This vision would lead to new products, processes and services, improving industrial efficiency and use of cleaner energy resources while providing a competitive edge for Europe in the global market place.
and grid services, ensuring that they will accommodate a wide range of operating situations; Establishing shared technical standards
and enhance their services to customers; Ensuring the successful interfacing of new and old designs of grid equipment to ensure interoperability of automation and control arrangements.
increased interest in electricity market opportunities, value added services, flexible demand for energy, lower prices, microgeneration opportunities;
and enabling both new products and new services; high demand flexibility and controlled price volatility, flexible and predictable tariffs;
liquid markets for trading of energy and grid services; 2. The origins of Smartgrids The Smartgrids European Technology Platform for Electricity Networks of the Future began its work in 2005.
renewal of the existing power-plants, development of efficiency improvements, increased flexibility towards the system services, integration with RES and DG;
products and services to create a strongly user-centric approach for all customers. 8 E u R O P E A n T E C H N O
and will include value added services, energy services on demand and total connectivity. They will be asking for connection of in-house generation, the ability to sell surplus generation back to the grid,
The European market for energy and related services should be supported by a stable and clear regulatory framework,
They will have the opportunity to offer demand side response products and services to the grid.
Common technical rules and tools need to be adopted by the different players regarding data exchange, modelling grids, ancillary services and their users.
Thanks to Smartgrid technologies, products and services, European Companies will be able to get ahead in international business. 10 E u R O P E A n T E C
The aim is that they accommodate more decentralised generation services, with many actors involved in the generation, transmission, distribution and operation of the system.
which allows improvements in operation and new services at reasonable costs. Successful development and deployment of a vision for electricity grids has application beyond Europe.
As a result, the internal market is expected to provide benefits to the European citizens such as a wider choice of services and downward pressure on electricity prices.
Ensure harmonisation of regulatory and commercial frameworks in Europe to facilitate cross-border trading of both power and grid services (such as reserve power,
and enhance their services to customers. Research is needed to help identify the most cost-effective technologies and measures.
and the grid control centre undertakes an overall supervisory role (active power balancing and ancillary services such as voltage stability).
value added services Coordinated, local energy management and full integration of DG and RES with large-scale central power generation Extensive small, distributed generation connected close to end customers Harmonised legal frameworks
facilitating cross-border trading of power and grid services Grids of Tomorrow 17 VISION AND STRATEGY
Value added services Forecast information Offshore wind Microgrid Wave energy Demand side management Fuel cells Compressed hydrogen storage H2 production and filling sation 22
In 2020, energy service companies will let everyone to have access to the provision of electricity supply services such as the demand management capabilities.
local electricity supply management will play a key part in establishing new services that will create value for the parties involved.
In this context, metering services will represent the gateway for access to the grid of the future
communication and billing services. Regulatory bodies will develop harmonised rules to favour competition on a nondiscriminatory basis in the EU context.
This will provide the basis for establishing a Europe-wide market for energy, real-time balancing power and ancillary services open to both power producers and load management operators.
DSM and flexible energy storage and would also create opportunities for novel types of equipment and services, all of
Some connections will rely on bilateral contracts with distributed generators for ancillary services. Rules will have to be defined to outline physical and geographical boundaries of contracting.
local and global services and trading issues, adaptability without information overload, control issues. Final stage:
and remote control to meet the majority of the network services requirement. The transmission and distribution networks are both active,
as a small source of power or as ancillary services supporting the network. Virtual utilities (or virtual electricity market) adopt the structure of the internet-like model and its information and trading capability, rather than any hardware.
Wide deployment of communications to enable grid automation, on-line services, active operation, demand response and DSM;
including cross border exchanges of electric energy and grid services; A strategic approach to developing a range of new and innovative grid architectures that can be deployed on distribution and transmission grids as the situations demand. 32 E u R O P E A n
and e-government services. 2 Social innovation is defined in this context as new responses to pressing social demands by means that affect the process of social interactions (BEPA 2010). 15 2
Microblogging is the use of social network services specifically created for the sharing of brief entries and content,
such as Jaiku or Twitter. 18 services are perceived as global platforms, 84.2%of Facebook relationships and a large percentage of Twitter relationships were found to be clustered along country lines (Gonzalez et al. 2011;
Governments are likely to make increasing use of technology-related applications in particular e-services, Big data analytics and network-based open policymaking in decisionmaking and providing services to the citizen.
and strategies applied in general and by specific sectors for delivery of essential services (United nations, 2012). 27 Figure E. 4. 1:
Similarly, the evidence suggests that the use of social network services may be a tool for the empowerment of minorities.
However, minorities and young people whose participation indicates that these services have a prodemocratic effect are usually unprivileged citizens who tend to consume less news through more traditional venues online and off (Gil de Zuniga et al. 2012.
and strategies applied in general and by specific sectors for delivery of essential services (United nations, 2012). 28 institutions in the coming decades.
or provide information on Google's services. 30 Figure E. 4. 4: Percentage of user-data requests filed by governments where Google provided at least some of the data requested10 Source:
demand for systematic incorporation of SI in the policy toolbox, replacing public sector services with grassroots initiatives Medium Online and informal forms of education will have increasing impact on access to education and outcomes
demand for services e-government benchmarking data (EU, UN)+ Short to medium term Unequal accessibility and ubiquity of services and citizen engagement across Member States and between strata of society,
The Increasing Role of Central and Eastern europe in The Global Services Offshoring Market: Evidence From Trade Statistics, Munich Personal Repec Archive, MPRA Working Paper No. 28360.
and Jennifer Owens,"The digital divide and e-government services,"paper presented at Proceedings of the 5th International Conference on Theory and Practice of Electronic Governance, Tallinn, Estonia, ACM, 2011.
Lexchin J, Grootendorst P.,Effects of prescription drug user fees on drug and health services use and on health status in vulnerable populations:
International Journal of Health Services, 34 (1): 101 122,2004. Leye, Veva,"Information and Communication Technologies for Development:
analysis of the future need and demand for appropriate models of accommodation and associated services for older people.
In order to overcome the challenge of fragmented European markets and entrepreneurial support services, stakeholder need to create better and new connections across countries, sectors and programmes that meet key criteria.
This is due, in part, to continued uncertainty about sections of the European fi nancial system, inadequate competition in the services sector and fragmentation of markets in key strategic sectors.
one of the key drivers of competitiveness for Europe, given its advanced stage of economic development and the imperative to focus its production on high valueadded, innovation-rich products and services.
services or business models, leading up to successful commercialization. Entrepreneurship is defined as the pursuit of opportunities beyond the resources you currently control. 10 Turning an innovative idea into economic activity creates companies, economic growth and jobs.
and services that benefit everyone and 87%believe they create jobs, professionals (such as architects, lawyers,
The fund operates at minimal cost on a fully commercial basis. Offering combined support services
provision of physical space, usually without funding but with mentorship network, informal event programmes, consulting services, investor exposure and public funding links.
Services & Operations Chief Architect. This senior level sponsorship provided access to the right operational teams,
Running an entire division aimed at providing digital services to UK SMES helps senior executives understand the perspective of smaller companies
whether that means procurement (corporates buy products and services from startups), strategic investments and eventually acquisition. 56 Finding the right entry point
and to renew their businesses through public incentives and services. Innovation policies are at the core of this process.
Innovation-driven entrepreneurs introduce new products, new services and new methods, thereby making a significant contribution to the Dutch economy.
In 2012,43%of SMES had introduced new or significantly improved products or services over the past year.
This poses difficulties for not only for those seeking mentorship but also those wishing to impart mentoring services as well as those trying to bring together different mentoring initiatives.
Increasing transparency across relevant activities and support services should therefore be complemented and followed by active partnerships between stakeholders.
while start-ups need a way to access them to provide them with goods and services.
which central and local governments offer access to their data on traffic, criminality or available services, for example) and opengov (in
Case study provided by Jean-Marc Frangos, Managing director, External Innovation, BT Technology, Services and Operations. 58.
Gavin Patterson, Chief executive officer Jean-Marc Frangos, Managing director, External Innovation, BT Technology, Services and Operations European Institute of technology Daria Golebiowska-Tataj, Executive Board member
Young Global Leader Luis Alvarez Satorre, Chief executive officer, Global Services, BT, United kingdom Tobias Schmidtke, Senior Consultant, A t. Kearney, Germany Bohuslav Sobotka
This is clearly demonstrated in Uganda, where despite many immunization campaigns through media, health visits and improved health services management,
Developing countries such as Uganda are faced with the challenge of solving problems that lead to the delivery of poor health services,
There is need to develop systems that fit the requirements of developing countries 146 IJEDICT that are able to provide information that is critical for evaluation of services,
The availability of information and communication techniques and tools enable rural communities to access health care services
5. What kind of ICTS may be used to enhance delivery of healthcare services? 6. How can ICT tools
Users mainly physicians and medical workers connect to the network through Enhancing healthcare delivery through ICTS 147 local telephone nodes to access services such as physician collaborations (Mozambique, Tanzania, Uganda.
and the Internet is used to rapidly mobilize medical personnel and effectively coordinate laboratories and specialist services.
The key variables that play a key role in the provision of healthcare services are resources (health centres, facilities) and level of service which results from the motivation of health workers.
which affects the provision of healthcare services. An effective health system requires management of resources, effective monitoring and reporting as well as well-motivated health workers.
The provision of immunization services requires highly motivated health workers who are trained well, remunerated, facilitated and with acceptable workload. 3. Effective monitoring of immunization activities by carrying out regular supervisions of health units that provide immunization services. 4. Mobilization
and health education-There is need to have continuous mobilization and health education to educate the communities on the importance of immunization,
IMMUNISATION SERVICE DELIVERY IN UGANDA Healthcare services in developing countries such as Uganda in particular immunization services are provided through a decentralized system consisting of geographically spread health centres, regional hospitals
which are categorized into health districts and health subdistricts with various roles (Barenzi, et al.,2000). ) The development of health plans, policies and service delivery are channelled from the national level through the district,
and plans but it is desirable that the different health centres/hospitals offering immunization services work in a cooperative environment
and effectiveness of immunization health services provided in such a distributed structure, it is vital that information is shared
Health care services like any other business involve a lot of transactions such as importation and delivery of medicines;
represents the population that utilises the immunisation services. Healthcare service sub-system: responsible for the provision of immunisation services to the population.
Immunisation management sub-system: responsible for the management, monitoring and supervision of immunisation services at the national level.
Vaccines maintenance sub-system: responsible for the management and delivery of quality vaccines. The key external agents include the government
In a resource constrained economy like Uganda, the responsibilities for planning, resource mobilization and allocation, management immunization services, storage and distribution of vaccines, supplies and equipment to the units under their supervision
which provide services for other systems of the organization (Broadbenta et al.,1999). ) For Broadbenta et al.
1999), these capabilities require the complex combination of the technical infrastructure (cabling infrastructure, hardware platform, base software platform), ICT shared services (as communications services), ICT applications (as WEB
services), the human operators and the managerial expertise to guarantee reliable services. The paper suggests the following ICT innovations (Figure 5) for effective management of resources,
Proposed ICT Framework for the Immunization Services District level: At the district level, data can be used to prepare forecasts, analysis and plans for the district.
education and disease surveillance. 156 IJEDICT Potential benefits provided by ICT in healthcare Some of the benefits that would be provided by adoption of ICT services in the healthcare immunization system are:
and include not only R&d based new products and services, but also improved designs and processes and the adoption of new technologies.
the most important goals are to promote the development of the private venture capital industry and associated services,
nonfinancial innovation advice such as consulting services; recruitment of university graduates and skilled personnel; awareness of new ideas and technologies;
and introduce new products and services. Rothwell (1989) suggests that small firms can have an innovative advantage due to differences in management structures.
and research oriented consultancies which include engineering services, technology consultants, and (2) R&d boutiques. As shown in table 1,
ICT services, high tech8, R&d services. 50%are technical service companies (ICT, R&d) Both from manufacturing and services,
rarely from services industries AGE Younger companies than average (33%are less than 5 years against 24%for all participants in FP) 59%were created over 10 years ago 64%of were created more than 10 years
Even the smallest of firms can engage in certain activities--from plant watering to specialised legal services--better than a giant corporation.
in order to provide services, such as training, to customers. While such services could be contracted out, the asset specificity of the product, combined with its high technological sophistication,
virtually bundles the service component with the manufactured product. 46. In the experience of the German Mittelstand,
and networking services which the region's enterprises often cannot afford individually. These networks defy sectoral barriers:
specialised firms since complementary inputs and services are more likely to be available in a diversified competitive environment,
These benefits from the extending the enterprise's activities abroad must exceed the benefits expected from externalising its property rights through other mechanisms such as licensing, management contracts, franchises, technical services agreements, turnkey projects, and subcontracts.
Participation of SMES in the Fourth Framework Programme (excluding CRAFT+Exploratory Awards) 33%41%26%hightech knowledge intensive services non-high tech manufacturers Source:
Ernst and young describes the types of consultancy services innovation agencies can offer, using Business Links as an example (Figure 4). Figure 4:
Types of services, including consultancy that are offered by Business Links 19,4 6, 3 2, 5 7, 5 12,6 12,6 12,6 18,9 7, 5 1, 2
such as scanning or consulting services. -They need help recruiting university graduates and other skilled personnel.
Because of their very different needs, the public R&d granting institutions are positioned not well to provide these services.
or regional level and innovation services are most effective when decentralised and local. Second, these institutions are bureaucratic and technical,
services should be offered by organisations that combine business and technical WK1 30 skills. The current innovation policy landscape is fragmented too in most countries to offer such combined services public bodies either offer pure technical advice or just financial help.
Conclusions 96. In most countries, technology programmes are organised by technology domain or sector. They do not target different subpopulations of companies.
the regional innovation centres offer services of varying quality; governments are unsure how long or even whether they should be subsidised;
and products or services an ability on which hinges the long term success of a firm (Christensen, 1997).
SMES by share from the turnover generated by new products/services SMES 46.39 21.47 16.83 9. 33 4. 37 1. 46 0. 16 Share from the turnover
generated by new products/services 0%1-5%6-10%11-20%21-50%51-75%>75%Source:
CNIPMMR, White Charter of Romanian SMES 11th Edition, Sigma Publishing house, 2013 Taking into consideration the share from the company turnover generated by new products/services
or renewed products/services introduced to market in the last year, almost half of the Romanian SMES (46,39%)did generated not any revenue from new products/services (see table 2). 21,47%of the enterprises generated 1-5%form their turnover figures by new products and services,
16,83%from SMES generated 6 to 10 per cent but a very small amount of companies (1,
47%)generated from new products/services between 51 and 75%of their sales figure and under 1 per cent accomplished more than 75%of their sales by new products/services.
The figures also show that over 54%of the SMES in Romania undertook some kind of activities to bring new products
and services to the market or to renew their products and services, which is an encouraging fact the more than half of the Romanian SMES work to improve their products
and services. 3. 3 Main approaches to innovation for Romanian SMES 40.52%of all innovation activities in Romanian SMES are carried out through internal (individually) R&d processes.
45,71%use it for promoting their products and services and 39,50%for better communication inside their enterprises. 0. 39 0. 5 4. 33 15.56 27.5 76 80.83 81.94
and suppliers To obtain information about the business enviroment For on-line transcation/payments To promote products/services To facilitate communication in the entreprise Other 48.44 38.21 35.84 29.49 25.46 18.84 9. 58
and the share of turnover generated by new products and services. A large number of enterprises did allocated not funds for investments in innovation (44.93%.
%Taking into consideration the share from the company turnover generated by new products/services introduced to market in the last year,
almost half of the Romanian SMES (46,39%)did generated not any revenue from these products/services.
potential crowding out of the private sector (delivery of activities which would normally be provided by the private sector, price distortion due to free delivery of services, etc.
and infrastructure for high tech SMES with a sophisticated approach to support services that address the different needs of firms at different stages of maturity.
and offer adequate services to firms that have shown an innovative potential. The needs of traditional firms will be targeted by other organisations,
Only the construction and services sector showed growth rates but they were far too low to obviate for the drop in other sectors.
which enjoyed relative protection together with the services sector. Against a backdrop of high financial leverage and low private deposits coupled with relatively low levels of exposure to the dynamics of competition in other sectors it is difficult to see anything beyond a highly vulnerable and fragile economic environment for these firms.
and services and generating economic growth. Universities now engage in industrial innovation through a variety of channels
and practice concerned with opportunity identification and realisation, innovation in the form of new products and services,
It is national and global in that new firms make new products and services in these markets and often source technologies and other resources from across a country and sometimes globally.
Tertiary education as%of labour force (2008) 29.8 24.9 High-tech manufacturing as a%of employment (2008) 4. 8 2 Knowledge-intensive services as%of employment (2008) 28 9 26.9 Active
though the very low contribution of manufacturing (11%)and the disproportionate impact of services (71%)on regional GVA flag an imbalance that can undermine the competitiveness of the region due to lower capital investments
and lower internationalisation that are both typical of economies overly reliant on services. Figure 4. Andalusia's GVA trends by sector, 2001-2009 Construction Services Industry Source:
Banco bilbao vizcaya Argentaria (BBVA), 2009. Key sectors Since the 1980s the regional government of Andalusia has bolstered the development of sectors considered strategic for the future development of the region.
and consulting services. EADS-CASA and Airbus are the main actors in the cluster. The sector employs nearly 9 000 people
and services), which enclose several subsectors. ANDALUCIA EMPRENDE: The mission of this foundation is to fuel the entrepreneurial culture of the region.
Business services include training, business plan assessment, incubation, and sourcing funding. The Foundation keeps quite a targeted approach,
Despite their name, they provide a wide range of business development services that go beyond mere technology development.
They provide partly subsidised and partly fee-based services, which include business consulting, training, and business incubation.
Bolstering the production chain of the cluster via training strategies will allow the expansion of the local market for these services
RETA focused mostly on basic IT services, teaching its firms how to use electronic signatures and anti-virus software rather than,
This in essence creates a new market for energy efficiency services an approach which the regional government is already fostering. 11 The Partnership also helps to coordinate the many different green workforce development initiatives,
the representatives did not seem to place a great deal of emphasis on coordinating technology consulting services for private firms.
as well as providing support services to facilitate work experience for its students in enterprises and the Foundation.
There are 240 research groups that use facilities and 80 external companies that use their services.
The challenge that RETA faces is that only a very small portion (less than 5 per cent) of the second tier innovative firms that it services are in a position to engage with the universities in collaborative R&d undertakings
and provide complementary services that meet the needs of the tier of innovative SMES it is mandated to serve.
but it could make use of RETA‘s contacts with the group of innovative firms in the region as the basis for finding job placements for university students in the small and medium-sized enterprises that RETA services.
IRAP provides SMES with four main services, including technological advice, financial assistance for R&d activities, networking and partnerships.
Its services are delivered by a network of about 260 Industrial Technology Advisors (ITAS), who are housed in universities, community colleges and other technology transfer organizations across the country.
but in recent years demand for the services provided by IRAP‘s national network of ITAS
During 2001-2008, industry and commerce have experienced declines in importance in Andalusia compared with construction (slight increase) and other services (major increase.
34.21 148,021 28.31 145,845 28.59-1. 47 Other services 193,235 48.51 275,508 52.70 275,676 54.05 0. 06 Total 398,302 100.00
and commercial/services infrastructure. Lowest scoring aspects: absence of entrepreneurship in universities and in primary and secondary education, technology transfer,
Train and counsel 5 000 SMES to add innovation to products and services; Commit resources,
providing services to entrepreneurs in the creation and management of companies, including information, training, technical advice, access to finance and business accommodation in buildings and offices.
Provide services: to nearly 12 400 entrepreneurs that applied for start-ups funds. Support the creation of business plans:
potential crowding out of the private sector (delivery of activities which would normally be provided by the private sector, price distortion due to free delivery of services, etc.
A connected issue is the levels of demand for goods and services. The regional economy in not strongly export-oriented
In this context, demand for local products and services is affected. In addition, the level of Spain‘s public indebtedness has resulted already in austerity packages that have an impact on aggregate demand.
Market rents and less intensive support services are provided but there is no constraint on the length of contract.
here, knowledge and experience is combined into new products, services and process. Measures to support corporate spinoffs could have important results:
tenants 1: 14 1: 2 1: 64 1: 10-1: 20 Percentage of managers time advising clients 39%5%80%50%Evaluating Services
and quality of business support services provided to clients and developing this aspect of European incubator operations should be a key priority in the future.
Business incubators should charge clients for the support services they provide but the level at which prices are pitched should be designed to minimise the risk of crowding out private sector providers.
even if the turnover of firms makes revenue levels from rental income and other services less certain.
just as important as providing services to incubator tenants. The quality of the management team, and adoption of a businesslike approach to running incubators and monitoring clients, is crucial to performance
Evaluating Services and Impacts The performance of business incubators should be judged primarily in terms of the results achieved,
For further information Centre for Strategy & Evaluation Services LLP Westering House 17 Coombe Road Otford, Kent TN14 5rj United kingdom Tel:++
agriculture, and environmental services. The cluster is dominated SME, with 60 percent independent firms and 26 percent spin-offs from public research organisations such as universities.
and from the type of services firms hosted in technology parks generally benefit. This has enabled the regional government to extend the scope and outreach of its policies,
and when new talent is able to work with new products and services. Wasted youth potential can have a profound adverse impact on entrepreneurship and economic development in the future.
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