KAM to West Poland 2

Projektinformationen

KAM2WP

ID Finanzhilfevereinbarung: 743736

DOI

10.3030/743736

Projekt abgeschlossen

EK-Unterschriftsdatum 9 Februar 2017

Startdatum 1 Januar 2017

Enddatum 31 Dezember 2018

Finanziert unter

• INDUSTRIAL LEADERSHIP - Innovation In SMEs

Gesamtkosten

€ 85 000,00

EU-Beitrag

€ 85 000,00

Koordiniert durch

POLITECHNIKA WROCLAWSKA
Poland

Periodic Reporting for period 1 - KAM2WP (KAM to West Poland 2)

Berichtszeitraum: 2017-01-01 bis 2018-12-31

Zusammenfassung vom Kontext und den Gesamtzielen des Projekts

Both KAM and EIMC services had a direct impact on strengthening the innovation capacity management of the SMEs. Most clients of the EIMC schemes have not been aware of the importance of innovation strategy in their daily operation and development so far. They needed guidance and support in organisation of innovation management process which has been provided to them thanks to both initiatives.
It is important to stress that the increase of awareness of the innovation management process in the companies was one of the most important achievements of the schemes and the implementation of the Action Plans developed within the EIMC schemes will definitely bring new opportunities to the companies in the future.
Overall objectives of both schemes helped in:
- Building a long-term strategy for innovation management/implementation in SMEs,
- Adopting strategic goals and objectives in terms of innovation development strategies,
- Establishing new technological relationships,
- Developing of products, services and technologies that are much closer to the local consumer.

Arbeit, die ab Beginn des Projekts bis zum Ende des durch den Bericht erfassten Berichtszeitraums geleistet wurde, und die wichtigsten bis dahin erzielten Ergebnisse

While the number of implemented KAM schemes depends fully and solely on the success of the proposals submitted to the SME Instrument, the WP 2 services depend on the effectiveness and engagement of the EIMC consultants. Therefore, the EIMC consultants were promoting the WP 2 services during various events (EEN trainings and workshops for the clients) and using various means (newsletters, e-mails, direct meetings, cooperation with Regional Contact Points - presentation of the scheme during their events etc.). Close cooperation with NCPs and their regional offices created a complementary support chain for Innovative SMEs with growth potential.
In general the WP 1 and WP 2 services were implemented successfully.
The KAM services were standardised and each step was reported in the Case Tracker, while in case of EIMC services the consortium had to develop the standards to ensure that the services delivered by all partners were of similar quality.
According to the plan, the consortium’s 2-year targets were 42 services in total, out of which 12 were foreseen for KAM services. The partners implemented 8 KAM services and 32 EIMC schemes. The KAM cases were provided to the Phase 1 SMEI beneficiaries. Some of them are now considering applying for Phase 2 of the SME Instrument.

Fortschritte, die über den aktuellen Stand der Technik hinausgehen und voraussichtliche potenzielle Auswirkungen (einschließlich der bis dato erzielten sozioökonomischen Auswirkungen und weiter gefassten gesellschaftlichen Auswirkungen des Projekts)

Direct impact on the clients of KAM services:
- The SMEI beneficiaries received the most appropriate services enhancing the probability of successful exploitation of their awarded projects;
- After receiving dedicated KAM services, the companies have a better chance to find investors needed to convert the projects into marketable products.
Direct impact on the clients of EIMC services:
- By completing the IMP³rove / SMEpower / Innovation Health Check questionnaires the companies obtained knowledge about the holistic approach to innovation management, and were able to assess their own capability to manage innovation. The analysis helped the companies to understand how the innovation management can influence their development. The final outcomes of the service were often adjustments of the business models used.
- The opportunity to be benchmarked across the high-growth European champions was often a starting point for structured discussions about the companies’ development strategies, and resulted in re-definition of their strategies;
- The completed EIMC service should help the companies to prepare successful SMEI proposals for Phase I or Phase II.
Realisation of some KAM schemes proves that the companies strengthened their confidence in the source of funding as the SME Instrument is. It should be stressed that the companies applying for Phase I sometimes treated the scheme as a test, but after obtaining funds and received the coach support, they are willing to apply for the next round of this mechanism.
Support received in the EIMC schemes related to various topics and issues definitely allowed to increase the companies’ knowledge on intellectual property rights, corporate finance and business - especially in terms of business model changes. These results translate into an increased operating range and greater internationalisation capabilities. The potential impact of the social context is also linked to the awareness the companies gained regarding the importance of strategic planning and how important it is to have clear milestones to validate each development step.