Periodic Reporting for period 1 - ELSE SIM 2019 (Enterprise Lazio and Sardegna for Europe SMEs Innovation Management 2019)
Okres sprawozdawczy: 2019-01-01 do 2019-12-31
ELSE SIM activities have been developed by ELSE consortium. During 2019, ELSE kept going to provide a fully integrated offer of services tailored on clients’needs and dimension (Small or Medium) and development stage (StartUp, ScaleUp, consolidated SME). The general “Clients’ classification” has been completed using the Innovation Management Capacity Assessment and KAM assessment tools.
This approach allowed the Consortium to better define the Companies’ specific needs, tailoring also the COSME services on them.
The successes (detailed in COSME Final Report) in the Access2Finance are a consequence of an approach overcoming the “one shot assessment” aiming at reaching the maximum knowledge of Client’s needs.
Therefore, the EIMC and Kam activities and tools became the EEN access key for all Clients with a clear potential of innovation and internazionalization and for SMEInstruments, FET or FTI beneficiaries.
Thanks to the EIMC certified tools, the Consortium increased its capacity to design and plan a set of coordinated services and actions (Client Journey) empowering the collaboration with all the Network and with the local stakeholders.
This approach requested to the Consortium more effort (time) and attention (Client Journey planning).
Nevertheless, the ELSE partners are in line with the expected results.
This approach allowed the Consortium to better define the Companies’ specific needs, tailoring also the COSME services on them.
The successes (detailed in COSME Final Report) in the Access2Finance are a consequence of an approach overcoming the “one shot assessment” aiming at reaching the maximum knowledge of Client’s needs.
Therefore, the EIMC and Kam activities and tools became the EEN access key for all Clients with a clear potential of innovation and internazionalization and for SMEInstruments, FET or FTI beneficiaries.
Thanks to the EIMC certified tools, the Consortium increased its capacity to design and plan a set of coordinated services and actions (Client Journey) empowering the collaboration with all the Network and with the local stakeholders.
This approach requested to the Consortium more effort (time) and attention (Client Journey planning).
Nevertheless, the ELSE partners are in line with the expected results.
In general the Consortium has achieved good results in both WPs.
In the WP1, the target is lightly lower than the extimated result, due to the fewer number of companies that in 2019 have beneficiated of an H2020 financial support (SMEins/FTI/FET) in the territory covered by the Consortium. One of the reason could be linked to the cancellation of SMEinst phase 1 occurred after the cut off of September.
About WP2, the consortium achieved the 84,38% of the target result. This result, slightly below expectations, is justified by taking into account the new approach adopted by the consortium in 2019. As said above, the ELSE SIM approach was based on the "client journey", and therefore on the provision of services more integrated and tailored on the needs and sizes of companies. This new strategy requested to the Partners more effort (time) and attention (Client Journey planning), leading to focus on fewer cases, while guaranteeing a better quality service.
In the WP1, the target is lightly lower than the extimated result, due to the fewer number of companies that in 2019 have beneficiated of an H2020 financial support (SMEins/FTI/FET) in the territory covered by the Consortium. One of the reason could be linked to the cancellation of SMEinst phase 1 occurred after the cut off of September.
About WP2, the consortium achieved the 84,38% of the target result. This result, slightly below expectations, is justified by taking into account the new approach adopted by the consortium in 2019. As said above, the ELSE SIM approach was based on the "client journey", and therefore on the provision of services more integrated and tailored on the needs and sizes of companies. This new strategy requested to the Partners more effort (time) and attention (Client Journey planning), leading to focus on fewer cases, while guaranteeing a better quality service.
Generally speacking, the WP1 and WP2 activities have had a positive impact on the clients, in terms of increasing awareness of their strengths and weaknesses and their capacity to manage innovation and undertake internationalization activities.