PROSME-INN - Improving RO3 SMEs management of innovation

Informacje na temat projektu

PROSME-INN

Identyfikator umowy o grant: 741617

DOI

10.3030/741617

Projekt został zamknięty

Data podpisania przez KE 14 Lutego 2017

Data rozpoczęcia 1 Stycznia 2017

Data zakończenia 31 Grudnia 2018

Finansowanie w ramach

• INDUSTRIAL LEADERSHIP - Innovation In SMEs

Koszt całkowity

€ 76 765,00

Wkład UE

€ 76 765,00

Koordynowany przez

AGENTIA PENTRU DEZVOLTARE REGIONALA SUD-MUNTENIA
Romania

Periodic Reporting for period 1 - PROSME-INN (PROSME-INN - Improving RO3 SMEs management of innovation)

Okres sprawozdawczy: 2017-01-01 do 2018-12-31

Podsumowanie kontekstu i ogólnych celów projektu

The objectives of this action were to :
- ensure delivery of “Key Account Management” (KAM) support services for SME Instrument beneficiaries in Romania RO3 region;
- ensure the delivery of consulting services of enhancing innovation management capacity and processes for RO3 SMEs.

The specific objective contribute to the achievement of the PROSME EEN implementation strategy, particularly to the:
- development of internationally competitive SMEs in RO3 region, realizing their innovation potential and increasing their innovation capacities;
- increasing SMEs in RO3 skills and capacities for making best use of the opportunities provided by EU policies and programmes, especially Horizon 2020;
- increasing the capacities and skills in RO3 region of SME business support services and other stakeholders, public and private.

Prace wykonane od początku projektu do końca okresu sprawozdawczego oraz najważniejsze dotychczasowe rezultaty

The main results of the action were:
- The SGA2 2017 is the first year when PROSME consortium delivered 1 KAM service for the first successful Phase 1 SME Instrument project/company in RO3 region and the only one product delivered by PROSME Consortium for this reporting period. Also, the capacity and competence building for the new members of the consortium for delivering “Enhancing innovation management capacity and processes in client SMEs” services, using IMPROVE approach was improved during the present SGA;
- actual delivery of the “Enhancing innovation management capacity and processes in client SMEs” service for 43 companies in RO3 region.

In order to achieve these results the following activities were carried-out: innovation management assessment and bench marking exercises followed by action plans development and implementation with a view to improve innovation activities and innovation management performance of the client SME.

Innowacyjność oraz oczekiwany potencjalny wpływ (w tym dotychczasowe znaczenie społeczno-gospodarcze i szersze implikacje społeczne projektu)

The Impact of the action in terms of the service packages delivered can be generally described as follows:

- for the service package on “Key account management” for the beneficiaries of the SME instrument a general positive impact can be describes, taking into account the fact that the during the SGA2, PROSME consortium delivered 1 KAM service for the first successful Phase 1 SME Instrument project/company in RO3 region. The company is active within the Software & IT Services market and the main goal of the project “A 2nd screen mobile application solution providing interactive multi player game and real-time voting capabilities, based on TV content, to better engage TV audiences and sports fans. - TELLY” aimed to combine traditional TV shows with, mainly mobile social and game application.
Although at the end of 2017, PROSME Consortium received EASME information about opening of the KAM services of the Enterprise Europe Network and the business coaching in the SME Instrument which should affect positively PROSME results for delivering KAM services, during 2018, there was no company identified in our RO3 geographic region that received funding through the FTI and FET-Open programmes;

- for the service package on “Enhancing SME innovation management capacity” a general positive impact may be described, directly for the competitiveness and specific managerial and consulting knowledge of the actors involved, client companies as well as PROSME consultant, and indirectly for the RO3 SMEs, as potential beneficiaries of EEN PROSME services.In order to achieve these results the following activities were carried-out: innovation management assessment and bench marking exercises followed by action plans development and implementation with a view to improve innovation activities and innovation management performance of the client SME.
Moreover, after analizing the plotted data, we can concluded that the sample size (44 subjects) is too small in order to compute indicators with statistical significance but the simple plot of data might be a starting point for further investigation.

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