and open their innovation process. 70%of large corporations have been found to rely on forms of social technologies to implement the open innovation approach to developing new products and services (Mckinsey, 2008).
services and innovation attempts perfectly to the markets they serve (Hausman, 2005; Madrid-Guijarro et al.
the creation of adequate collaboration structures, consulting services and targeted marketing support. One recent study focused on the application of social technologies of the Web 2. 0 as tools to open up the innovation process of SMES (Piva et al.
However, many small and micro businesses are making products and services with a very high consumer involvement.
and to inform potential customers about our services. We are very happy about the results we achieve with this tool.
Effects of the Internet on the marketing communication of service companies, Journal of Services Marketing, 19 (2), pp. 63-69.44.
15 2. 3. Innovate beyond products and services: the relevance of the experience economy for innovating SMES...
and services or how they can generate income by licensing their technology to other companies.
and integrating knowledge from external partners to create new products or services. An urgent need exists,
and deliver products or services. Each of these SMES provided an interesting case to examine how SMES apply open innovation.
In section 2. 3, we look at how several companies transitioned from products or services to experiences in their search to offer more value to the customer.
When products or services commoditize, price competition becomes predominant and results in intensive price battles and industry shake-outs.
Case Devan 20 21 22 2. 3. Innovate beyond products and services: the relevance of the experience economy for innovating SMES New offerings can create value for customers in different ways.
In today's service economy, many SMES wrap additional services around their products to increase customer value in exchange for a premium price.
Although selling additional services might be a viable strategy in many industries, several of the successful SMES we analysed preferred to offer genuine experiences to their customers as a new source of value.
Experiences are as distinct from services as services are from goods. Experiences have always been around (in the entertainment business
for instance), but they have gone largely unexplored as a major driver for strategic innovation in SMES, in both manufacturing and services.
As products and services increasingly become commoditized, experiences have emerged as a next step in creating value for customers.
some SMES have grown profitably by transforming existing products or services into experiences for the customer.
the range and quality of individual services (nurses, doctors, cleaning services) is not the main qualifier;
indeed, more services can be quite bothersome for patients. Instead, Prof is centred a customer approach using the patient room as a stage to improve the patient's hospitalisation experience drastically.
and in offering customized products and services to clients (particularly in business-to-business industries). Segers & Balcaen (see p 35) is a small Belgian plastics packaging company that continuously identifies new packaging needs among its customers. 33 For many other companies,
Some small firms sidestep commoditization by turning products or services into experiences. Jan Kriekels, CTO of Jaga (see p 47), expressed it this way:
SMES may also wrap additional services around their product or offer genuine experiences to the customers.
The innovation network is an enabling factor in generating new products or services, but it also limits the number of options for the company to change and diversity. 47 Figure 7:
, DNA Interactif Fashion), increasing the attractiveness of the customers'products or services (e g.,, Curana), and providing new functionalities and increasing emotional value (e g.,
and commercialize the new product or services. Most SMES we studied rely heavily on value chain partners
and commercialize innovative products or services for specific customers33. PROF is different: It starts from the patient's room as customer-centric concept
or deliver services that were necessary to develop a new concept of the patient room.
All product and services innovations were aligned with and integrated in the new patient room concept,
Integrating different products and services into a new patient room concept also implied that their value for the usability groups was several times higher than
Partners have to trust each other to charge a reasonable price for the products or services they offer to innovation partners in the network.
and services to the central firms. Each partner is preoccupied with his own part of the new concept,
or services they offer to innovation partners in the network. 6. Manage the balance between internal management of the company and external management of the network.
and services or create new businesses. Because they lack the required internal resources SME's often collaborate with external partners to innovate successfully
and integrating knowledge from external partners to create new products or services. Fourth, managing and organizing open innovation in SMES is quite specific,
or services the SME wants to launch. 90 Networks of partners have to be managed as well,
looking for new ways to reposition their products and services. Some of the SMES we described opened new market space,
the acquisition of readymade products/services developed by third parties (i; the acquisition of processes set up by external parties (ii;
Services differ fromphysicalgoodsintermsofintangibility, inseparability, heterogeneityandperishability (Atuahene-Gima, 1996. Giventhedistinctnatureoftheofferingsof manufacturingandservicesfirms, differencesinthe adoptionofopeninnovationmaybeveryplausible. As physicalgoodsaremoreseparableandhomogenous, itis much easiertooutsourcepartsofther&dprocessorto in-sourcenewideasandtechnologiesthatfitwithcurrent businesslines.
35 37) 47 53 160 128 288 Services IT (NACECODE72) 53 17 Business services (NACECODES73 74) 59 24 Other services (NACECODES50 71;
Incidence Perceived trenda Manufacturing (n 288)(%Services (n 317)(%Mann Whitney Z (U) Manufacturing (n 288) Services (n 317) Mann
Thisispartlyduetothescreening questions, butalsobecauseitwasdecidedthatmanu-facturers hadtobeover-sampledattheexpenseof services. Manufacturersareheavy-usersofinnovation policies, andfor‘political'reasonsthecommissionerof the surveyhadrequesteddetailedcoveringofthisgroup.
Moreover, they indicate a difference in the adaption to open innovation between manufacturing and services firms,
or can we make a distinction between different types of open innovation-strategies in different categories of SMES, such as services and manufacturing firms?
However, conventional market research methods may not work well in the instance of many industrial goods and services (Herstatt & Von Hippel, 1992.
(or hamper) knowledge creating and integration. 11 (banks, venture capitalists) as drivers for the development of new or improved products and or services.
but an interesting segmentation is the division between services and manufacturing firms. Prior studies have acknowledged the fact that services
and manufacturing firms are fundamentally different. According to Atuahene-Gima (1996) services differ from products in terms of intangibility, inseparability, heterogeneity, and perishability.
Intangibility refers to the fact that services can be regarded as experiences which makes it more difficult to assess their value before purchase.
Inseparability highlights the role of the customer in the simultaneous production and consumption of the service.
Heterogeneity and perishability point towards the variability in the quality of services and the inability to store services when supply exceeds demand.
Their study shows how factors affecting the innovation potential differ greatly between these two groups of firms.
Hence, one can expect that different dimensions of open innovation also will vary between services and manufacturing firms.
since new technological developments are on average more important for manufacturing firms compared to service firms. 3. 2 Size classes Aside from the fact that SMES are services or manufacturing firms,
35-36) 47 53 160 128 288 Services: IT (NACE code 72) 53 17 business services (NACE code 74) 59 24 other services (NACE codes 50-71;
92-93) 104 60 216 101 317 Total 376 229 605 4. 2 Operationalizing open innovation Open innovation was operationalized according to the different
and the usage of networks in the innovation process appear to be the main types of open innovation practices used by both manufacturing and services firms.
In contrast, the results show that venturing is more popular among services firms compared to manufacturing firms service SMES spin out new ventures more often.
and services firms for the other types of open innovation. 22 Table 3. Open innovation practices
and service SMES Use Perceived change (1) Open innovation indicator Manufacturing (n=288) Services (n=317) Fvalue Manufacturing (n=288) Services (n
while services firms experienced a stronger increase in new venturing. There are no statistical differences between the services
and manufacturing SMES for the other items. 5. 2 Size classes SMES are not a homogenous group of firms.
Eventually they can get assistance from a growing number of specialized services firms to execute this job4.
the survey results show that open innovation is not entirely different for services and manufacturing firms as we expected based on the literature.
Differential Potency of Factors Affecting Innovation Performance in Manufacturing and Services Firms in Australia. Journal of Product Innovation Management 13,35-52.
Services differ fromphysicalgoodsintermsofintangibility, inseparability, heterogeneityandperishability (Atuahene-Gima, 1996. Giventhedistinctnatureoftheofferingsof manufacturingandservicesfirms, differencesinthe adoptionofopeninnovationmaybeveryplausible. As physicalgoodsaremoreseparableandhomogenous, itis much easiertooutsourcepartsofther&dprocessorto in-sourcenewideasandtechnologiesthatfitwithcurrent businesslines.
35 37) 47 53 160 128 288 Services IT (NACECODE72) 53 17 Business services (NACECODES73 74) 59 24 Other services (NACECODES50 71;
Incidence Perceived trenda Manufacturing (n 288)(%Services (n 317)(%Mann Whitney Z (U) Manufacturing (n 288) Services (n 317) Mann
Thisispartlyduetothescreening questions, butalsobecauseitwasdecidedthatmanu-facturers hadtobeover-sampledattheexpenseof services. Manufacturersareheavy-usersofinnovation policies, andfor‘political'reasonsthecommissionerof the surveyhadrequesteddetailedcoveringofthisgroup.
15 2. 3. Innovate beyond products and services: the relevance of the experience economy for innovating SMES...
and services or how they can generate income by licensing their technology to other companies.
and integrating knowledge from external partners to create new products or services. An urgent need exists,
and deliver products or services. Each of these SMES provided an interesting case to examine how SMES apply open innovation.
In section 2. 3, we look at how several companies transitioned from products or services to experiences in their search to offer more value to the customer.
When products or services commoditize, price competition becomes predominant and results in intensive price battles and industry shake-outs.
Case Devan 20 21 22 2. 3. Innovate beyond products and services: the relevance of the experience economy for innovating SMES New offerings can create value for customers in different ways.
In today's service economy, many SMES wrap additional services around their products to increase customer value in exchange for a premium price.
Although selling additional services might be a viable strategy in many industries, several of the successful SMES we analysed preferred to offer genuine experiences to their customers as a new source of value.
Experiences are as distinct from services as services are from goods. Experiences have always been around (in the entertainment business
for instance), but they have gone largely unexplored as a major driver for strategic innovation in SMES, in both manufacturing and services.
As products and services increasingly become commoditized, experiences have emerged as a next step in creating value for customers.
some SMES have grown profitably by transforming existing products or services into experiences for the customer.
the range and quality of individual services (nurses, doctors, cleaning services) is not the main qualifier;
indeed, more services can be quite bothersome for patients. Instead, Prof is centred a customer approach using the patient room as a stage to improve the patient's hospitalisation experience drastically.
and in offering customized products and services to clients (particularly in business-to-business industries). Segers & Balcaen (see p 35) is a small Belgian plastics packaging company that continuously identifies new packaging needs among its customers. 33 For many other companies,
Some small firms sidestep commoditization by turning products or services into experiences. Jan Kriekels, CTO of Jaga (see p 47), expressed it this way:
SMES may also wrap additional services around their product or offer genuine experiences to the customers.
The innovation network is an enabling factor in generating new products or services, but it also limits the number of options for the company to change and diversity. 47 Figure 7:
, DNA Interactif Fashion), increasing the attractiveness of the customers'products or services (e g.,, Curana), and providing new functionalities and increasing emotional value (e g.,
and commercialize the new product or services. Most SMES we studied rely heavily on value chain partners
and commercialize innovative products or services for specific customers33. PROF is different: It starts from the patient's room as customer-centric concept
or deliver services that were necessary to develop a new concept of the patient room.
All product and services innovations were aligned with and integrated in the new patient room concept,
Integrating different products and services into a new patient room concept also implied that their value for the usability groups was several times higher than
Partners have to trust each other to charge a reasonable price for the products or services they offer to innovation partners in the network.
and services to the central firms. Each partner is preoccupied with his own part of the new concept,
or services they offer to innovation partners in the network. 6. Manage the balance between internal management of the company and external management of the network.
and services or create new businesses. Because they lack the required internal resources SME's often collaborate with external partners to innovate successfully
and integrating knowledge from external partners to create new products or services. Fourth, managing and organizing open innovation in SMES is quite specific,
or services the SME wants to launch. 90 Networks of partners have to be managed as well,
looking for new ways to reposition their products and services. Some of the SMES we described opened new market space,
the acquisition of readymade products/services developed by third parties (i; the acquisition of processes set up by external parties (ii;
1 The situation is even worse in software and computer services. SAP was the only European company spending more than €1 billion for R&d,
or in the top list of companies offering IT-related services on a global scale.
and communications technology in the second half of the 1990s, followed by rapid productivity growth in the market services sector of the economy in the first half of the 2000s.
Conversely, the productivity slowdown in European countries is largely the result of slower multifactor productivity growth in market services, particularly in trade, finance,
and business services. A related body of literature has investigated the complementarity between investment in ICT and organizational change in companies
including services (Mamuneas, 1999). For these reasons the weakness of the European industry is considered generally with concern.
This does not translate at all linearly into new products and services. Much more than that, it nurtures the ecology of ideas
This does not translate linearly into new products and services. Rather it nurtures the ecology of ideas and visions that feed innovation Table 1. Origins of most important ideas in computer science and technology Top ten ideas in computer science 1. Turing machine
Implications for productivity and the role of services There is a large policy debate in Europe on the causes of the growth deficit with respect to the USA.
Productivity in the US Services Sector. New Sources of Economic growth. WASHINGTON DC: Brookings Institution. Van Ark, P m O'Mahony and M P Timmer 2008.
Aquaculture providing environmental services will be supported also in the framework of the environmental management programme. Hungary has chosen to finance investment under all 11 thematic objectives defined in the Regulations.
1 national OP co-financed by ESF and CF (Public Administration and Services OP; 2 territorial OPS co-financed by ERDF and ESF;
OP ERDF, ESF, YEI 7 684 204 174 Public Administration and Services OP ESF, CF 794 773 905 Environmental and Energy efficiency OP
Further important reasons were that the company supplies to a growing market and successful introduction of new products or services.
Markets are indispensable to sell innovative products and services on the output side: Business start-up regulation may be an initial barrier to formation, growth and innovation.
and services. 19 The most recent data available at the time of authoring this Policy Brief were for 2006.
and services (8. 2%)see Exhibit 4. The following countries were Italy (8%/7. 9%),Estonia (7. 1%/5. 6),
Share of high-growth enterprises (employment definition) in%of enterprises with ten or more employees 0123456789 10 Manufacturing*(2006) Services**(2006)* Mining and quarrying;
%and New zealand (0. 4%/0. 5%).The USA had a relatively low share of gazelles, approximately 0. 2%for both manufacturing and services.
smaller global leaders, some in niche markets, enterprises that may be established long but largely unknown to the public due to their specific products and services,
First, innovative enterprises introduce new products, services, production processes or business methods that enhance consumer welfare.
and a lack of qualified coaching and business services an issue that will be dealt with more detailed in Section 4. 2. 1 of this Policy Brief.
lang=-en. 61 See Centre for Strategy and Evaluation Services/EIM (2011), p. 48.62 See Centre for Strategy and Evaluation Services/EIM (2011),
p. 67.63 See Centre for Strategy and Evaluation Services/EIM (2011), p. 58-59.64 See Centre for Strategy and Evaluation Services/EIM (2011),
p. 109.65 See Centre for Strategy and Evaluation Services/EIM (2011), p. 142, also section 4. 2. 2 of this Policy Brief about access to finance.
Policies for high-growth innovative SMES v1. 6 32 global stars) and it may be difficult to assess
whether a policy actually targets high growth of SMES or not. Second policies may target high-growth SMES as one of several groups of SMES.
Accelerace's services are sponsored for free and by the state investment fund Vaekstfonden, the Region Hovedstaden (Denmark's capital region), Region Midtjylland (Denmark's Middle-Jutland Region) and the European commission's Regional Development Fund.
Services are provided for at least two years. Companies in the target group can have dedicated a Innovation Norway team allocated for a given period to act as a promoter and sparring partner.
The programme offers no new special services but a tailored package of existing services beneficial for growth companies.
Services may also be offered to large companies. The companies conclude a contract with one of Innovation Norway's offices abroad for delivery of a tailored advisory project and pay a contribution.
Three international consultancy services are offered: international market advice, practical assistance in international markets, and access to foreign expertise.
Maltaenterprise offers extended services to SMES, also mentioning growth-oriented SMES, but without an explicit focus on high-growth SMES. 78 77 See TEKES material at http://www. tekes. fi/en/community/Results and impact/468/Results and impact/1283.78 See http://support
2007), p. 85.82 See Centre for Strategy and Evaluation Services/EIM (2011), p. 65. See section 4. 1. 1 of this Policy Brief for GIF. 83 See http://www. ctistartup. ch. 84 This paragraph is largely based on statements from Allan Martel,
the identification of reasons for this success was beyond the possibilities of this case study. 111 See Centre for Strategy and Evaluation Services/EIM (2011),
i e. to offering products and services in other countries. In a broader definition it may also refer to other business functions such as procurement,
2007), p. 86.118 See Centre for Strategy and Evaluation Services/EIM (2011), p. 71.119 See Reinstaller et al.
for promotional and informational local events as well as for advisory services e g. about EU 124 See for example the statements from Gabriella Cattaneo in the workshop proceedings,
when looking for support services, the EEN was the only provider they had found. Of the remaining 41%which had also found alternative service providers
which are targeting high-growth companies are oriented towards internationalisation (see section 5. 2). 131 See Centre for Strategy and Evaluation Services/EIM (2011), p. 75.132 Remarks at the INNO-Grips workshop about innovation
SMES are, for example, provided with land, consulting services, and marketing education. Internationalisation policies New directions of SME policies for globalisation SME globalisation is an important part of SMBA's policies.
The aim is to generate new creations, new products, new services and technology through the careful analysis of emerging markets, technologies, business perspectives and global trends,
seeking to elevate foreign trust in Singapore's enterprises, products and services. Exhibit 5-6 shows SPRING's scheme for developing companies from start-up to large enterprises.
evidence of products or services and independent third-party investors. The government considers its funding mechanisms as an investment
SPRING Singapore's industry development programmes encompass a wide range of sectors, for example biomedical and healthcare services, electronics, chemical and engineering services, logistics, precision engineering, and retail.
Technical Advisory Support (TA) provides advisory services from senior research staff at research institutes. A*STAR Facility Sharing Programme (A*FSP:
In keeping with the growing demands of its customers, Greenpac expanded its analysis and consultation services,
reengineered its packaging systems and analysis of shipping efficiency to include kit packing, programme management, warehouse services,
professional packing services, rigging services and contract packing. The company's lists of loyal clients comprise some of the world's largest multinational corporations.
services for multinational corporations. The company was incorporated in 1999 in collaboration with an India-based technology company that had years of experience in running niche distribution for internet-based products and solutions.
Related services include for example law firms specialising in intellectual property and new ventures, human resources headhunting, consulting and market research,
On the other hand, the Survey found SMES are weak in formulating business plans for innovative products and services.
Only enterprises from manufacturing and manufacturingrelated services (such as wholesale, transport services, research and development, consulting) are included in the survey.
services or processes in the past two years and can thus be classified as innovative. 52%of the 59 high-growth enterprises are exporting.
Further important reasons were that the company supplies to a growing market (49%)and successful introduction of new products or services (43%.
and services. Recent third-party research findings confirm this conclusion. 165 It also indicates that growth is primarily an issue internal to the company, not externally related to issues like the business cycle, consulting or public promotion.
whether the company had made actually use of coaching services, and if so whether the company was satisfied with it. 59%of the high-growth companies stated that unproblematic access to growth finance was no reason for growth.
or services Successful expansion of supply to international markets Important reason for growth Less important reason for growth No reason for growth N=59 companies stating employment or turnover growth
%Similar values for both groups were also found for new marketing methods, new products or services and export orientation.
or services Successful expansion of supply to international markets Important reason for growth Less important reason for growth No reason for growth N=22 companies not older than five years
These suggestions do not necessarily imply that coaching services as such would need to be subsidised.
and in further education Specific high-growth business services and professional coaching Capital Finance Develop single European market for VC European Investment Bank instruments for high
Policies for high-growth innovative SMES v1. 6 98 Centre for Strategy and Evaluation Services;
Framework Service contract for the Procurement of Studies and other Supporting Services on Commission Impact Assessments and Evaluations Interim, final and ex-post evaluations of policies, programmes and other activities.
finance (f) successful new marketing methods (g) successful introduction of new products or services (h) successful expansion of supply to international markets
With help from our sponsors, we are able to provide our services for free. The program runs two times a year with program start in January and August.
and expert services for challenging development projects that help companies to promote international growth; rejuvenate their business;
Services may also be offered to large companies. Information provided to empirica by Innovation Norway**America USA Startup America Startup America is the White house initiative to celebrate,
Further important reasons were that the company supplies to a growing market and successful introduction of new products or services.
Markets are indispensable to sell innovative products and services on the output side: Business start-up regulation may be an initial barrier to formation, growth and innovation.
and services. 19 The most recent data available at the time of authoring this Policy Brief were for 2006.
and services (8. 2%)see Exhibit 4. The following countries were Italy (8%/7. 9%),Estonia (7. 1%/5. 6),
Share of high-growth enterprises (employment definition) in%of enterprises with ten or more employees 0123456789 10 Manufacturing*(2006) Services**(2006)* Mining and quarrying;
%and New zealand (0. 4%/0. 5%).The USA had a relatively low share of gazelles, approximately 0. 2%for both manufacturing and services.
smaller global leaders, some in niche markets, enterprises that may be established long but largely unknown to the public due to their specific products and services,
First, innovative enterprises introduce new products, services, production processes or business methods that enhance consumer welfare.
and a lack of qualified coaching and business services an issue that will be dealt with more detailed in Section 4. 2. 1 of this Policy Brief.
lang=-en. 61 See Centre for Strategy and Evaluation Services/EIM (2011), p. 48.62 See Centre for Strategy and Evaluation Services/EIM (2011),
p. 67.63 See Centre for Strategy and Evaluation Services/EIM (2011), p. 58-59.64 See Centre for Strategy and Evaluation Services/EIM (2011),
p. 109.65 See Centre for Strategy and Evaluation Services/EIM (2011), p. 142, also section 4. 2. 2 of this Policy Brief about access to finance.
Policies for high-growth innovative SMES v1. 6 32 global stars) and it may be difficult to assess
whether a policy actually targets high growth of SMES or not. Second policies may target high-growth SMES as one of several groups of SMES.
Accelerace's services are sponsored for free and by the state investment fund Vaekstfonden, the Region Hovedstaden (Denmark's capital region), Region Midtjylland (Denmark's Middle-Jutland Region) and the European commission's Regional Development Fund.
Services are provided for at least two years. Companies in the target group can have dedicated a Innovation Norway team allocated for a given period to act as a promoter and sparring partner.
The programme offers no new special services but a tailored package of existing services beneficial for growth companies.
Services may also be offered to large companies. The companies conclude a contract with one of Innovation Norway's offices abroad for delivery of a tailored advisory project and pay a contribution.
Three international consultancy services are offered: international market advice, practical assistance in international markets, and access to foreign expertise.
Maltaenterprise offers extended services to SMES, also mentioning growth-oriented SMES, but without an explicit focus on high-growth SMES. 78 77 See TEKES material at http://www. tekes. fi/en/community/Results and impact/468/Results and impact/1283.78 See http://support
2007), p. 85.82 See Centre for Strategy and Evaluation Services/EIM (2011), p. 65. See section 4. 1. 1 of this Policy Brief for GIF. 83 See http://www. ctistartup. ch. 84 This paragraph is largely based on statements from Allan Martel,
the identification of reasons for this success was beyond the possibilities of this case study. 111 See Centre for Strategy and Evaluation Services/EIM (2011),
i e. to offering products and services in other countries. In a broader definition it may also refer to other business functions such as procurement,
2007), p. 86.118 See Centre for Strategy and Evaluation Services/EIM (2011), p. 71.119 See Reinstaller et al.
for promotional and informational local events as well as for advisory services e g. about EU 124 See for example the statements from Gabriella Cattaneo in the workshop proceedings,
when looking for support services, the EEN was the only provider they had found. Of the remaining 41%which had also found alternative service providers
which are targeting high-growth companies are oriented towards internationalisation (see section 5. 2). 131 See Centre for Strategy and Evaluation Services/EIM (2011), p. 75.132 Remarks at the INNO-Grips workshop about innovation
SMES are, for example, provided with land, consulting services, and marketing education. Internationalisation policies New directions of SME policies for globalisation SME globalisation is an important part of SMBA's policies.
The aim is to generate new creations, new products, new services and technology through the careful analysis of emerging markets, technologies, business perspectives and global trends,
seeking to elevate foreign trust in Singapore's enterprises, products and services. Exhibit 5-6 shows SPRING's scheme for developing companies from start-up to large enterprises.
evidence of products or services and independent third-party investors. The government considers its funding mechanisms as an investment
SPRING Singapore's industry development programmes encompass a wide range of sectors, for example biomedical and healthcare services, electronics, chemical and engineering services, logistics, precision engineering, and retail.
Technical Advisory Support (TA) provides advisory services from senior research staff at research institutes. A*STAR Facility Sharing Programme (A*FSP:
In keeping with the growing demands of its customers, Greenpac expanded its analysis and consultation services,
reengineered its packaging systems and analysis of shipping efficiency to include kit packing, programme management, warehouse services,
professional packing services, rigging services and contract packing. The company's lists of loyal clients comprise some of the world's largest multinational corporations.
services for multinational corporations. The company was incorporated in 1999 in collaboration with an India-based technology company that had years of experience in running niche distribution for internet-based products and solutions.
Related services include for example law firms specialising in intellectual property and new ventures, human resources headhunting, consulting and market research,
On the other hand, the Survey found SMES are weak in formulating business plans for innovative products and services.
Only enterprises from manufacturing and manufacturingrelated services (such as wholesale, transport services, research and development, consulting) are included in the survey.
services or processes in the past two years and can thus be classified as innovative. 52%of the 59 high-growth enterprises are exporting.
Further important reasons were that the company supplies to a growing market (49%)and successful introduction of new products or services (43%.
and services. Recent third-party research findings confirm this conclusion. 165 It also indicates that growth is primarily an issue internal to the company, not externally related to issues like the business cycle, consulting or public promotion.
whether the company had made actually use of coaching services, and if so whether the company was satisfied with it. 59%of the high-growth companies stated that unproblematic access to growth finance was no reason for growth.
or services Successful expansion of supply to international markets Important reason for growth Less important reason for growth No reason for growth N=59 companies stating employment or turnover growth
%Similar values for both groups were also found for new marketing methods, new products or services and export orientation.
or services Successful expansion of supply to international markets Important reason for growth Less important reason for growth No reason for growth N=22 companies not older than five years
These suggestions do not necessarily imply that coaching services as such would need to be subsidised.
and in further education Specific high-growth business services and professional coaching Capital Finance Develop single European market for VC European Investment Bank instruments for high
Policies for high-growth innovative SMES v1. 6 98 Centre for Strategy and Evaluation Services;
Framework Service contract for the Procurement of Studies and other Supporting Services on Commission Impact Assessments and Evaluations Interim, final and ex-post evaluations of policies, programmes and other activities.
finance (f) successful new marketing methods (g) successful introduction of new products or services (h) successful expansion of supply to international markets
With help from our sponsors, we are able to provide our services for free. The program runs two times a year with program start in January and August.
and expert services for challenging development projects that help companies to promote international growth; rejuvenate their business;
Services may also be offered to large companies. Information provided to empirica by Innovation Norway**America USA Startup America Startup America is the White house initiative to celebrate,
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