The overall objective of the project was to enhance the innovation management capacity of SME in the geographical area of Baden-Württemberg, Germany, which is the geographical area covered by the EEN-BW. BW-KAM targets (1) SMEs beneficiaries of the SME Instrument, which are located in Baden-Württemberg as well as (2) high potential SME with strong innovation activities and high potential for internationalisation and growth. This is to be achieved by performing in-depth interviews (audits) with the companies from the region in order to establish innovation potential and deficits and to create an action plan to maximise the potential and overcome the deficits.
The three overriding objectives of BW-KAM were:
1. To increase the impact of the SME instrument by enhancing the innovation management capacity of the SME beneficiary through an efficient and professional key account management as set out in the proposal, including
a. Identification of weaknesses in the innovation capacity of the SME beneficiary in the SME
instrument, that may hinder a successful realisation of growth and commercial potential in regard to the SME instrument project / innovation
b. To identify suitable coaches and moderate the coach/SME relationship.
c. To accompany the SME during the SME instrument project in all phases
d. To ensure the submission of a professional business plan / proposal for the next Phase of the SME instrument
This service was only implemented with SME Instrument beneficiaries.
2. To support SMEs in Baden-Württemberg, that are not participating in the SME instrument but have a high growth and internationalisation potential, with innovation management services enhancing the SME capacity in striving for growth through innovation and internationalisation. As the number of SME-Instrument winners from Baden-Württemberg was unclear at the beginning of the BW-KAM project, flexibility of apportioning effort according to the actual number of successful SME Instrument beneficiaries from Baden-Württemberg and EIMC cases was delivered.
