Cases Inventta+bgi

We combine international experience of Braithwaite Global Inc. Group with the expertise of Inventta supporting innovation

Paradigm shifts in Dass Group

Proper management of funds increases tax recovery

Case Dass Inventta BGI

The Dass Group is the second largest company in sport`s goods in Brazil, presenting units in 12 Brazilian cities, as well as subsidiaries in Argentina and China. It represents big brands – such as Fila, Umbro and Tryon – and it is responsible for the production and distribution of Nike, Adidas and Oakley brands in the country.

Historically, the Dass Group always financed investments in R&D with its own resources. However, facing the strong internal competition and particularly the Chinese market, Dass Group noted the need to prioritize investments in R&D, enabling the development of new products and processes. To plan and put this work into practice, the company relied on our help.

The structuring of the management of resources for innovation took place on two lines: search for tax incentives for innovation, through the “Lei do Bem”, and the funding sources for innovation in government agencies. The development of the implemented methodology to have access to tax incentives focused on integrating technical expertise for mapping and evaluation of the projects regarding the concepts of technological innovation and financial skills during the survey of innovation expenditures and calculation of benefits.

Areas of potential innovation development were evaluated regarding either products or production processes. An action plan with the best practices to be implemented by Dass was also carried out to maximize the use of the benefits in a secure way.

As for the second line of work, which focused on raising funds from funding agencies , the opportunities more adherent to the innovation performance of the company were mapped and a survey of the R&D main lines of Dass Group was conducted.

The findings were extremely positive. First, Dass Group showed an evolution in the control of projects and expenditures, which allowed a higher tax recovery compared to previous years. Additionally, the entire restructuring made by the company enabled an alignment between senior management and R&D strategy, which allowed the whole process to flow more naturally and to be well accepted within the organization.

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