Periodic Reporting for period 1 - EEN-BG InnoSupp (Innovation Support services by EEN for Enhancing the Innovation Management Capacity of Bulgarian SMEs)
Reporting period: 2015-01-01 to 2016-12-31
• To support the SMEs that are beneficiaries of the SME instrument in strengthening their innovation management capacity and enhancing their overall innovation performance throughout their project implementation. This will be done by identifying gaps and needs in the innovation management domain, proposing the best match of coach(es) profile(s) and acting as mediator between the SME and innovation coach(es) to address these gaps and needs. The services for achieving this specific objective are the so called “Key Account Management” (KAM) services in the context of the present call;
• To enhance the innovation management capacity of Bulgarian SMEs by addressing gaps and needs with well-devised actions and measures towards increased efficiency and effectiveness of the innovation processes, and thus increased potential to benefit from the European support for research and innovation. This objective will be pursued by delivering the so called ‘Enhancing Innovation Management Capacity’ services in the context of this call (EIMC services).
The four SME Instrument beneficiaries have successfully completed their feasibility studies for the new products and services they are developing, all of them above TRL6.
The remaining companies that were delivered assessment of their innovation management capacity followed by an Improvement Action Plan implemented with the joint efforts of the EEN experts and the clients, have made considerable achievements in their own innovation course. In the majority of the clients the innovation identified is ‘product or service’, followed by ‘process’, ‘organisational or marketing innovation, and ‘business model’.
The impact spelled out in improving the innovation life cycle of their products or services, launching new products or services, in expanding existent markets or exploring and entering new markets, in improving the business model or launching a new business model. One of the beneficiary clients reports merger with an innovation partner. Highest impact is observed on the Innovation Strategy of clients – either improved, or a new one introduced, along with raised awareness of the client top-management team on the key role innovation management plays in the overall innovation performance of the company.