Periodic Reporting for period 1 - InnoCap Transylvania (Services to enhance the innovation management capacity of SMEs in the macro-region 1 in Romania)
Reporting period: 2015-01-01 to 2016-12-31
"The main objective of this action was to increase efficiency and effectiveness of innovation processes of regional beneficiaries of SME instrument and SMEs with significant innovation activities and high potential for internationalisation.
Most of the clients were already members of the EEN database of the consortium and few were identify during promotion and events through EEN Network services. The benefits of the services offered where presented in details to each client. The WP1 -""Key Account Manager"" under the SME Instrument (KAM) service was delivered to the only one beneficiary of SME Instrument for the phase 1.
The WP2 - “Enhancing the Innovation Management Capacities” of SMEs (EIMC) services were delivered by the Innovation Specialists (ISs) trained by IMP³rove Academy. The ISs presented to the clients the IMP³rove on-line platform and the advantages of evaluating the innovation management capacity of the company by assessing the IMP³rove on-line questionnaire, which gives a sober and clearly structured picture of the innovation management performance in comparison to the competitors’ performance.
The ISs assisted the companies in creating an account on the IMP³rove on-line platform and started the IMP³rove on-line assessment, which evaluated companies’ innovation management performance on five dimensions: Innovation Strategy, Innovation Organisation and Culture, Innovation Life Cycle Processes, Enabling Factors and Innovation Results. The IMP³rove on-line assessment was successfully completed by each company. Following the methodically and in detail examination of the IMP³rove questionnaire, the ISs performed analysis of the current situation of the companies in terms of innovation management capacity. The following step was the preparation in further details of an action plan in closed collaboration with each client to reduce and/or eliminate the innovation gaps. During the discussions with the ISs, the representatives of the company in charge with the innovation management capabilities and performances asked objective questions and made adjustments, concluding that specific time should be allocated for the action plan implementation. Thus, the implementation of the action plan was carried out in the next period via organised meetings with the clients, following specific calendars for each of the evaluated companies. The action ended summarizing the implementation and a final report."
Most of the clients were already members of the EEN database of the consortium and few were identify during promotion and events through EEN Network services. The benefits of the services offered where presented in details to each client. The WP1 -""Key Account Manager"" under the SME Instrument (KAM) service was delivered to the only one beneficiary of SME Instrument for the phase 1.
The WP2 - “Enhancing the Innovation Management Capacities” of SMEs (EIMC) services were delivered by the Innovation Specialists (ISs) trained by IMP³rove Academy. The ISs presented to the clients the IMP³rove on-line platform and the advantages of evaluating the innovation management capacity of the company by assessing the IMP³rove on-line questionnaire, which gives a sober and clearly structured picture of the innovation management performance in comparison to the competitors’ performance.
The ISs assisted the companies in creating an account on the IMP³rove on-line platform and started the IMP³rove on-line assessment, which evaluated companies’ innovation management performance on five dimensions: Innovation Strategy, Innovation Organisation and Culture, Innovation Life Cycle Processes, Enabling Factors and Innovation Results. The IMP³rove on-line assessment was successfully completed by each company. Following the methodically and in detail examination of the IMP³rove questionnaire, the ISs performed analysis of the current situation of the companies in terms of innovation management capacity. The following step was the preparation in further details of an action plan in closed collaboration with each client to reduce and/or eliminate the innovation gaps. During the discussions with the ISs, the representatives of the company in charge with the innovation management capabilities and performances asked objective questions and made adjustments, concluding that specific time should be allocated for the action plan implementation. Thus, the implementation of the action plan was carried out in the next period via organised meetings with the clients, following specific calendars for each of the evaluated companies. The action ended summarizing the implementation and a final report."
During the reporting period the consortium has started 61 and completed 55 packages. Six cases were started and not completed but are planned to be finalised in the next period, one of these is a KAM case for phase 1.
Summary table of KAM and EIMC services per consortium partners:
P01-ADR NORD-VES KAM (target: 2; served: 1) EIMC (target: 14; served: 13) Total served: 14
P02-RDA Centru KAM (target: 2; served: 0) EIMC (target: 15; served: 15) Total served: 15
P03-UTC KAM (target: 2; served: 0) EIMC (target: 15; served: 17) Total served: 17
P04-INOE KAM (target: 2; served: 0) EIMC (target: 10; served: 7) Total served: 7
P05-ICPESA KAM (target: 1; served: 0) EIMC (target: 5; served: 2) Total served: 2
P06-CCIBV KAM (target: 1; served: 0) EIMC (target: 5; served: 6) Total served: 6
Total KAM (target: 10; served: 1) EIMC (target: 64; served: 60) Total served: 61
Summary table of KAM and EIMC services per consortium partners:
P01-ADR NORD-VES KAM (target: 2; served: 1) EIMC (target: 14; served: 13) Total served: 14
P02-RDA Centru KAM (target: 2; served: 0) EIMC (target: 15; served: 15) Total served: 15
P03-UTC KAM (target: 2; served: 0) EIMC (target: 15; served: 17) Total served: 17
P04-INOE KAM (target: 2; served: 0) EIMC (target: 10; served: 7) Total served: 7
P05-ICPESA KAM (target: 1; served: 0) EIMC (target: 5; served: 2) Total served: 2
P06-CCIBV KAM (target: 1; served: 0) EIMC (target: 5; served: 6) Total served: 6
Total KAM (target: 10; served: 1) EIMC (target: 64; served: 60) Total served: 61
Expected final results and their potential impact, including the socio-economic impact and wider societal implications of the action so far.
As most of the companies were audited in 2016, the follow-up procedure was scheduled earliest 2017 and just few case are already followed-up. While addressing the WP2 services, the ISs identified several opportunities to be developed at international level and consequently the clients were served in this direction under COSME. The main benefit of the clients was to develop, implement and even revised a functional, procedural Innovation Management System, as well as a risk assessment management system for the innovation related procedures, strategies and processes.
The clients expect impact on: turnover, profit margin, attracting new sources of funding for innovation, increase number of employees, developing new products / services / processes / markets, financial gain or saving allowed, external cooperation (new business partners, membership in clusters, cooperation with universities, R&D centers, etc.) and IPR (Patents).
As innovation management is a continuous improving process, the expected results imply a continuous evaluation. For the next 2 years, we will be able to evaluate the impact of the innovation strategy and the activities that were undertaken, as in the Innovation results dimension ( regarding no. of employees, financial results, profit etc.) and also estimate future results and impact of the innovative activities / products / services developed at the level of the clients and the international market as well as the impact of innovation correlated activities on the number of applicants to innovation EU funding programmes. The increased concern and interest in innovation activities and other correlated events, organisations and partnerships will generate a relatively high socio-economic impact on our region, as by creating new innovation related organisms, organisations, associations, clusters, specialists or parks/institutions and financial opportunities, as well as more active members, and thus generating new work places, new fields of activities, new and improved products / services / business models and international visibility, cooperation and partnerships.
As most of the companies were audited in 2016, the follow-up procedure was scheduled earliest 2017 and just few case are already followed-up. While addressing the WP2 services, the ISs identified several opportunities to be developed at international level and consequently the clients were served in this direction under COSME. The main benefit of the clients was to develop, implement and even revised a functional, procedural Innovation Management System, as well as a risk assessment management system for the innovation related procedures, strategies and processes.
The clients expect impact on: turnover, profit margin, attracting new sources of funding for innovation, increase number of employees, developing new products / services / processes / markets, financial gain or saving allowed, external cooperation (new business partners, membership in clusters, cooperation with universities, R&D centers, etc.) and IPR (Patents).
As innovation management is a continuous improving process, the expected results imply a continuous evaluation. For the next 2 years, we will be able to evaluate the impact of the innovation strategy and the activities that were undertaken, as in the Innovation results dimension ( regarding no. of employees, financial results, profit etc.) and also estimate future results and impact of the innovative activities / products / services developed at the level of the clients and the international market as well as the impact of innovation correlated activities on the number of applicants to innovation EU funding programmes. The increased concern and interest in innovation activities and other correlated events, organisations and partnerships will generate a relatively high socio-economic impact on our region, as by creating new innovation related organisms, organisations, associations, clusters, specialists or parks/institutions and financial opportunities, as well as more active members, and thus generating new work places, new fields of activities, new and improved products / services / business models and international visibility, cooperation and partnerships.