 24
Social Networks

25. 25

26. 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

27. 27
Bibliografia

29. LinkedIn: https://pt.linkedin.com/in/nunomilagres
e: nuno.milagres@vortal.biz