Ultimaker's Future Strategy

THE FUTURE OF 3D PRINTING
Design Roadmapping 2018/19 Q1
Gittan Kuiper - Suze Melissant - Cristina Mendez - Regina Morán - Martijn Stolk
Ultimaker’s Future Strategy

Content
Content
1. Introduction
2. About Ultimaker
3. Creative Trend Research
3.1 DEPEST
3.2 Trend Pattern
4. Target Group
4.1 Future of actual Ultimaker Target Groups
4.2 Target Group: Professionals
4.3 Field User Research
5. Future Vision
5.1 User Values
6. Technology Scouting and Modular Architecture
6.1 Technology Scouting
6.2 Modular Architecture
7. Time Pacing Strategy
8. Roadmaps
8.1 Strategic Roadmap
8.2 Tactical Roadmap
9. Conclusion
10. References
Appendix
Page
3
5
6
7
8
10
11
12
13
15
18
20
21
22
24
27
30
31
32
34
37

3
1. Introduction
DESIGN BRIEF
The 3D printing company Ultimaker is looking
for innovative solutions (Figure 1.1) and ways
to create a future strategy; they seek to be
inspired. The goal of this project is to present a
roadmap for Ultimaker; a guideline to develop
a product and/or service to help users cross
the knowledge gap on how to design for 3D
printing.
This roadmap is created especially for
reaching startups, scale-ups and in the end
all professionals. In the vision the knowledge
gap is bilateral, because the professionals
don’t know how to design for 3D printing,
furthermore they do not know the possibilities
of what to 3D print. The vision is therefore:
Enabling all professionals to exploit the ultimate
possibilities of 3D printing. Enabling goes into
the ‘how’ part and exploiting is about the
‘what’. These themes are both integrated into
the roadmaps created for Ultimaker.
Figure 1.1: Ultimaker solution, Cura connect. (Ultimaker, n.d.)

4
PROCESS
In order to design the solution, a roadmapping process was followed (Figure 1.2) by making use of different methods and
tools presented in the book Design Roadmapping (Simonse, 2018). This exercise was also a learning experience for the
team, in which each one of the team members was involved in a roadmapping process for the first time.
The process was a result of several steps; creative trend research, defining the target, definition of a future vision,
technology scouting and modular architecture and time pacing strategy. All these steps and the information collected
in each stage will be presented in the following pages. At the end, the result will also be presented with two roadmaps, a
strategic and a tactical. A strategic roadmap that presents the three main horizons and a tactical roadmap that explains
detailed steps for the implementation strategy.
This report is made to inspire Ultimaker with a future strategy by presenting the two roadmaps mentioned above. The
roadmaps present three horizons; 2020, 2022 and 2025, focused on the professional sector. The strategy is aimed at the
knowledge gap of how to 3D print and the accessibility of 3D printers.
Creative trend
research
Future vision
definition
Defining the
target
Technology scouting
and modular
architecture
Time pacing
strategy
Strategic and tactic
roadmap
Figure 1.2 Roadmapping process

5
2. About Ultimaker
Ultimaker is a 3D printing company officially founded
in Q1 2011. (Ultimaker, n.d.). The focus of Ultimaker is
to “accelerate the world’s transition to local digital
manufacturing”. They do this by using the technology of
fused deposition modeling (FDM). FDM 3D printers build
parts by melting and extruding thermoplastic filament,
which a print nozzle deposits layer by layer in the build
area (Formlabs, n.d).
Furthermore, [they] “ provide 3D printers with
unprecedented reliability, tightly integrated software,
industrial grade materials and professional services.
Enabling our users to constantly discover more
opportunities with 3D printing”. (Ultimaker, n.d.)
Figure 2.1: Ultimaker target groups. (Ultimaker, n.d.)
+-60%
professional
enterprises
+-25%
education
+-10%
production
+-25%
DIY

7
DEMOGRAPHICPOLITICSSOCIAL
EDUCATIONECONOMICSTECHNOLOGY
Gen Z: 32% of the global population
in 2019 (Gherini, 2018).
55% more likely to start a business
(Gherini, 2018).
Relocation of news media through
social media (Gherini, 2018).
Not learning to be a factory worker
anymore (TeachThought Staff, 2018).
Personalized learning (Henny, 2016)
(TeachThought Staff, 2018).
Project based (Henny, 2016)
(TeachThought Staff, 2018).
Field experience (Henny, 2016).
Polarization of societies (Stowell,
2015) (World Economic Forum, n.d.).
Increase national sentiment (Stowell,
2015) (World Economic Forum, n.d.).
Citizens questioning the government
(Stowell, 2015) (World Economic
Forum, n.d.).
Everything is shared online and
companies track info (Bresman &
Rao, 2017).
People will be connected and in
touch constantly (Bresman & Rao,
2017)
.
Hyper-tasking (Bresman & Rao, 2017).
Unemployment (World Economic
Forum, n.d.).
Fourth industrial revolution; change
in jobs (Schwab, 2016).
Shared Economy through Big Data
(Investopedia, n.d.).
3D printing will expand to more
industries (Styles, 2018)
3D printing technology will be easier
and more accessible (Styles, 2018)
It will be possible to print in different
materials (Styles, 2018) (Benoit, 2018)
Big Data will be used in different fields
(Benoit, 2018)
Figure 3.1: DEPEST findings
In order to develop a realistic, yet strong future
vision for Ultimaker, a creative trend research
method was used. The goal is to take a look
into what is going on with the world in order to
detect patterns and behaviors that can lead
to envision what the future will look like, and
advice on how Ultimaker should position itself in
this future world.
3.1 DEPEST
The first step for the creative trend research,
was to start with a DEPEST analysis. Each
one of the team members focused on a
different field and came out with information
related to Demographic, Education (the
focus on education was due to the nature
of the project), Politics, Economics, Society
and Technology. After the realization of desk
research, the team members shared the
information and detected the most important
findings which could be relevant to the project
(Figure 3.1):

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3.2 TREND PATTERN
The DEPEST research gave a general view of the world in 6 different fields (see chapter 3.1. DEPEST). With that information
the team worked into the definition of trend patterns. It consists on finding signals on existing things and make connections
between the information to define trends (Simonse, 2018). The information from the DEPEST analysis was categorized
into different groups, becoming micro trends which form bigger clusters. Those clusters were fixed several times until the
definition of four main trends was obtained (see Figure 3.2).
TREND
DRIVERS
Personalized learning Redefine enterpreneurship
(Gherini, 2018)
Collaboration through
technology
Shared data
People learn their own way,
by hands-on experimenting.
New generations are
willing to have their own
companies.
Communication and
collaboration to achieve
common goals.
Data sharing as a valuable
way of trade.
Exploit abilities through
experimentation.
Work in what they want
and make impact.
Reduce effort and time by
sharing knowledge.
Information helps to make
smarter decisions.
MICRO-TRENDS
Field experience (Henny, 2016)
People like to be in control
Experienced learning (Henny,
2016)
Flexibility and adaptability
Fourth industrial revolution
(Schwab, 2016)
Human computer collaboration
Relocation of News Media (Gherini,
2018)
Artificial Intelligence to simplify
human tasks
3D will expand (all materials can be
3D printed)
Shared economy through Big
Data (Benoit, 2018)
Data analysis and interpretation
Shared economy
Big Data
Figure 3.2: Trend patterns
With these results, the goal is to suggest a solution that responds to changes in the world and to the way collaboration and
learning are approach in the future, helping Ultimaker to adapt to the upcoming future (for more trends, refer to Appendix
A.1).

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PROJECTION
2030
Profesional Enterprises Education Production DIY
Mostly related to desginers
and architects
Universities and schools as a
way of learning
Craftsmen operators and
manufacturers
Early adopters willing to
experiment
90% of organizations have an IT skills
shortage
Medical; prosthetic and
experimentation of organs and
tissues
65% of children in school will work in
occupations that do not exist today
75% of educators feel there is a gap
in IT knowledge
Schools will use it for
experimentation and learning
Improvement of technology in the
education sector
Collaboration between craftsmen
and technology
Spare parts in industries and parts
replacement
The rapid growth of intensive
manufacture will create shortages
in medium-skilled workers
Internet DIY communities for tips
and tricks
Home made 3D printer, Arduino 3D
printer
The global value of DIY has reached
$43.7 Billions and continues
incresing
Higher productivity and
economic growth result in an
increase in efficiency and safety
Humans working alongside
machines
Education must adapt as fast as
the demand for IT skills is growing
and evolving
Virtual reality and digital
simulations in education
Digitization of operations and
process optimization
Fully digitized factories
Use it to save some money (print
instead of buying) and as a
source of income
4.1 FUTURE OF ULTIMAKER TARGET GROUPS
In order to define a specific problem it is essential to define first the target group. The approach took place by researching
the current target groups of Ultimaker (Simonse, Nash & Neeleman, 2018) and looking into how the future will look like
(Figure 4.1).
RELATIONSHIP
WITH
TECHNOLOGY
RELATIONSHIP
WITH 3D
PRINTING
FUTURE
POPULATION
Figure 4.1: Future of target groups
Based on these findings, some assumptions were made about how the future will look like for each target group. Companies
will become more efficient thanks to the implementation of technology. On education, the integration of technology will
change the current way of teaching in schools and universities. The product sector will suffer some changes as well, some
jobs will be replaced by technology. The DIY sector will keep on growing and 3D printers will have a key role on making this
possible.
Professionals represent 60% of Ultimaker’s business which provides a big profit for the company. Also, the professional sector
will continue to be the biggest one. “Corporations grow so big and influential that some become more powerful and
larger than national economies” (Jezard, 2018). Even though it is a challenging sectorit is also an interesting opportunity
for Ultimaker, to respond to their needs and position themselves as leader. For these reasons, the team focused on the
professional sector.

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4.2 TARGET GROUP: PROFESSIONALS
PROBLEMS
VALUES
ASSUMPTIONS
Setting their own goals
Managing their time
Having an impact
Being responsible of their actions
Get the most out of life
Sense of purpose
Trust in humanity; sharing economy
Entrepreneurial mindset
Conscious about balancing all their
activities
Environmental conscious
People have problems with 3D softwares
3D softwares are complicated and take too
much time
They don’t know what they need to 3D print
Worried about the use of plastic
(sustainability)
They don’t know the possible uses of a 3D
printer and have difficulty to see the value
of the printer
Shared 3D Services lowers the barriers
- Economical and physical
- People still need to be taught
(requires more people)
As the professional sector is a complex group, the
team defined to start with a specific group inside the
professional sector to begin by making a radical change
into a smaller group. The team therefore defined that
the first horizon of the strategy focuses on startups.
Mainly because they already work with technology and
are open to learning new things.
STARTUPS
Not knowing
about CAD
software
Lack of
money
Risk on
investment
They are scared of investing in
a product they will only use for
one project.
Figure 4.2: Startups values, problems and assumptions

13
Delft is highly known for its startup incubator
(figure 4.3). A user research was executed
in order to validate assumptions that are
mentioned above. First of all, it was shocking
to see that only one startup (from the
average of 45 at YES!Delft, (Keswiel, 2015)
had a working 3D printer (Stolk & Mendez,
2018). This already gave an insight in the way
3D printers are being seen by young and
technical startups: more of a niche product.
From the two interviews with technical
startups, the following was discovered (Figure
4.4): Figure 4.3: YES!Delft. Team working in the incubator (Sprout, 2015).
4.3 FIELD USER RESEARCH
In conclusion, these interviews helped to validate the assumptions regarding startups and 3D printing. They also helped
in finding current issues that should be solved in the future of Ultimaker. According to the findings of the field research, the
team focused on designing a strategy to help the target group, beginning with startups, to solve the needs mentioned
above. For more information, please refer to (Appendix, A.2)
They do not use 3D
printers in a daily
basis (Mendez,
2018).
They feel there is some
limitation to buy a 3D
printer; both financially and
knowledge-related (Mendez,
2018).
They do not see the value in buying a
3D printer if it is only going to be used
for one project. They want to the get the
maximum of the printer for all projects
(Mendez, 2018).
They both agreed that 3D printing
would be more accessible and
would come at a cheaper price
than other ways of prototyping
(Mendez, 2018).
It is not possible for them
to print with different
materials, which limits the
possibilities of 3D printing
for them (Mendez, 2018).
Figure 4.4: Field user research findings

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Enabling every
professional to exploit
the full possibilities of
3D printing.
2
1
3 4
Figure 5.2: Third horizon 2025
In order to define what Ultimaker’s destination
would be for 2025, a future vision (Figure 5.1)
was defined. Which will be possible on the third
horizon of the strategy (Figure 5.2).
Figure 5.1:
Future vision
EXPLOITING

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5.1 USER VALUES
After defining the target group, the team is able to know better the user. What are their needs and wishes?, how do they
behave? The team defined five main values (Figure 5.3), that drive startup leaders (Appendix, A.3). These user values are
the first step to come out with new values that will form part of the Tactical Roadmap (Figure 8.5).
Startup leaders are
bold decision makers
Startups invest in new
technology as long
as they know the full
value
Startups strive to
make the best of
resources
Startups take the
world around them
into consideration
Startups value of
collaboration
Figure 5.3: Startup leaders values

Technology Scouting and
Modular Architecture
6.

21
This step focuses on the modular design of the current
3D printer and scouting of other technologies. The goal
is to understand if innovation can be found within the
architecture of the printer or outside of the company’s
technological scope.
6.1 TECHNOLOGY SCOUTING
Looking outside of Ultimaker’s technological scope
showed positive results. One of the big issues why
startups do not purchase 3D printers is because they
do not see the value of just using the machine for one
project. They want to get the most out of it (Mendez,
2018) but Ultimaker (as a supplier) does not provide
material options other than plastics such as PLA or
ABS. This means that Ultimaker (as a material supplier)
does not provide the flexibility to experiment with other
materials (Figure 6.1).
The method of out-of-the-box scouting allowed “out-of-
the-box” thinking.
(Peels, 2018) Apple has patents on color
coating after 3D printing- and also possibly surface
characteristics. This could improve the way professionals
use and see 3D printing. It could not only be meant for
prototyping but also for end products, with color and
surface coatings.
There are already companies printing with
electronics (Voxel8: 3D Electronics Printing, 2015).
Figure 6.1: Hybrid 3D Printing Soft of Electronics
With this information, it is noticeable that different materials and
colors will be integrated into the 3D printing world, and also
confirms the finding of the trend research (see Chapter 3). This
information will be taken into account for the definition of each
step into the roadmap horizons.

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6.2 MODULAR ARCHITECTURE
From the modular analysis of the 3D printer it became
clear that there could be some improvements in order
to be able to use any material to print. The technology
scouting analysis provided insights on what the 3D
printers could actually do in the future.
Allowing professionals to utilise the printer at its highest
is the key to changing the concept of 3D printing from
a niche product to a necessity. Therefore, a more
modular design that allows personalisation should be
possible.
The printer (Figure 6.2) is made to be simple in use
while delivering high quality. This is why the Ultimaker
series are such a success already and where Ultimaker
should just keep on growing.
The Ultimaker 3+ has two print heads to print with two
materials at the same time. Still, an opportunity would
be to have add-ons for the Ultimaker to print with
more diverse materials. That way professionals can use
the 3D printers for different projects, which links to the
exploiting part of the roadmaps.
Figure 6.2: Main components of Ultimaker 3 (Ultimaker, n.d.)

25
Release date
Ultimaker+
Maker Faire in
New York
The way companies present their innovations to the public is dependant on industry-driven events. Furthermore, some
innovations might be incremental (added features on the prior product) or radical (drastically changing the product). The
following figure tracks Ultimaker’s innovations (and their nature) since the beginning of the company.
INCREMENTAL
INNOVATION
RADICAL
INNOVATION
LOCATION
Q4. 2010 Q1. 2011 Q2. 2012 Q4. 2014 Q1. 2015 Q4. 2016 Q2. 2017 Q4. 2018
Ultimaker 2
and Ultimaker
2 Go
Ultimaker3
and Ultimaker
3 extended
NYC keynote
Cura Connect
(3D printer
management
solution)
Ultimaker S5
ProtoBox
(predecessor
to the original
Ultimaker)
Ultimaker
Original
Cura
Ultimaker’s
hardware
Even though the number of innovations within the company had been several (an average of 1,14 new innovations per
year), the nature of these innovations has remained quite incremental. The first Ultimaker and the Cura software innovation
were the most radical innovations they have had since the beginning of the company. Since 2012 (when the first Cura
was introduced) there has not been any other radical innovation. From Figure 7.1, it can also be deduced that the Maker
Faire and the NYC Keynote are important events in the industry of Ultimaker, which might influence the introduction of new
Ultimaker products to the market.
This study is a base for how the new innovations (belonging to the roadmaps) should be introduced to the market. In this
manner, the proposal is that the first horizon (2020) becomes the radical innovation, as it is the new way of doing business
for the company. However, the radical innovation in the business model takes place within the startup world. In other words,
the radicality is being first tried out in a smaller target group: startups. The following two horizons (2022,2025) become
incremental innovations of the radical innovation that was presented in the first horizon. The business model advances
therefore from startups (trial) to scaleups and all professionals. It is therefore, a radical innovation that is being implemented
progressively in all three horizons.
Figure 7.1: Ultimaker Time Pacing

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The first horizon is PENTO 1.0 (Figure 8.1). In the exploiting aspect
Ultimaker starts a trial on a new business model with startups.
Incubators pay monthly for the 3D printers and service it comes
with. The goal of this is that 3D printers become an essential part
of an incubator and therefore becomes reachable for startups.
The service consists of an Ultimaker Expert in case the printer is not
working or needs repair. Also, the Expert is certified by Ultimaker
to share the knowledge with startups through appointments. In
the learning aspect is where PENTO makes its first appearance.
PENTO works as an inspiration platform in this first phase which lets
startups see the many ways in which their printers can be used.
Also, startups and experts can make the appointments in the
platform and have everything under control.
Startups
By following the previous process, the team was able to define a roadmap that presents Ultimaker’s strategy for the
upcoming years. The team defined two roadmaps, a strategic and a tactical, with the objective of presenting them to
the Portfolio Development team . Both are result of a series of iterations (Appendix, A.4). For each roadmap two paths are
presented Exploit (blue) and Enable (green). The Enable path responds to the learning aspect, where all the knowledge is
shared with the users to help them Exploit the ultimate possibilities of 3D printing.
On the Strategic Roadmap (Figure 8.4) three horizons are presented, PENTO 1.0, PENTO 2.0 and PENTO 3.0. PENTO is a key
player in this strategy, because it is presented as the new Ultimaker’s platform, which makes possible the management
and execution of the strategy in each horizon. It integrates the exploit and learning solutions for each step. The key for the
strategy is the incremental steps Ultimaker will make to be able to work with all professionals on the third horizon.
Figure 8.1: Horizon one

29
The third horizon is PENTO 3.0 (Figure 8.3). In this third horizon
the product service part from horizon 1 and 2 had helped the
platform to grow and get robust. However, this last horizon
includes a subscription-based program to which professionals
can apply to. So the subscription service can work either to get
access to knowledge or to the product-service, all the products
are modular and user can get them whenever they need them,
providing a flexible service. PENTO is now open to all professionals.
The model checkup works as a plug-in for any CAD software
and through AI, it can make you suggestions about which
material to use and help you if you are struggling with some
feature. Ultimaker printers can be used with any material and
professionals can make the most out of them and work with easily
thanks to the acquired knowledge.
The second horizon introduces PENTO 2.0 (Figure 8.2). In the
exploiting aspect the product-service business model remains.
Furthermore, 2 minute videos are introduced, which consist of
intermediate-level knowledge for those who have already had
the beginner’s level on the first horizon. The platform will introduce
a model checkup so that startups and scaleups know before
printing if their model has been designed correctly and can be
3D Printed properly. For this horizon, in the learning aspect, PENTO
is allowing again startups and scaleups to have access to the
content and make the contentbase grow. Ultimaker starts working
on the 3D printer itself, experimenting with new technologies
such as Artificial Intelligence. Ultimaker collaborates and
communicates with material suppliers to understand their needs
and work in solutions to make Ultimaker printers possible to be use
with any material.
Figure 8.2: Horizon two
8.3 Horizon three
Start-ups
Scale-ups
Start-ups
Scale-ups
Professionals
2
1
3 4

StartupsTarget group
Trends
MARKET
AND
BUSINESS
Everything personalised
Startups Scale-ups
Enabling every
professional to exploit
the ultimate
possiblilities of 3D
printing
VISION
ULTIMAKER - TACTICAL ROADMAP Tactical Roadmap Group 22 : Cristina Mendez, Regina Moran, Gittan Kuiper, Martijn Stolk, Suze Melissant
Sharing economy
Redefining enterpreneurship
Artificial Intelligence
All material 3D printing
All ProfessionalsScale-upsStartups
Business
Model
User values
Enable
Resources
PRODUCT
SERVICE
SYSTEM
Resources &
Technology
Ultimaker collecting inspirational contentUsers and experts create contentAll professionals create content
Reaching out to experts and suppliers for creating modules
Hiring and licensing experts Renewing licenses
PENTO PLATFORM PENTO 2.0 PENTO 3.0
Exploit
Develepment of check-up software
Develepment of the PENTO platform Launch PENTO 2.0 Launch PENTO 3.0
Developing add-ons for more diverse materials Providing add-ons
Technology Launching check-up software. Start experimenting with AI AI plug-in for modeling software
Accessibility to a 3D printer and help on demand
Low barrier to learn how to 3D print
Get inspired by Ultimaker Get inspired by other users Inspire
Use 3D printing on a regular basis Exploit all possibilities of 3D printing
2
1
3 4
Startups Incubator
Ultimaker
Access to 3DP
Rent
3DP’s
Service
Scale-ups Ultimaker
Access and service to 3DP
All professionals Ultimaker
Subscription to 3DP
- Pay per module
- Supply printer, add-ons, materials and supporting
digital learning materials
8.5 Tactical Roadmap

32
9. Conclusion
Through this process, the team is able to present Ultimaker a
strategy for the upcoming years, beginning on 2020 and with
incremental steps for 2022, finally achieving the Future Vision
on 2025. The objective of this project is to provide Ultimaker a
guideline to implement this strategy and attend to the needs of
professionals so they can position themselves as leaders in the
sector.
The long-term view presented in this report integrates a series
of steps willing to boost innovation for the upcoming Ultimaker
releases. The roadmaps presented are part of a shared vision that
need collaboration to turn into reality. The following step would be
to share the roadmaps with the Portfolio Development Team and
get feedback to iterate them. It is important to make agreements
with the team that will actually develop the strategy, at the end
everyone should be on the same page. If there are some aspects
missing, the complete team should discuss which are the best
ways to solve them. All the Portfolio Development Team should be
convinced that Ultimaker will enable every professional to exploit
the ultimate possibilities of 3D printing, and if they all agree, then it
could become a reality.

34
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37
A.1 ALL TRENDS
Demographic Education Political Economical Social Technological
The ratio of children
to older citizens is
declining
Diverse time and
place
Polarization of
societies
Rising income and
wealth disparity
Human computer
collaboration
3D printing will play a
big role
Global Migration Personalized
learning
Increase national
sentiment
Unemployment People will have more
time for
entertainment
print with di erent
materials.
Free choice (of
learning process)
Citizens questioning
the government
Fourth Industrial
Revolution (change
in jobs)
Social Media will play
a larger role
3D printing will
become easier and
more accessible
Preferring
Conversation over
Mass Communication
Project based Populism spreading
along Latin America
IIlicit Trad easier to keep in
touch
3d printing is used in
production
Redifining
Entrepeneurship
Field experience Interstate conflict Energy price
increases
People su er from
FOMO
Application-Driven
Innovation
Relocation news
media
Data interpretation Terrorism in larger
scale
Unmanageable
inflation
Big Data
No more written
tests
Failure of national
governance
Fourth industrial
revolution
Student ownership Weapons of mass
destruction
Mentoring will
become more
important
State collapse
Appendix
Figure A.1.1: Trend research through a DEPEST approach

38
A.2 USER INTERVIEW FORMAT
Questionnaire # 1 for startup NOT using 3D printing
Q1: How often do you have to prototype for your start-up?
It depends on the development stage we are in. For our specific case, we have made 2 prototypes in 3 months and it’s
likely that we will have to make 2 more in the coming 3 months.
Q2: Could you think of a situation where your startup could use a 3D printer?
Yes, actually we are in the process to find a workshop place (which has a 3D printer) where we could build more proto-
types in the future.
Q3: What are the reasons why you are (currently) not using a 3DP machine?
At the moment, the prototypes we make are rather simple and don’t require a detailed design. SO using a 3-d printer is
not essential. Also, we don’t freely have access to a 3d printer at the moment.
Q4: What are the limits you find in purchasing a 3DP machine?
We think it won’t be economical for us to purchase since we won’t be using it that often.
Q5: Are these limits financial?
Yes, sort of.
Q6: Are these limits related to lack of knowledge?
Yes, we would need to educate ourself more on the 3d printing aspects before making a decision to buy one.
Q7: What would make you start using a 3d printer?
Easy access to a shred 3D printer that is available from time-to-time to build prototypes.
Questionnaire # 2 for startup NOT using 3D printing
Q1: How often do you have to prototype for you start-up?
Once in a year.
Q2: Could you think of a situation where your startup could use a 3D printer?
At the moment not yet.
Q3: What are the reasons why you are (currently) not using a 3DP machine?
We only use soft and flexible fabrics in our products. They don’t come from 3D printers to my knowledge.
Q4: What are the limits you find in purchasing a 3DP machine?
We don’t need a 3D machine.
Q5: Are these limits financial?
Not really, since it also has no practical use yet.
Q6: Are these limits related to lack of knowledge?
Partly maybe, since I have no knowledge of a useful way to use a 3D printer.
Q7: What would make you start using a 3d printer?
If it would be a cheaper way of producing the soft and flexible fabrics we use in our products.

39
A.3 USER VALUE DEFINITION
Figure A.3.2: Five user valuesFigure A.3.1: Brainstorming for user value definition

40
A.4 ROADMAP ITERATIONS
Figure A.4.1: Strategic roadmap, first draft Figure A.4.2: First approach to the three
horizons
Figure A.4.3: Integration of enabling and
exploiting
Figure A.4.4: Tactical roadmap, first draft Figure A.4.5: Integration of visuals Figure A.4.6: Matching the styles of both
roadmaps
Strategic roadmap iterations
Tactical roadmap iterations

41
Startups Scale-Ups Professionals
Product Service
Knowledge
Knowledge
Startups Startups Scale-Ups
Enablingevery
professionalstoexploit
theultimate
possiblilitiesof3D
printing
Target
Trends
Business
Model
Technology
Resources
PRODUCT
SERVICE
SYSTEM
MARKET
AND
BUSINESS
TECHNOLOGY &
RESOURCES
NEW PLATFORM: PENTO
- Ultimaker -> Licensed expert
- Licensed expert -> help start-ups to print
- Being housed in the incubator allows
start-ups to make use of the printer
- Inspiration
Upload yourself, uploaded by ultimaker
- Help from experts or ultimaker peeps
- Sharing knowledge
- Checking CAD file
- modular design for 3D printers
-
- 2 min video workshops
- Software checkup
- New material new video
- New module new video
- Modules available for the printer
- New materials available
Sharing economy
Rental service system
to incubators and co-working spaces
Expansion of rental service system
towards companies
Subscription model:
- Pay per module
Ultimaker collecting inspirational content Users and experts create content All professionals create content
Develepment of check-up software Launching check-up software
Developing add-ons Providing add-ons
Product Service
Knowledge
StartupsTarget
Trends
Business
Model
Resources
PRODUCT
SERVICE
SYSTEM
MARKET
AND
BUSINESS
TECHNOLOGY &
RESOURCES
Rental service system
to incubators and co-working spaces
Expansion of rental service system
towards companies
Subscription model:
- Pay per module
Ultimaker collecting inspirational content Users and experts create content All professionals create content
Develepment of check-up software Launching check-up software
Developing add-ons Providing add-ons
Technology
PENTO 1.0 PENTO 2.0 PENTO 3.0
Startups Scale-Ups All ProfessionalsScale-UpsStartups
ULTIMAKER’S FUTURE STRATEGY
Tactical Roadmap Group 22 : Cristina Mendez, Regina Moran, Gittan Kuiper, Martijn Stolk, Suze Melissant
Sharing economy
1
2
3
4
Enablingeveryprofes-
sionaltoexploitthe
ultimate
possiblilitiesof3D
printing
VISION
Figure A.4.7: Re-esctructure of the content Figure A.4.8: Color trial

Design Roadmapping 2018/19 Q1
Gittan Kuiper - Suze Melissant - Cristina Mendez - Regina Morán - Martijn Stolk

Ultimaker's Future Strategy

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