and accelerate the growth prospects of our high-potential small and medium sized enterprises and most promising sectors.
and require productivity improvements to be discussed in enterprise agreement negotiations. The Government will task the Productivity Commission to review Australia's workplace relations framework,
and accelerate the growth prospects of our high-potential small and medium sized enterprises and most promising sectors.
returning $200 million in capital to the Export Finance and Insurance Corporation to help small and medium enterprises increase exports;
and market connections for groups of small and medium enterprises seeking to enter global value chains.
2013b) and other imposts on Australian enterprises work against these advantages. For example, in its‘Opportunity at Risk'report, the Minerals Council of Australia (2012) noted that in Australia it takes around three years to get approval for a thermal coal project compared to around two years for the rest of the world.
and support services to small and medium enterprises. To improve our workplace relations system the Government is amending the Fair Work Act 2009
self-reliant enterprises can flourish. Government also has a role to address gaps and deficiencies in markets where they lead to significant social, environmental and economic problems.
A recent survey of businesses found tax compliance costs of around $18 billion for the Australian small and medium enterprise business sector in 2011-12 (Lignier et al, 2014.
As an initial step, the 2014-15 Budget provided $476 million to establish the Industry Skills Fund to support the training needs of small to medium enterprises not readily met by the national training system.
It will prioritise assistance to small and medium enterprises (SMES) TPO00007 Industry Innovation and Competitiveness Agenda Industry Competitiveness 50 Industry Innovation and Competitiveness Agenda to position themselves to take advantage of new technology,
only if it is covered by an enterprise agreement, or it has been invited. Further, the Bill ensures the Fair Work Commission can properly deal with excessive right of entry visits for example,
However, the Fair Work Act currently allows enterprise agreements to restrict the use of IFAS.
This means that employees covered by an enterprise agreement may be denied the opportunity for more suitable workplace arrangements
talk later'loophole in the good faith bargaining rules The Fair Work laws enable industrial action in support of claims for a new enterprise agreement before bargaining has commenced.
and business during enterprise bargaining and only in support of claims that are not manifestly excessive
and employers to consider productivity improvements when bargaining for an enterprise agreement. Boosting the workforce participation of parents The Government aims to boost women's workforce participation to help increase Australia's labour force and GDP,
For example, small and medium enterprises face challenges in obtaining useful information about overseas markets and about the detailed requirements to sell into global supply chains.
Ambition 4 69 Austrade provide reliable information about markets, technology and business models to small and medium enterprises, accelerating industry growth and job creation.
where its use by one enterprise does not preclude use by another. This could cause it to be undersupplied
000 for small and medium enterprises to engage university or science agency (e g. CSIRO) researchers on specific projects;
This will support the training needs of small to medium enterprises that cannot be met readily by the existing national training system.
and Insurance Corporation (EFIC) with an additional $200 million in capital in the 2014-15 Budget and is refocusing EFIC to increase its capacity to finance small and medium enterprises.
which will help small and medium enterprises increase exports. EFIC provides finance and insurance solutions to assist Australian exporters overcome financial barriers when growing their business overseas,
Food scientists would help small and medium enterprises to develop the desired product characteristics. Specialist advice on intellectual property protection, marketing
and exporting in differing Asian markets would help small and medium enterprises succeed in these markets.
and other small enterprises develop. CAMAC (2014 recommended an alternative regulatory framework be developed which could boost competitiveness
Symonds RBA Reserve bank of Australia RTO Registered Training Organisation SIV Significant Investor visa SME Small and Medium Enterprise STEM Science
The continuing tax compliance plight of the small and medium enterprise business sector. Australian Tax Forum, 29 (2), 217-247.
and the public sectors. The Government will establish favourable conditions for competitive enterprises throughout Norway and develop a society where we provide for our needs while preserving the resource base for future generations.
Enterprises in the private and the public sectors must take upon themselves the responsibility for innovation.
Innovation is an important part of enterprises day-to-day efforts to develop better products for their customers
The authorities must provide enterprises with more possibilities to be innovative, and must provide support
Now we will establish strategy councils for small and medium-sized enterprises and environmental technology.
The Government will establish better conditions for small and medium-sized enterprises. We want more women
and to start their own enterprises. The quality of the education system must be strengthened in order to ensure access to manpower with sound and relevant competency.
we need innovative enterprises and industrial environments throughout Norway. Our enterprises are themselves responsible for utilising the potential that exists in the market,
and many undertakings have demonstrated an excellent capacity to innovate and create value. The authorities are responsible to create conditions that improve the enterprises potential to be innovative.
Creative human beings that share their knowledge and experience, and apply their creativity to reach new and better solutions,
It is becoming increasingly important for Norwegian enterprises to be aware of how to protect their innovations
Knowledge of this kind may prove to be of decisive importance for the enterprises'potential to make a profit on their innovations.
and the Confederation of Norwegian Business and Industry Innovative undertakings 13 It is the Government's goal that Norwegian enterprises shall grow
In 2004, Norwegian small and medium-sized enterprises employed 57 percent of the Norwegian workforce and constituted 54 percent of total sales.
Altogether 99 percent of all Norwegian enterprises are small-size. In many ways, these enterprises constitute the backbone of Norwegian industry,
thereby contributing to innovation, wealth creation and jobs throughout Norway. It is therefore important to examine the conditions of small and medium-sized enterprises.
The Government wants to see more people being given the opportunity to become entrepreneurs and starting their own businesses.
Access to capital is essential for newly established enterprises. The Government wants to see effective public sector measures in the capital market conducive to the implementation of economically profitable projects that would not have been funded by the private market.
Develop an overall industrial strategy for small and medium-sized enterprises Elucidate the need for new measures to support female entrepreneurs,
Service industries have a major significance for Norwegian wealth creation, with internationally leading enterprises in their sectors.
The research initiatives at companies, universities, colleges, health enterprises and institutes ensure that today's
colleges, health enterprises and institutes participate in international research collaboration and are important entryways for knowledge
because small and medium sized enterprises (SMES) are failing to exploit the benefits of technology.
and growth of innovative enterprises improve key interfaces in the innovation system a society open to innovation The objectives are monitored
The Innobarometer is an opinion poll conducted among enterprises to gather their appreciation of innovation challenges (see http://europa. eu. int/comm/enterprise/innovation/index. htm)
for example the White paper Excellence and Opportunity-a science and innovation policy for the 21st century (see http://www. ost. gov. uk/enterprise/dtiwhite/foreword. html) from 2000 outlines the UK
This website http://www. seeda. co. uk/supports high growth businesses in the South East England region, especially through their network of Enterprise Hubs and Enterprise Gateways.
and details can be found at http://europa. eu. int/comm/enterprise/innovation/./It states Up to now,
DG Enterprise's actions for innovation policy have been financed from two of the specific programmes of the 6th Framework Programme for Research and development (SP 1: 11,5 millions, SP 2: 348 millions
It is envisaged to also include new innovation actions into the successor of the present Multi annual Programme for Enterprises (starting in 2006.
which can be found at www. ost. gov. uk/enterprise/dtiwhite/./The HM Treasury website sets out the UK ten-year investment framework for science and innovation alongside the 2004 Spending Review.
To generate income (or more income) for the technology driven organisations (e g. technology based enterprises, research centres,
David, Getting the Best from Innovation Management Techniques, Centre for Small and Medium Enterprises, Warwick Business school, University of Warwick, United kingdom, 1997 Brown, David, Innovation Management Tools:
the enterprise is able to formulate and implement the strategy leading to its business aims.
raw materials and technology do not represent the only determinants of success for an enterprise or an organization.
but effective IP management means more than just protecting an enterprise's inventions, trademarks, designs, or copyright.
Indeed, a company's portfolio of IP must be viewed as a collection of key assets that add significant value to the enterprise.
Forward-looking enterprises face the challenge of extracting the latent value of their IP and using it effectively in their business strategy.
In addition, enterprises, which search systematically for conflicting IP rights of others prior to seeking IP protection,
and enterprise worldwide by rewarding the owners of trademarks with recognition and financial profit. Trademark protection also hinders the efforts of unfair competitors, such as counterfeiters,
and enterprise to produce and market goods and services in the fairest possible conditions, thereby facilitating international trade.
They are reasonably accessible to small and medium-sized enterprises as well as to individual artists and craftsmen,
Supporting Innovation in SMES"-7. 1. Intellectual Property Protection tools page 150 of 271 TRADE MARKS For most small and medium-sized enterprises (SMES), marketing products
or services in foreign countries COPYRIGHT is involved your enterprise in the creation, recording, publication, dissemination, distribution or retailing of artistic, musical or literary works?
New Patented Fabric is Key to Enterprise Success Grindi Srl. The story of Grindi Srl. is closely related to the development of the Suberis invention,
Supporting Innovation in SMES"-7. 2. International Regulations page 156 of 271 7. 2. International Regulations Introduction Sooner or later, many small and medium-sized enterprises
a remuneration provision should be included in the agreement. 7. 3. 4. Case study Recognition of the Importance of Intellectual property by a Start-up Business Manager-Enterprise S Enterprise S is a young start-up company
Enterprise S. also offers web solutions including application provider web hosting, web and application development services.
The owner of Enterprises S. learnt about intellectual property issues by attending seminars and conferences for future company managers.
Large enterprises that have significant financial resources often pursue a strategy of procuring and maintaining a large quantity of patents.
Managing an enterprise's IP assets is more than just acquiring the formal IP rights through the national IP office.
Enterprises willing to extract full value from their know-how and creativity should take adequate steps to develop an IP strategy for their business
Enterprises should decide in each case how they may best exploit their IP assets both domestically and internationally.
Small and medium-sized enterprises (SMES) represent over 90%of enterprises in most countries, worldwide.
The company gives support to enterprises in activities such as project conception (including realisation of prototypes), overall project management,
Introduction The competence of enterprises to market new products and/or services, to keep their processes up to date technologically
nevertheless there are many SME enterprises that do not focus enough on these areas. Often they are lacking basic building blocks of Human resources Management.
Systematic training management HR measures to support innovation Guideline for the design of a training concept Identification of training need Innovation fostering enterprise culture Modern teaching
on quality, Increasing complexity, dynamics and technology etc. are great challenges for innovation strategies of the enterprises which in turn lead to complex qualification requirements of the employees.
Lacking qualification can turn out to be a bottleneck in the innovation process in an enterprise
when enterprises design and carry out their innovation, mainly from the technological aspect, without preparing their human resources in a suitable way.
A foresighted and systematic human resources development and qualification plan can set the prerequisite for an enterprise to actively carry out its process of changes,
The human resource becomes a decisive factor in the innovation ability of enterprises. 10.1.3. How: Systematic training management training concept With the help of the so called training cycle the following is possible:
Examples By means of some examples from real life (SMES only) we wish to show which measures enterprises use in practice to make a professional job of their training and the human resources development.
Here the expectations of the enterprise and the employee from this training measure are made clear before the event.
Tips and Tricks If required, the company Winkelbauer (engineering enterprise with 46 employees) organises events under the title EDP:
Example Database Market place of experience The Gosch Consulting company (Consulting enterprise with 30 employees) has compiled a database with the title Market place of experience.
and opens up new business fields for the enterprise. http://www. innovation-aktuell. de/kv0409. htm Systematic and continuous human resources development safeguards the innovation ability and the compatibility of the enterprise.
professional human resources development is looked often vainly for in medium-sized and small enterprises. In this paper you will learn where cooperation makes sense for an SME,
what an enterprise striving for a joint staff development unit has to do, and what the experience of six SMES in the project Porregio was. http://www. diw. de/deutsch/produkte/publikationen/materialien/docs/papers/diw rn02-01-12. pdf Human
which in effect breaks down functions from the top manager of the enterprise through successive layers of management to the individual worker who touches the product or service,
page=41 The SME Sector Challenge project was a three-year project aimed to enable the successful adoption, on a pilot basis, of Occupational Standards and NVQ/SVQS by Small and Medium sized Enterprises (SMES.
and business advisors, including TNAS for start-up businesses, rural businesses and social enterprises: www. sircon. co. uk/sirius-software/your focus. asp Trainingzone is one of the UK's most popular site for corporate training professionals with an online network of 50,000 members.
This change is accompanied by a worldwide globalisation of industry and puts special demands on enterprises in competition.
The cooperation opportunity Network offers some interesting solutions for the problems to be solved, especially for small and medium enterprises.
In this connection, ability for innovation is an important property for the development of enterprises in competition.
innovation activities are coordinated legally independent enterprises pool their business relations as far as their innovations potentials are concerned stable relations are formed between enterprises
exclusion of competition among network participants counteract the original intention-they inhibit innovation rather than promote it The following illustration shows an overview-from the point of view of an individual enterprise
About 30 enterprises have united under the umbrella name of ICON (after several stages of analysis and pre-selection processes.
centres Clients Suppliers Competitors Money givers Promotion and coordination systems Protection and Patent offices The innovating enterprise"Innosupport:
Enterprises from the field of plant production (focussing in SMES) formed the ICON network. Step 1:
Network formation by Strategic prerequisites There are strategic links possible between the enterprises Cultural prerequisites Enterprises accepts other enterprise cultures Fundamental prerequisites Enterprises want to reach joint goals"Innosupport:
and the competences existing in the individual enterprises. Within the framework of a development of a network strategy it is worth
while to define individual strategic business units as a basis for further enterprise planning. Step 2:
Strategy development by Definition of strategic business units Strategic positioning of a network on the basis of the competences or the know how available in the enterprises"Innosupport:
Strategy detailing Representatives of the individual enterprises so-called Change Agents-jointly work in inter-enterprise innovation teams on the concrete parts of the strategy of the network,
and when doing so they also introduce changes in the individual enterprises. The frame for innovative ideas is formed by the bundling up of the competences
and the knowledge present in the enterprises supplemented by the cooperation with more enterprises, customers and external know-how carriers.
Strategy detailing by Inter-enterprise innovation teams for product market finding Bundling of competences/know how available in the enterprises Integration of further enterprises/customers/external know-how carriers Introduction
of changes in the individual enterprises"Innosupport: Supporting Innovation in SMES"-11. Innovation networks page 239 of 271 11.6.4. 4th Step:
Market success Successful pilot projects are turned into independent operatively acting companies with simultaneous intensification of the idea of linking in the sense of inter-enterprise project management, a bundling of competence and know how in individual units
This also safeguards a progressive knowhow build up in the network and in the individual enterprises.
Further development by Refinancing the innovation power Increase the know how/technology intensity of the network and the enterprises"Innosupport:
Small and medium enterprises gain strategic spaces by o The improvement of their own innovation behaviour o The increase of know how
and cooperation on an enterprise level the positioning of a country/region as a whole is of outstanding importance.
and carried by enterprises, universities and research institutions other than universities as well as by central regional players An open platform with long-term orientation The strategy driver in the field of innovation policy"Innosupport:
of innovation in the enterprises Efficient research institutions of international format inside and outside universities Sufficient potential of highly qualified employees Attractive frame conditions for scientists and researchers from home
Literature searches page 247 of 271 12.1.0 Introduction In our days a vitally important and significant factor ensuring successful and productive development of an enterprise is its competitiveness.
when our enterprise is a success and things are running smoothly, we should not stop at this point.
thus contributing to successful development of the enterprise and expanding the staff's horizons and enriching their knowledge.
Practical application of the component Increased KNOWLEDGE and AWARENESS will give the enterprise: Development Progress Competitiveness A stable market position Revenue...
Even small and medium-sized enterprises (SMES) are no more immune to the challenges that the globalization brings about.
Barriers to Innovation, Globalization of Innovation, Internationalization of R&d, Research & development, Small and Medium-sized Enterprises (SME) This Paper should be referred to as following:
4 2. 2 Small and Medium-sized Enterprises (SMES...5 2. 3 Connecting SMES to Innovation...
Even small and medium-sized enterprises (SMES) are no more immune to the challenges that the globalization brings about.
Three Phases of a Simplified Innovation Process 2. 2 Small and Medium-sized Enterprises (SMES) The term small and medium-sized enterprises (SMES) consists of two components:
while the second component enterprise relates to the economic nature of that entity. An enterprise,
as defined by the European commission (EC) in Article 1 of its recommendation on definition of micro,
small and medium-sized enterprises, may be understood as any entity engaged in economic activity, irrespective of its legal form (EC, 2003a).
R. Tiwari and S. Buse (October 2007) Page 6 of 31 In a differing approach the European commission defines SMES as enterprises which employ fewer than 250 persons and
which represented 99%of all enterprises in the enlarged European union of 25 countries while providing around 75 million jobs (EC, 2003b).
In Germany, according to Ifm Bonn1, SMES accounted for 99.7%of all enterprises in year 2005
Recent calculations by the authors of this paper, based on Germany's official statistics portal data, show that the high percentage of SMES amongst all enterprises continues to remain high.
As on 31.12.2006 large firms (with 250 employees or more) constituted a miniscule 0. 33%of all enterprises.
Of 3, 215,238 enterprises active on the aforementioned date an overwhelming 3, 204,519 were SMES (with less than 250 employees.
and Idw (2004). 2. 3 Connecting SMES to Innovation Notwithstanding their large share in all enterprises
For instance only 39.1%of the total turn over generated by all enterprises in Germany in 2005 went into SMES'account (Ifm, 2007b.
Commission Recommendation of 6 may 2003 concerning the definition of micro, small and medium-sized enterprises, Annex Title I DEFINITION OF MICRO,
SMALL AND MEDIUM-SIZED ENTERPRISES ADOPTED BY THE COMMISSION, European commission (2003/361/EC). EC (2003b:
there are growing competitive pressures for enterprises of all sizes to respond quickly to the very latest developments affecting their sectors.
and appropriate financial returns on successful ventures can particularly affect small and medium-sized enterprises.
Is there a role for large firms in financing innovation in smaller enterprises? 14. The availability to enterprises of relevant information (technical, commercial, etc.
is essential to successful innovation. SMES often have problems in finding information. What should governments be doing to support information programmes?
Inadequate access to technological know-how Foster links between enterprises and research centres and laboratories. Improve information networks on technological knowhow.
It has been suggested by researchers that SMES have limited innovation as compared to larger enterprises. However, this misconception has been negated by Kaufmann
This shows that innovation is critical for the growth of the organization in terms of its sales, market penetration, profitability and sustainability of organizations especially for small and medium enterprises.
evidence from Malaysian small and medium enterprises. Paper presented at the 20th International Business Information management Conference (IBIMA.
Small and medium enterprises (SMES) competing in the global business environment: A case of Malaysia.
the nature and microfoundations of (sustainable) enterprise performance. Strategic management journal, 28 (13), 1319-1350.
A range of actions contributes to building innovation management capacity for Small and Medium Enterprises.
moreover, Horizon 2020 provides direct support to the Enterprise Europe Network 3, a key player in improving SMES'access to funding opportunities.'
COSME (EU Programme for the Competitiveness of Small and Medium-sized Enterprises 4 Enterprise Europe Network 3 The Eurostars programme 5 Official Eurostars communication 8
. europa. eu/enterprise/initiatives/cosme/index en. htm 5 http://www. eurostars-eureka. eu/6 http://ec. europa. eu/research/era
EN HORIZON 2020 WORK PROGRAMME 2014 2015 7. Innovation in small and medium-sized enterprises Revised This Work Programme was adopted on 10 december 2013.
27 1-Establishing services Enhancing the innovation management capacity of SMES in the Enterprise Europe Network...
The innovation capacity of industry depends not only on large enterprises with market power but crucially on ambitious entrepreneurs and small enterprises aiming for radical innovations and fast growth.
Horizon 2020 and the Competiveness and SME programme (COSME) will be the major instruments to provide direct support and a favourable environment for growth of SMES.
and to access specific financial instruments for technology and innovation based enterprises. The domains of major activities of the COSME programme are:
feasibility of concept and the like to establish a solid high-potential innovation project aligned to the enterprise strategy and with a European dimension.
Bottlenecks in the ability to increase profitability of the enterprise through innovation shall be detected and analysed during phase 1 and addressed during phase 2 to increase the return in investment in innovation activities.
and phase 2. This service will be accessible via the Enterprise Europe Network and delivered by a dedicated coach through consultation and signposting to the beneficiaries.
established support services assist mainly clearly defined technical projects within single enterprises. Public support pays much less attention to the creation of favourable ecosystem for SME innovation in which public enterprises, SME intermediaries, direct and indirect customers, end-users,
suppliers and enterprises with complementary skills are encouraged to collaborate for radical innovation that may not yet be described
and formulated as project. Emerging innovation trends help SMES overcome some of the size disadvantages they face.
The Enterprise Europe Network present in all European regions and co-financed by them and the Member States is expected to play an important role for catalysing such development processes.
The development of new industrial value chains calls for the collaboration and integration of different innovation actors, including large enterprises and especially SMES, across different sectors towards the implementation of a joint vision.
http://ec. europa. eu/enterprise/policies/industrial-competitiveness/industrial-policy/intellectual-property-rights/index en. htm HORIZON 2020 WORK PROGRAMME 2014-2015
and cooperation structures with intermediaries (like the regional consortia of the Enterprise Europe Network and system of National Contact Points for the different parts of Horizon 2020) and other relevant organisations enabling them to provide initial guidance to SMES.
technology transfer and/or research cross-border activities. 12 http://ec. europa. eu/enterprise/policies/industrial-competitiveness/industrial-policy/intellectual-property-rights/index en. htm HORIZON
Managing Intellectual Property rights (IPR) is a difficult task, especially for Small, Medium and Micro Enterprises (SME) or individual inventors.
Such enterprises or individuals frequently do not have the knowledge or human resources to effectively use
http://ec. europa. eu/enterprise/policies/industrial-competitiveness/industrial-policy/intellectual-property-rights/index en. htm HORIZON 2020 WORK PROGRAMME 2014-2015
Innovation in SMES PART 7-Page 16 of 37 As appropriate, the activities should be provided jointly with business support service providers,(e g. the Enterprise Europe Network, private consultancy) and the different IPR Helpdesks.
However, it becomes evident that only a small number of enterprises using the platform have already the skills to draw full benefits from the opportunities.
make such new services accessible for enterprises in sectors that are typically not yet benefitting from innovation support;
and bring together already a critical mass of enterprises and innovation stakeholders. Establishing such platforms will not be supported.
but not limited to the services of Enterprise Europe Network is enhanced. Resources in public innovation support are reoriented from information and brokerage functions
It will be delivered in cooperation with the Enterprise Europe Network which will initiate, broker and monitor the coach-SME relationship as well as provide participating companies with access to the wider Network service offering.
either participating in the consortium or as third party enterprises, mainly SMES. This topic allows for the provisions of financial support to third parties in line with the conditions set out in part K of the General Annexes.
1-Establishing services Enhancing the innovation management capacity of SMES in the Enterprise Europe Network Lack of innovation management capacity is recognised as an important barrier to creating economic impact (competitiveness, growth and jobs
The Enterprise Europe Network is a European-wide network of public public-private and private providers of support services to SMES established for the period 2008-14 under the Competiveness and Innovation Framework Programme (CIP.
The Enterprise Europe Network is a therefore a suitable structure to introduce services Enhancing the innovation management capacity of SMES
The services will be provided in the current Enterprise Europe Network in the year 2014 and as distinct element of the Enterprise Europe Network (2015-21.
under the Enterprise Europe Network established for the period 2008-2014 2000 SMES across Europe shall receive a 7-day service package that includes an innovation management capacity assessment,
000‘service package assignments'shall be allotted to the coordinators of the Enterprise Europe Network consortia.
They shall be reimbursed according to the same system of annual productive hours used in the framework partnership agreement of the Enterprise Europe Network consortium.
the coordinators of the 2008-14 Enterprise Europe network projects on behalf of the regional and national consortia.
The detailed list of coordinators and maximum grant amounts is provided on the Enterprise Europe Network website (http://een. ec. europa. eu). Timeframe:
Service provision in 2015/16 2015/16 will be the first phase of operation of a renewed Enterprise Europe Network.
The legal base for the COSME programme foresees that the Enterprise Europe Network could be used to deliver actions addressing SMES from other EU programmes under the condition that these programmes provide the necessary additional funding.
The Enterprise Europe Network for the period 2015-21 will be established through an open call for proposals to be published in late 2013 in the COSME programme.
or a key compatible with the key used for the operations of the Enterprise Europe Network under COSME.
Countries not participating in the COSME programme will be invited to propose the establishment of Enterprise Europe Network-Business Collaboration Centres on a self-financing basis. In case the countries are associated to Horizon 2020 the Business Collaboration Centres would be eligible
Specific grant under the framework partnership awarded to the Enterprise Europe Network following the 2014 call under COSME.
and SMES'demand is priced frequently out by the high daily rates paid by large enterprises for high-quality consulting.
First, by providing a capacity building environment for the innovation advisors (staff of Enterprise Europe Network) that work in regions with a weakly developed consulting base and no own assessment and consulting tools;
In an increasing number of regions the initial introduction in the context of the Enterprise Europe Network of the described action should lead to integration of the toolbox in regional innovation support.
tools to support the enterprise in identifying gaps and building-up internal capacities for reverse innovation and others.
Enterprise and industrial innovation opportunities, in terms of products, services and organisational innovation, and innovation processes are getting more diverse by the integration of advanced IT and internet.
Even in the enterprises themselves, in particular in SMES, the concept of innovation is focused often overly on product and technological innovation while strategic changes in market presence (the'sales,
Enterprises no longer want to exploit only knowledge developed at home in foreign markets, but seek to source new ideas and technologies worldwide and to tap into knowledge generation and the pool of scientists and qualified workers in third countries.
enterprises innovate specifically for these markets building on local expertise and inventiveness. Seizing an opportunity in third countries can,
This development is driven mainly by large enterprises and especially multinational firms, but not exclusively. More and more young, fast-growing SMES are established with an international business concept("Born Globals")that rely on an international innovation network.
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