Helping Business Grow

8/14/2019 Helping Business Grow

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A great deal of additional information on the European Union is available on the

Internet. It can be accessed through the Europa server (http://europa.eu.int).Cataloguing data can be found at the end of this publication.

Luxembourg: Office for Official Publications of the European Communities, 2002

ISBN 92-894-3142-3

European Communities, 2002Reproduction is authorised provided the source is acknowledged.

Printed in Italy

PRINTED ON WHITE CHLORINE-FREE PAPER

Disclaimer

The contents of this brochure do not necessarily reflect the views of the Enterprise DG.

Where this brochure refers to support to enterprises, it should be understood that suchsupport is only acceptable if it is given in accordance with the provisions on State aidin the EC Treaty (particularly Articles 87 and 88) on the compatibility of the State aidwith the common market.

State aid provided to enterprises has to comply with terms and conditions defined bythe Commissions competition policy in regulations, frameworks, guidelines, noticesand other texts concerning various sectors (motor vehicles, synthetic fibres industry,etc.) or having various horizontal objectives (subsidies to SMEs, research and develop-ment, environment, etc.).

State aid helping businesses suffering from financial difficulties may in particular besubject to the Community guidelines on State aid for rescuing and restructuring firmsin difficulty (OJ C 288, 9.10.1999).

Other brochures addressing business support measures:

Helping businesses start up

Helping businesses overcome financial difficulties

Further information can be obtained from:

European CommissionDirectorate-General for EnterpriseUnit B.1 Improving business support measuresRue de la Loi 200 SC 27 3/4B-1049 BrusselsFax: (32-2) 29 66278E-mail: [email protected]:http://europa.eu.int/comm/enterprise/entrepreneurship/support_measures/index.htm


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A dynamic economy needs new inputs in the form of newideas, new products and processes and the enthusiasm andskill of new entrepreneurs. Encouraging the creation of newbusinesses is therefore an important part of the enterprisepolicy of the European Union and of the Member States.But a dynamic economy also requires the continuing andsuccessful growth of these new businesses, together withthe consistent development of existing enterprises. It needsto use the accumulated experience and resources of exist-ing enterprises to help create new markets, introduce inno-vation in all its forms and make the organisational changesthat are necessary in responding to the challenges of themodern economy.

At the Lisbon European Council in March 2000, Europesleaders set a very clear objective: that of making Europethe most competitive and dynamic knowledge-basedeconomy in the world over the course of the decade.

Achieving this objective requires many changes andimprovements in the way that our economy and societyoperate, but one of the areas where public authorities andagencies can have most impact is in the improvement of the environment in which enterprises are created anddevelop their activities. It is by creating the right environ-ment that enterprises will have the best chance to launchtheir activities and subsequently thrive.

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Introduction by Erkki LiikanenMember of the European Commissionresponsible for enterprise andthe information society


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economy. I am very pleased to recommend this publicationto business support organisations and others concerned withenterprise policy as a practical demonstration of how we canall learn from the diverse experience of practitioners acrossthe continent for the mutual benefit of all.

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Helping businesses grow

A good practice guidefor business supportorganisations

The changing nature

of support serviceprovision

Helping enterprises to develop their business activities, par-ticularly at important turning points over the course of their life cycle, is the central task of business support organisa-tions. The services that they provide are many and various,but, in almost every case, they essentially concern the pro-vision of information and advice to entrepreneurs and busi-ness managers.

There is evidence that good business support can make ameasurable contribution to the competitiveness anddynamism of a modern economy. There are certainly manyindividual enterprises that can testify that assistance fromsupport organisations has made a critical difference to their business operations at significant points in their develop-ment. There is an increasing interest, therefore, as a matter of public policy, in ensuring that business support is aseffective as possible.

The European charter for small enterprises, endorsed by theFeira European Council in June 2000, includes among itscommitments to small enterprises a call for the promotionof top-class small business support.

In the last few years, business support organisations acrossEurope have initiated a process of change that is radicallytransforming the nature of the services provided and theway that they are delivered.

These changes are being driven by major economic andpolitical developments, which include the impact of the

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knowledge economy, with new applications of informationand communications technology, and the continuouslyincreasing pressures of globalisation. In addition, in a situa-tion where there are constant calls on public authorities toreview their expenditure and evaluate their initiatives, thereis a growing appreciation of the extent of resources dedi-cated to support provision and an increasing tendency torequire providers to demonstrate the efficiency and effec-tiveness of their services.

But importantly, changes in support services are also beingdriven by the dedication and professionalism of the staff that deliver them. Staff are generally very willing to devel-op ideas and to learn from their own experience and thatof others.

Exchanginggood practice

The European Commission, along with the Member Stateauthorities, have been tracking these changes in a series of forums and seminars that have examined good practice insupport service provision. Initially under the concerted

action programme (19942000) and more recently as partof the Best procedure project on business support ser-vices, a series of events have brought together support ser-vice practitioners and officials with responsibilities in therelevant areas in a structured programme which has exam-ined the changing nature of the services provided on thebasis of a systematic presentation of good practice. The ini-tial results of this process were described in a report to theCouncil and European Parliament (4 ).

In the earliest phase of the work, there was a concentrationon support for business start-ups, which gave rise to theearlier collection of good practice cases, published as Help-ing businesses start up (5 ).

A forum in Baden near Vienna in September 1998 launchedthe work on growing enterprises. This initial event took abroad view of support for growth, looking at training issues

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(4 ) Report on concerted action with the Member States in the field of enter-prise policy, COM(1999) 569 final of 9.11.1999.

(5 ) See footnote 2.


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and access to finance as well as at promoting networkingthrough business cooperation. Subsequent events looked atmore specific issues. A forum in Helsinki in September 1999examined Rapid growth and competitiveness throughtechnology. There was also a series of highly focused sem-inars that examined how support services were respondingto particular aspects of the changing economy. The themestreated were:

s the impact of the Internet (Paris, January 1999)

s support services in the face of globalisation (Copen-hagen, January 2000)

s more strategic conceptions both of business and of sup-port services (Athens, May 2000).

More recently in March 2001, reactions to the wider aspects of the new or knowledge economy were consid-ered in a forum on Entrepreneurship for the future at Vxj, in Sweden.

Finally, the general conclusions from all this work and a setof guidelines were prepared for a forum in Cardiff in Octo-ber 2001 on Top-class business support services.

Reports on all these events are to be found on the Com-mission web site at:

http://europa.eu.int/comm/enterprise/entrepreneurship/support_measures/reports_studies.htm

Summaries (in English) of individual cases presented atthese events can also be found in a database on good prac-tice to be accessed through:

http://europa.eu.int/comm/enterprise/entrepreneurship/support_measures/index.htm

The cases of good practice highlighted in this brochure aimto draw attention to the vast amount of good practice inthis area, although, of course, they can represent only asmall proportion even of those set out in the reports. Fur-thermore, in this publication only a short summary of thecases can be presented. For each good practice therefore, areference is provided to further information, both in thereports on particular forums and seminars and in the websites of the organisation concerned.

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The 26 cases presented are, however, intended to give arepresentative overview of the issues that arose in thecourse of the exchanges that took place. They are alsoclosely related to the guidelines on creating top-class busi-ness support services, published by the Commission (6 ).

The issues identified

It was apparent at an early stage in the work on identifyinggood practice that support for growing enterprises wasnothing like as systematic as support for start-ups. TheBaden Forum, for instance, demonstrated that training pro-

vision, specifically for enterprise managers facing the prob-lems of growth, was in need of substantial developmentboth in conceptual terms and in application.

None the less as work progressed, it also became clear thatconsiderable developments were under way both to fill spe-cific gaps and, more generally, to develop a more systematicapproach to support service delivery covering all phases of anenterprises development. In fact, in many Member Statessubstantial reorganisation of support services was under way,providing more coherent structures and, in most cases, re-flecting a more conceptually rigorous approach.

As this picture emerged it was supplemented by fascinatingdetail on how support providers were addressing particular problems, especially those arising from the application of information and communications technology and other aspects of the new economy. Often there was referenceback to issues that had arisen in earlier events and it wasevident that there was a certain consistency in the respons-es being adopted. In order to do justice therefore both tothe interrelated nature of the issues that arose and to theconsistency in the responses of support organisations andpublic policy, the cases presented below are orderedaccording to theme rather than according to the event inwhich they were presented. In this way, the strong mes-sages that are apparent in the recurring themes from sever-al different events can be presented more forcefully.

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(6 ) Commission Staff Working Paper Creating top-class business supportservices SEC(2001) 1937. Text available at: http://europa.eu.int/comm/enterprise/entrepreneurship/support_measures/index.htm


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An initial message is that growing enterprises have needsthat are different in important respects from those of busi-nesses in other phases of their development. They need toidentify and remedy weaknesses in established practices.They need to identify new opportunities and the possibili-ties in new or expanding markets. They often need to takemuch greater account of the pressures of the modern econ-omy, the implications of changing technology, processes of global competition and the complexities of relationshipswith business partners and other influences on the environ-ment in which they operate. They generally need to devel-op a much more strategic approach to their management.

The examples of good practice presented below illustrate howmany agencies involved in business support are providing ser-vices that can help enterprises manage issues that are particu-larly characteristic of the growth phase. None the less, in thecourse of the work identifying good practice, there was con-stant reference to an underlying approach or methodologythat applies generally to support services for any kind of enter-prise. This approach emphasised the importance of providingconsistent and coherent support focused on helping enter-prises to build their capacity to manage their development andgrowth. In many respects this means that business advisers,working for or with the support agencies, need to take on a rolethat is closer to that of a tutor or trainer than has been the casein the past. It also means taking a broad view of the health of an enterprise rather than exclusively concentrating on the im-mediate problem. There are, therefore, a number of cases pre-sented, particularly in Section 1, that illustrate these new coreservices that focus on management capacity building.

Clearly though, with the major changes taking place in thenature and structure of the modern new economy, manyof the cases presented as good practice relate to very topi-cal issues that successful modern firms have to address,

from the effective use of ICT to more effective networking.Even here, however, the effective integration of core andspecialised services should be noted.

Finally, support organisations are increasingly seeing their activity in the context of general economic development,particularly at a regional level. In some senses their role isgetting closer to that of regional development agencies,but however this is perceived the cases in the final sectionillustrate, business support organisations can certainly playa role in promoting economic development by cooperatingeffectively with other development agencies.

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The challengeto business support

organisationsThe cases set out in this publication are deliberately pre-sented as good practice, that is, practice that appears toillustrate an approach to a current development in businesssupport that deserves the attention and interest of practi-tioners. The cases have been nominated by Member Stateauthorities or by other professionals and have been consid-ered and discussed by an informed audience at one of theevents organised for this purpose. They are not necessarilybest practice, in the sense of a practice that objectively

out-performs all others, when measured against agreed cri-teria. Indeed their purpose is to inspire further change andbetter practice among business support professionals whoincreasingly appreciate that they have to judge their ownperformance by looking beyond local circumstances, andeven national boundaries, to that achieved by their coun-terparts elsewhere in the world. To improve performanceby constantly making comparisons with the performance of others that is the challenge to business support organi-sations. The purpose of this document is to facilitate aresponse to this challenge.

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26 examplesof good practice

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Developing support services to provide real help for grow-ing enterprises begins with improvements in the coreadvice and information services of support agencies.Increasingly, advice is provided on the basis of a more sys-tematic and consistent approach that aims to help enter-prises to continuously strengthen their own managementcapacity. This is supported by information provision thattakes advantage of the latest technology.

The next step is to ensure that enterprise development canbe supported by appropriate training and that access tofinance is facilitated on the right terms. Support agenciesmust then make certain that they are keeping abreast of the changing business environment in which enterprisesoperate and developing new aspects of their services thatcan help their clients to strengthen their competitive posi-tion in areas that are characteristic of a modern economy,such as using information technology effectively, develop-ing their networks or addressing the question of intangi-bles.

Finally, effective support of growing enterprises increasing-

ly requires recognition of the beneficial interdependence of enterprises, in supply chain relationships, for instance, or inactivity clusters. By developing services for groups of enter-prises, support agencies are making an increasing contribu-tion to general economic development, particularly at aregional level.

The following examples from across Europe illustrate inpractical terms how business support organisations are ris-ing to the challenge of providing coherent and high-quali-ty support services for growing enterprises in the four areasjust outlined.


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Developing the core servicesof business supportorganisations

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Cases of good practice presented in the events organisedby the European Commission and the Member Stateauthorities made it clear that a restructuring of support ser-vices was taking place in a number of European countrieswith the aim of providing a more coherent set of servicesthat can be delivered more consistently. Frequently this wasbased on the conception that such services should attemptto help enterprises to build within their management therange of core competencies that are necessary for runningsuccessful modern businesses.

At the same time there are clearly important advances tak-ing place in the provision of information the other cen-tral activity of many business support organisations. In aworld where business information is both more necessaryand more abundant, providing efficient access to accuratesources of such information is a task of considerable impor-tance.

1Dissemination of good practice results


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11. Integrated support servicesIssueSupport service providers are moving beyond the con-cept of the one-stop-shop to a real and coherentintegration of the full range of support services, basedon a more strategic perception of clients needs andon the aim of offering global solutions to their prob-lems.

Good practice

Since 1998, Enterprise Ireland has brought together the functions of three former national agencies to offer an integrated service to SMEs. Clients are encouragedto develop a global view of their operations byanalysing all the dimensions of their business (market-ing, finance, human resources, technical aspects, etc.)in a comprehensive way. In this, the emphasis is onidentifying and delivering solutions by building com-petencies rather than on the provision of piecemealsupport. Specialist staff in human relations, marketing,engineering, etc. play a supportive role in achievingan overall solution. The approach is reinforced bystrong links with other agencies and educational insti-tutions at a regional level and strategic measures toimprove the business environment of the regions.

Organisation

Enterprise Ireland

Sources of further information

Report: The Irish experienceFinal report of Athens seminar onBest practices in strategic support servicesfor SMEs

Internet: http://www.enterprise-ireland.com

Contactdetails

Ms Lisa VaughanEnterprise IrelandGlasnevin, Dublin 9IrelandTel. (353-1) 808 27 23Fax (353-1) 808 26 62E-mail:[email protected]

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12. Consistent application of the management capacitybuilding approachIssue

Upgrading management capacity has to be continuedas an ongoing process.

Good practice

PIPE2000 is a major initiative coordinated by the Span-ish Import-Export Institute (ICEX) and the Council of the Spanish Chambers of Commerce and supportedby the central and regional governments. The aim of the initiative is to improve Spanish export perfor-mance by helping first-time exporters to upgrade their management capacity. The intention is to establishthis as an ongoing process. There is a rigorous selec-tion of firms entering the scheme which begins with a

training schedule based on an assisted self-learningprogramme and experience sharing with other firms.In the second stage a consultant is attached to thecompany for a total of 80 hours over eight months inorder to stimulate the development of the firmsstrategic capacity. In the final phase enterprises con-centrate on an increase in foreign sales.

Organisation

Spanish Import-Export Institute (ICEX) and the Coun-cil of the Spanish Chambers of Commerce


Report: The Pipe2000 ProgrammeFinal report of the Copenhagen seminar SME support services in the face of globalisation

Internet: http://www.icex.es/pipe2000.html

Contactdetails

Mr Mar CastroInstituto Espaol de CommercioExterior Divisin de Programacin y AnlisisPaseo de la Castellana, 18 5aPlantaE-28046 MadridTel. (34) 913 49 63 35Fax (34) 914 31 71 38E-mail: [email protected]

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13. Targeted services forparticular types of SMEIssue A comprehensive provision of support does not meana uniform provision. On the contrary, it allows better targeting of services to take account of the differingsituations of different kinds of SME.

Good practice

Technologisk Innovation, supported by the Danish Agency for Trade and Industry, operates a technologyincubator initiative across Denmark that helps innova-tive, knowledge-based entrepreneurs to launch andrapidly develop their businesses. The support providedis highly focused on the needs of such businesses byoffering a full range of services, including business andtechnical advice, access to finance that is appropriateto the different stages of development, significant net-

working opportunities, specialised training and men-toring.

Organisation

Technologisk Innovation A/S


Report: Technology incubatorsFinal report of the Athens seminar on Bestpractices in strategic support services for SMEs

Internet: http://www.tekinno.dk

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Contactdetails

Mr Soren KielgastGregersensvej-Indgang 1aDK-2630 TaastrupTel. (45)7 2 20 28 00Tel. (45)7 2 20 28 02Mobile (45) 22 70 57 40E-fax (001) 81 53 52 90 67E-mail:[email protected]


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4. The benefits to be derived

from restructuring services

Issue

A coherent restructuring of support agencies canachieve greater focus in the services provided, raisetheir profile and take-up and increase efficiency, butthe process needs to be sustained with adequateresources for re-training staff.

Good practice

TE Centres (employment and economic developmentcentres) in Finland have merged the business supportservices of three ministries (Trade and Industry, Labour,and Agriculture and Forestry) reducing the number of outlets from 77 area units to 15 regional centres. Thishas enabled them to reorganise their services on thebasis of customer needs and client segmentation andto achieve a major increase in take-up. At the same

time, the centres are aiming to achieve significant costsavings. In order to bring about these changes anintensive programme of staff training has been under-taken.

Organisation

Ministry of Trade and Industry, Finland;Employment and Economic development Centre for PirkanmaaTampere, Finland

Sources of further informationReport: Business service points in the employment

and economic development centres (TEcentres) the case of FinlandFinal report of the Athens seminar on Bestpractices in strategic support services for SMEs

Internet: http://www.vn.fi/ktm/http://www.te-keskus.fi/pirkanmaa/

Contactdetails

Ms Riitta Varpe, DirectorEmployment and EconomicDevelopment

Centre for PirkanmaaPirkanmaan TE-keskusPO Box 467FIN-33101 TampereTel. (358-3) 256 57 01Fax (358-3) 256 57 39E-mail: [email protected]

Ministerial Adviser Marjukka AarnioMinistry of Trade and IndustryPO Box 230FIN-00171 HelsinkiTel. (358-9) 160 37 20Fax (358-9) 160 26 66E-mail: [email protected]


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15. Business intelligenceas a competitive toolIssueIn the knowledge economy, business intelligence ishighly important as a competitive tool, especially for rapidly growing enterprises. Support organisationsneed to promote its use and radically change thenature of their own services in this area.

Good practiceThe Assembly of French Chambers of Commerce andIndustry has implemented a strategy to promote themore intensive use of business intelligence in a rangeof high-tech industries. The information concernedrelates particularly to technical developments in prod-ucts and processes, the business profiles of clients andcompetitors and other market, economic and strategicconsiderations. In association with the Agency for theDissemination of Information Technology (ADIT),national and local authorities, the regional chambersand private experts, regional economic intelligencesystems have been created and programmes encour-aged that raise awareness of this issue, evaluate infor-mation needs in firms, provide appropriate trainingand help enterprises in target sectors by providingexperts to accompany them during the implementa-tion phase. In this way the traditional function of infor-mation provision by the chambers is developing amuch more proactive character.

Organisation Assemble des Chambres Franaises de Commerce etdIndustrie

Sources of further informationReport: Business intelligence as a competitive tool

Final report of the Helsinki SME Forum Rapidgrowth and competitiveness throughtechnology

Internet: http://www.acfi.cci.fr

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Contactdetails

Mr M. Philippe ClercDirecteur de lintelligenceconomique Assemble des Chambres Franaisesde Commerce et dIndustrie45, avenue dIenaF-75116 ParisTel. (33) 140 69 38 87Fax (33) 140 69 39 51E-mail: [email protected]


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6. Tailoring online information

to meet SME needs

Issue

Good information has to be delivered effectively andbe well tailored to the individual needs of growingenterprises.

Good practice

A prime initial aim of Swedens SME-link project was toprovide better access to business information by struc-turing what was available from the Internet. Based ona detailed examination of the requirements of some700 Swedish firms, in a project financed by the Wal-lenberg Foundation, the system now provides struc-tured access to 15 different categories of information.In part, a portal is offered to valuable sources of infor-mation available elsewhere on the web, but a consid-erable amount of information is now provided direct-

ly. Thousands of Swedish enterprises have been helpedto integrate the use of Smelink into their strategicmanagement through a scheme delivered by universi-ty students.

Organisation

Smelink Ab


Report: SmelinkFinal report of the Helsinki SME forumRapid growth and competitiveness throughtechnology

Internet: http://www.smelink.se Contactdetails

Mr Werner HilligesSmelinks Huvudkontor Gjuterigatan 9S-553 18 JnkpingTel. (46-36) 34 96 20Fax (46-36) 34 96 11E-mail: [email protected]


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17. The integrationof new servicesIssueThe importance of design has long been acknowl-edged. Its increased significance as a characteristic ele-ment of the knowledge economy is also readily admit-ted. However, the promotion of the application of design in businesses is still usually divorced from thegeneral services of support organisations. This under-mines the effectiveness of both support services anddesign promotion. In developing new services to meetthe needs of enterprises in a modern economy, it isimportant that they should really be integrated intoexisting provision.

Good practice

Although in the past the British Design Council hadthe task of directly promoting design within enterpris-

es, many Business Links in the UK have now engageddesign counsellors as part of their range of supportprovision. This leaves the Design Council with themore strategic role of being a campaigning organisa-tion, an advisory body and a centre of new thinking.

At Business link Essex, for instance, design manage-ment is offered as a specialist service, in a way thateffectively complements the core advice and supportprovided by personal business advisers. Generalistadvisers frequently refer clients for advice on designquestions and, conversely, examination of designissues can highlight questions concerning the generalmanagement strategy of an enterprise. Clients areencouraged to see design as an integral part of man-aging a business. Case analysis shows that the focusrequired for addressing design problems can helparticulate the aims, objectives and aspirations of enter-prises and also contribute to staff motivation. Essen-tially, integrated organisational arrangements in sup-port agencies can help in addressing the interrelatednature of the issues under consideration.

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Organisation

Business Link EssexDesign Council


Report: Design policy in Great BritainFinal report of the Vxj forumEntrepreneurship for the future

Internet: http://www.essex.businesslink.co.ukhttp://www.designcouncil.org.uk

Contactdetails

Mrs Sally BrazierBusiness Link EssexRedwing HouseChelmsford CM2 5PB

United KingdomTel. (44-1245) 39 37 02Fax (44-1245) 39 38 37E-mail:[email protected]

Mr Andrew SummersChief ExecutiveDesign Council34 Bow StreetLondon WC2E 7DLUnited KingdomTel. (44-2074) 20 52 02Fax (44-2074) 20 53 01E-mail: [email protected]


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18. The evaluation of supportservicesIssueBuilding up top-class business support servicesrequires continuous evaluation.

Good practice

The Swedish Agency, ALMI Business Partner Ltd, andits 21 subsidiaries in the regions, offer services to newand growing enterprises that combine access tofinance with advice and development support. Annualclient surveys and evaluations have demonstrated con-siderably better performance for ALMIs clients thancomparable groups, in terms of survival, turnover growth and the creation of sustainable employment.

Organisation

ALMI Business Partner Ltd (ALMI Fretagspartner AB),Sweden


Report: The Swedish Agency, ALMI Business Partner LtdFinal report of the Athens seminar on Bestpractices in strategic support services for SMEsCustomer 99 and Customer 2000 the ALMIclient attitude survey are available ondemand

Internet: http://www.almi.sehttp://www.naring.regeringen.se/tillvaxt/avtal/inenglish.htm

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Contactdetails

Mr Gran Ekstrm ALMI Fretagspartner ABPO Box 47631S-117 94 StockholmTel. (46-8) 709 89 03Switchboard (46-8) 709 89 00Fax (46-8) 406 06 31Mobile (46-70) 593 46 47E-mail: [email protected]


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2Assisting access to training

and finance

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Dissemination of good practice results

Most training for SMEs focuses on the start-up phase. A

good start is clearly important, but there is also a need for enterprise training geared to the needs of growing firms.This can be especially important in the early years after start-up when failure most threatens but equally wheregrowth rates can be most dramatic.

The development of entrepreneurial competencies, howev-er, continues to be required throughout the entire life cycleof an enterprise. In short, a life-long learning approach hasto be applied. This must be more than the occasional sem-inar for growing and mature SMEs. New and highly inno-vative methods of delivery have to be developed. Casespresented at the Baden Forum and subsequently illustratethat advances are being made in this area.

Support agencies frequently work closely with organisa-tions that provide finance. There is scope for even closer cooperation, not least in working on the elements thateffect the demand for the different forms of finance thatare increasingly being made available to enterprises. Thecapacity for the effective management of finance is clearlyone of the core competencies that support organisationswhich are helping enterprises to develop.


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21. Starting early with trainingfor growthIssueTraining for growth should start as soon as the enter-prise is established.

Good practice

The Viennese Chamber of Commerce, in conjunctionwith other Austrian chambers, offers a series of ser-vices to young and developing enterprises. The prob-lem-oriented consulting for young entrepreneursscheme, for instance, provides up to 40 hours of sub-sidised consultancy for entrepreneurs in the first or second year of their business, allowing them toaddress general business and economic, marketing or organisational questions. Young entrepreneur coach-ing assists with problems concerning planning, con-trol, finance, cost accounting, computing, marketing

and leadership. In addition, young entrepreneurs aresupported in attending external training courses or they can develop their own internal training together with the internal training unit (FIT Firmeninternestraining).

Organisation

Wirtschaftsfrderungsinstitut Wien (WIFI Vienna) Wirtschaftskammer sterreich (Austrian Federal Eco-nomic Chamber)

Sources of further informationReport: Support of young entrepreneurs through

training and consultingFinal report of the Baden Forum SME in thegrowth phase key factors in improvingcompetitiveness

Internet: http://www.wifiwien.at/unshttp://www.wifiwien.at/fit

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Contactdetails

Mag. Erwin Marx Wirtschaftskammer sterreich Wiedner Hauptstrasse, 63 A-1045 ViennaTel. (43-1) 501 05 31 10Fax (43-1) 50 10 51 31 07E-mail: [email protected]

Mag. Christine Schilling Wirtschaftsfrderungsinstitut Wien(WIFI Vienna) Whringer Grtel, 97 A-1180 ViennaTel. (43-1) 47 67 74 62Fax (43-1) 47 67 74 59


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2. The considerable scope

for improvementin training provisionfor growing enterprises

Issue

Training for growing enterprises must move away froma system consisting largely of the occasional seminar.The lifelong learning approach has to be applied. This

requires innovative thinking and more tailor-madeprovision. It can be achieved through such initiatives asself-training in networks, cooperation between prov-iders with different know-how in regional competencycentres and better coordination and integration withother business support services.

Good practiceThe TE.MA (technological and market development of craft-trade enterprises) project in Italy has operatedthrough a regional network of 14 specially designedcentres created by local task forces, building their ser-vices from the bottom up in close cooperation with lo-cal agencies and enterprises. Enterprises and associa-tions of entrepreneurs, in fact, have acted as co-design-ers of training projects, adapting course content to thecharacteristics of specific craft activity. They were sup-ported through links with the local authorities, businessorganisations, research centres and universities andhave been integrated into other initiatives. The analysisof feedback played a fundamental part in the continu-ous redesigning and reshaping of interventions.

OrganisationIstituto Guglielmo Tagliacarne

Sources of further informationReport: Network policies to support small and

medium-sized enterprises policy andprogrammes in ItalyFinal report of the Baden Forum SME in thegrowth phase key factors in improvingcompetitiveness

Internet: http://www.tagliacarne.it

Contactdetails

Mr Alfonso Feleppa, DirectorGeneral,Instituto Guglielmo Tagliacarne Via Appia Pignatelli, 62I-00178 RomeTel. (39-06) 78 05 21Fax (39-06) 784 21 36E-mail: [email protected]


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23. Improving the visibility andcompetencies of trainersIssueDeveloping trainers competencies and improvingtheir facilities is a crucial part of improving the overalltraining provision for growing enterprises. This has tobe accompanied by an effective promotion of trainingand support among target client groups.

Good practice

In Denmark the programme for management, organi-sation and competencies (LOK), established throughcooperation between four ministries (Business andIndustry, Education, Research and Development, andLabour) and assisted by representatives from the busi-ness world, the labour market and academics, aims topromote flexibility in Danish enterprises.

In order to achieve this objective, sub-programmes pro-mote the development of quality counselling thoughcourses in process counselling for consultants, the es-tablishment of local one-stop shops for in-service train-ing and a forum (a centre without walls) for research inmanagement and organisation. Networks of enter-prises, which may include public institutions are pro-moted in order to support the development of SMEmanagement, competencies and internal organisation.Finally, information campaigns and information systemsfor users of the consultants services are supported.

OrganisationDanish Agency for Trade and Industry


Report: Small and medium-sized enterprises inDenmark policies and programmesFinal report of the Baden Forum SME in thegrowth phase key factors in improvingcompetitiveness

Internet: http://www.efs.dk

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Contactdetails

Mr Nils AgerhusMinisteriet for Videnskab, Teknologiog UdviklingBredgade 43DK-1260 Copenhagen KTel. (45) 33 92 97 00Fax (45) 33 32 35 01E-mail: [email protected]


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4. Ensuring access to venture

capital

Issue

Access to equity capital is vital for enterprises with anambition to grow. Problems affecting access to capital,however, should not only be tackled from the supplyside but also by addressing managerial capabilities,the continuing aversion to equity capital and theproblems in information flows and communication.

Good practice

Enterprise Irelands seed and venture capital scheme hasmade an important contribution to the success of theIrish economy with its annual growth rate of over 9 %.The scheme, which includes European investment fund-ing, gives equity to SMEs on the basis of a 50-50 per-cent private-public funding. The private funding comesfrom venture capital (VC) companies and banks. Fundsare managed by private sector fund managers, on strictcommercial criteria. An interesting characteristic hasbeen the dual approach where both the supply side(increasing the flow of capital) and the demand side(convincing SMEs) has been tackled. On the supplyside, the VC companies have been convinced to takesmall-scale equity deals. On the demand side, EnterpriseIreland used its company counsellors to point out theopportunities of equity capital to entrepreneurs and toaddress managerial problems and perceptions.

Organisation

Enterprise Ireland, investment services


Report: Equity capital an ambitious access?Final report of the Baden Forum SME in thegrowth phase key factors in improvingcompetitiveness

Internet: http://www.enterprise-ireland.com/services-details.asp?section=solutions&subsection=solutions-finance&id=101

ContactdetailsMr Denis Marnane, ManagerInvestment ServicesEnterprise Ireland Wilton Park House Wilton PlaceDublin 2IrelandTel. (353-1) 808 28 27Fax (353-1) 808 29 92E-mail: [email protected]


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25. Online access to venturecapitalIssueProblems with access to venture capital are widelyregarded as a continuing issue for hi-tech enterprises.Innovative ways of facilitating this access can make animportant contribution to addressing these problems.

Good practice

The Venture Management Services Internet platform,created by the Kreditanstalt fr Wiederaufbau (KfW) inGermany, in conjunction with the German StockExchange and with the support of the Federal Ministryof Economics and Technology, aims to create moreefficient capital markets and to provide easier access toinformal sources of capital. A virtual market placeallows investors and SMEs to present themselves andeasily get in touch with each other. A special segment

of the site the Business Angel Forum allows newand innovative firms especially to address businessangels. In this way transparency is increased in a capi-tal market that includes both formal and informalsources of investment, through a system that is fast,easy to use and low-cost.

Organisation

KfW Kreditanstalt fr Wiederaufbau


Report: Venture Management ServicesFinal report of the Helsinki SME forum Rapidgrowth and competitiveness throughtechnology

Internet: http://www.venture-management-services.de

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Contactdetails

Mr Marcus WalterKfW Kreditanstalt fr WiederaufbauCharlottenstr. 33/33aD-10117 BerlinTel. (49-30) 202 64 52 37Fax (49-30) 202 64 51 92E-mail: [email protected]


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The aim of developing more coherent support services hasto be reconciled with that of being able to help enterprisesrespond to the circumstances of the modern economy.Many examples exist where this reconciliation has beenachieved, in particular where a longer-term and morestrategic approach is encouraged in enterprise manage-ment. This facilitates the integration of services promotingresponses to an extraordinarily wide range of challenges,generated by a modern economy, ranging from the effec-tive use of ICT to a better understanding of the importanceof networking and the potential significance of accountingfor the intangible aspects of an enterprises activities.

3Helping SMEs operate

in a modern economy

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2. Bridging the information

gap between ICT serviceproviders and their SMEclients

Issue

There is a role for the public authorities in bridging theinformation gap between small businesses and ICTservice providers, by defining a reference frameworkdesigned to ensure that SMEs get sound commercialadvice.

Good practice

In the UK, in order to address the problem that ICTproviders and consultants often do not provide impar-tial and informed advice, a network of skilled ICT busi-ness advisers has been created, with the support of the

Department of Trade and Industry. SMEs are assuredof the competence and impartiality of these advisersby an accreditation scheme operated by the Instituteof Management. This scheme requires advisers tocombine knowledge of ICT with that of businessdevelopment and to demonstrate a set of appropriatecompetencies.

Organisation

Foundation for SME Development, University of Durham

Sources of further informationReport: Standards and training/accreditation for

business ICT advisersFinal report of the Helsinki SME forum Rapidgrowth and competitiveness throughtechnology

Internet: http://www.dur.ac.uk/ted.fuller

Contactdetails

Mr Ted FullerFoundation for SME DevelopmentUniversity of DurhamMill Hill LaneDurham DH1 3LBUnited KingdomTel. (44-191) 374 22 37Fax (44-191) 374 37 48E-mail: [email protected]


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33. New ICT services fromchambers of commerceIssueThe services offered by traditional support organisa-tions such as chambers of commerce and industry areadjusting rapidly to ICT developments.

Good practice

The MediaMit initiative, developed by the DIHT, theNational Association of German Chambers of Com-merce and Industry in conjunction with the 82 region-al and local chambers, regional development agen-cies, financial and media organisations and ICT suppli-ers, represents a coordinated and global approach tothe promotion of the use of ICT by German SMEs. Theinitiative provides a framework for raising awarenessand for promoting simplification and user-orientation.It also helps the development of SME-tailored trainingand the demonstration of visible and tangible best

practice cases. Issues addressed include e-commerceand online marketing, electronic banking, teleworkingand access to online services and databases. Part of these services are presented directly in a way thatmakes good use of multimedia technologies, but theyare mainly delivered in conjunction with local cham-bers of Commerce and their partners. In this way localbusiness support agencies are assisted to update theservices they provide for their clients.

Organisation

Mediamit PromotionSources of further information

Report: MediaMit A networking initiative totransfer new business cooperations andtechnology throughout GermanyFinal report of the Helsinki SME forum Rapidgrowth and competitiveness throughtechnology

Internet: http://www.ihk.dehttp://www.mediamit.de

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Contactdetails

Dr Jrg ScheinpflugMEDIAMIT-PromotionGesellschaft fr Multimediale Anwendungen mbh Adenauerallee 148D-53133 BonnTel. (49-228) 104 16 27Fax (49-228) 104 16 33E-mail: [email protected]


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4. Hiving-off activities from

an existing enterprise

Issue

To hive-off an activity from an existing enterprise is tocreate a new business based on an innovative idea,technology or product that has an identifiable devel-opment potential but has not yet been exploited com-mercially. Support agencies can actively promote suchhiving-off activity.

Good practice

The European Business and Innovation Centres in Wallonia (operating in a network) offer personalisedassistance to any enterprise, laboratory or researchorganisation that wishes to exploit a dormant project. A formal agreement specifies the scope of the supportprovided.

The assistance consists of the following: an evaluationof the management skills of the people creating thenew business, putting together a win-win partnershipbetween the original and the new firm, getting a cred-ible business strategy down on paper (business plan,strategic analysis, a marketing and finance plan), pro-viding training in management and assuring access tofinance. More than half the projects result in the cre-ation of new business activity.

Organisation

Centres Europens dEntreprise et dInnovation de Wallonie


Internet: http://www.ceeiwallons.be/http://www.socran.be

Contactdetails

Mme. Alix HousiauxSocranParc Scientifique du Sart Tilman Avenue Pr-AilyB-4031 Angleur LigeTel. (32-4) 367 83 11Fax (32-4) 367 83 00E-mail: [email protected]


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35. Promoting networkingamong high-technologyfirmsIssue

Promoting networking among high-technology firmsencourages a cross-fertilisation and enhances their efficiency and competitiveness, especially in interna-tional markets.

Good practice

The Fast-growth fifty network in Wales in the UK wasestablished to help companies, often in different sec-tors, develop collaborative trade and business links.The aim was to establish role models that couldencourage other firms in the Welsh economy. Theactivities of the network included research into bestpractice, mentoring, staff development, and access to

the ideas and expertise of academics and specialists inthe private sector. The initiative is a good example of partnership between an academic institution (Universi-ty of Wales Bangor) and the private sector (KPMG, BTand Trinity Mirror Newspapers) working collaborative-ly to help develop a regional economy.

Organisation

Centre for Enterprise and Regional Development, Uni-versity of Wales Bangor

Sources of further informationReport: How to support rapid growth within

indigenous businesses the fast-growth fiftyprojectFinal report of the Helsinki SME forum Rapidgrowth and competitiveness throughtechnology

Internet: http://www.fg50.com

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Contactdetails

Prof. Dylan Jones-EvansCentre for Enterprise and RegionalDevelopmentUniversity of Wales Bangor Bangor GwyneddUnited KingdomTel. (44-1248) 38 38 79Fax (44-1248) 38 29 40E-mail: [email protected]


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6. Linking national technology

markets

Issue

National support for science and technology must beadapted to take account of the internationalisation of research and the transnational networking of enter-prises that exploit it.

Good practice

Fraunhofer is Germanys leading organisation for applied research. It brings together 56 separate insti-tutions that conduct contract research on behalf of industry, the service sector and the government. Cus-tomers are provided with rapid, economical andimmediately applicable state-of-the-art solutions totechnical and organisational problems. Playing anactive role in promoting the private sector, the organ-isation participates in the foundation and ownership of

technology-oriented spin-off companies. Through theFraunhofer TEG Fraunhofer provides a special bridgebetween research and application by acting as a facili-tator for the other institutions and bringing together researchers and enterprises. Fraunhofer TEG has nowextended these operations to other countries andestablished a centre in the United Kingdom, where theTEGs approach and methodology is used in creatingaccess to German expertise and finding new applica-tions for earlier research through UK partners.

Organisation

Fraunhofer TEG


Report: Linking national technology marketsFinal report of the Copenhagen seminar SMEsupport services in the face of globalisation

Internet: http://www.teg.fhg.dehttp://www.fhg.de

Contactdetails

Mr Harald Egner

Deputy Director Fraunhofer TEGNobelstr. 12D-70569 StuttgartTel. (49-711) 970 36 00Fax (49-711) 970 39 99E-mail: [email protected]

UK Officec/o PERA International InnovationParkMelton MowbrayLeicestershireLE13 OPBUnited Kingdom


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37. Dealing with intangiblesIssueMaking intangibles more visible can be a very realproblem for enterprises and especially for some of those that operate in the most dynamic sectors of theknowledge economy. Innovative responses are neededfrom support agencies to help smaller enterprisesaddress this problem.

Good practice

The Dutch Ministry of Economic Affairs together withthe organisation of accountants has developedMKBalans (SME accounts) an interactive instru-ment that is available over the Internet. Enterprisescan benchmark various aspects of their business activ-ity, including the value of immaterial factors of pro-duction, against other companies and against their own past performance. A report is automatically gen-erated, which as well as identifying strong and weakpoints, helps enterprises to develop their financialreporting on intangibles and enables them to providecomparative and hence more substantial data, whichthey can use, for instance, when approaching financialinstitutions. Moreover, enterprises are offered assis-tance and advice by the support agency Syntens infurther developing their business performance.

Organisation

The Netherlands Ministry of Economic Affairs,Royal Netherlands Organisation of Accountants (NIVRA)


Report: The SME account Discover your hiddencapitalFinal report of the Vxj forumEntrepreneurship for the future

Internet: http://www.mkbalans.ez.nlhttp://www.nivra.nl

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Contactdetails

Mr Pieter WaasdorpMinistry of Economic AffairsPO Box 201012500 EC The HagueNetherlandsTel. (31-70) 379 68 41Fax (31-70) 379 66 56E-mail: [email protected]


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4Promoting economic

development

39


As well as helping individual enterprises to grow, supportorganisations are increasingly providing services to groupsof enterprises and even whole sectors of the local economy.In this way their role is moving closer to that of economicdevelopment agencies, with which they are cooperatingever more closely. Cooperation includes support for bench-marking activities, promoting the development of supply-chain relationships and activity clusters and helping inresponses to the problems of industrial change.


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2. Promoting supply chain

development

Issue

A consensus on methodology is emerging in supplychain development. SMEs can be helped to achieve astrategic perception of the trends and developmentsin the sectors in which they operate, but they shouldalso be assured that practical assistance is available tothem to improve their competitive position. This canoften be done in cooperation with other SMEs.

Good practice

Supply chain development projects conducted in theNetherlands, including the Outsourcing and supply ini-tiative in the region around Twente, carried out by Syn-tens (the Dutch Network of Innovation Centres) andTNO strategy, technology and policy and more recentwork in the region of the Hague and Delft, have estab-lished a pattern. Characteristic phases are apparent: analysis of the industry or of the supply chain, the launch of an awareness programme, the bringing together of thecompanies (both suppliers and outsourcers), the devel-opment of solutions either internally in each firm or through alliances, groupings, associations, etc., and fi-nally the implementation phase. To assist with the strate-gic positioning of firms, an analytical tool is used whichhighlights the competencies required to fulfil one or more of a range of different functions within a supplychain. Once gaps in competencies have been identified,they are addressed, either by investment and training or

by the development of alliances with other suppliers.Organisations

TNO Industrial Research, Eindhoven, the NetherlandsSyntens, The Hague, the Netherlands


Report: Strategic positioning in supply chains; regionThe Hague/Delft, the NetherlandsFinal report of the Athens seminar on Bestpractices in strategic support services for SMEs

Contactdetails

Mr Gert van DurenTNO Industrial ResearchPostbox 62355600 HE EindhovenNetherlandsTel. (31-40) 265 08 55Fax (31-40) 265 03 05E-mail: [email protected]


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43. Cooperation andcoordination in supplychain developmentIssue

Supply chain development must be coordinated withother economic development measures. In particular there must be good relations and cooperationbetween business support organisations, includingacross the regions. Agencies specialising in supplychain development need to integrate their activitiesinto the provision of general business support services.

Good practice

For a number of years the Regional Supply Offices(RSOs) in the UK have provided support for enterpris-es in the development of relationships within the sup-ply chain. This has consisted both of identifying

opportunities for suppliers and helping them toimprove their competitive performance and of improving the procurement practices of purchasers. With the launch of the Small Business Service and thecreation of regional development agencies, their workis increasingly being integrated into the strategic con-ception of their regions development, but also intothe direct delivery of advice services to SMEs throughthe business links.

Organisation

Regional Supply Offices (RSOs), United KingdomSources of further information

Report: Exploiting supply chains to drive upcompetitivenessFinal report of the Athens seminar on Bestpractices in strategic support services for SMEs

Internet: The business links:http://www.businesslink.org.ukSupply chain service: http://www.rsn.org.uk

42

Contactdetails

Mr Simon AshRSN East Office45 Grosvenor RoadSt Albans, Hertfordshire AL1 3AWUnited KingdomTel. (44-1727) 81 35 99 or (44-20) 83 40 87 02)Fax (44-1727) 81 34 63E-mail: [email protected]


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4. Cluster development

Issue

The development of clusters can help SMEs gain andretain competitive advantage in rapidly changing mar-kets.

Good practice

The Greek Ministry of Development helped to launchthe Athina cluster of small multimedia publishing com-panies by encouraging them to develop cooperationin relation to technical development, marketing anddistribution. The enterprises have now developed ahigh degree of synergy in their activities and have suc-ceeded in improving the quality and design of their products and gaining an international profile as aresult of combining their different areas of specialisa-tion.

Organisation

MLS Laserlock International Inc.


Report: A cluster related to multimedia activitiesFinal report of the Helsinki SME forum Rapidgrowth and competitiveness throughtechnology

Internet: http://www.laserlock.com

Contactdetails

Ms Tatiana StefouMLS Laserlock International Inc.79, 17 Noemvriou StreetGR-54623 ThessalonikiTel. (30-31) 90 72 22Fax (30-31) 93 72 22E-mail: [email protected]


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45. Responding to structuralchanges in the regionaleconomyIssue

Public authorities can play a critical role in initiating a re-sponse to market and structural changes in the economy,by bringing outsourcers and suppliers together and en-

couraging a more strategic perception and in creating theopportunity for suppliers to group together and network.

Good practice

In the Bordeaux area of France, the public authorities,supported by two specialised groups of consultants,have helped suppliers to adapt to the changing require-ments of a large motor manufacturing company. Theaction of the authorities was initiated in response to thethreat of a substantial reduction in the number of localsuppliers, but analysis of the situation revealed that

there was considerable scope for the suppliers to reactpositively to the situation, by pooling their competen-cies and experience. Meetings with those concernedhelped a more strategic view to be developed and co-operation to take place within five different workinggroups. Deficiencies in competitive performance (qual-ity, training needs, etc.) were identified and addressedby a specialised agency according to an agreed plan.Improved competitiveness led the SMEs not only tomeet the outsourcers requirements, but to exploit newopportunities for business, involving new partners.

OrganisationDRIRE (Direction Rgionale de lIndustrie, de laRecherche et de lEnvironnement), Aquitaine


Report: Regrouping maintenance providing SMEsinto clustersFinal report of the Athens seminar Bestpractices in strategic support services for SMEs

44

ContactdetailsMr Jacques VanhoveDRIRE (Direction Rgionale delIndustriede la Recherche et delEnvironnement), Aquitaine42 rue du Gnral de LarminatF-33035 BordeauxTel. (33) 556 00 04 97Fax (33) 556 00 04 98E-mail:[email protected]


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6. Supporting the revitalisation

of traditional industries

Issue

The knowledge economy is not just a matter of devel-oping new knowledge-based industries. Aspects of theknowledge economy can also help to reverse industrialdecline and revitalise older industries, when broughtinto play by the coordinated implementation of supportpolicies. This gives support agencies an important role.

Good practice

The glass district of Marinha Grande in Portugal has beenrevitalised by the concerted efforts of a number of play-ers. After a number of years of decline, most of the glass-ware producing enterprises in the region have partici-pated in an initiative, centred on a public-private partner-ship, known as Vitrocristal A.C.E., in which weaknesses intechnology, marketing, design and finance have all beenaddressed. Vitrocristal conceived and developed this ini-tiative, establishing the promotion of quality and design

as its defining characteristics. This was achieved by set-ting standards for the use of a trademark and in deliveringdesign and quality awareness campaigns and training.The Portuguese Design Centre cooperated in activities re-lated to design, including training. With the support of the Small and Medium Enterprises Institute (Iapmei), theGeneral Industry Board (DGI), the Investment, Tourismand Trade Institute (ICEP) and local agencies, other as-pects of management and finance were addressed withthe result that a new identity has been established, newmarkets have been created and the industrys turnover has started to increase appreciably.

Organisation

Vitrocristal A.C.E.The Portuguese Design Centre


Report: Design policy in PortugalFinal report of the Vxj forumEntrepreneurship for the future

Internet: http://www.vitrocristal.pthttp://www.cpd.pt

Contactdetails

Jorge Moctezuma Vitrocristal A.C.E.PT-2430 Marinha GrandeTel. (351) 244 56 18 60Fax (351) 244 56 18 99E-mail: [email protected]

Maria Jos NogueiraCPD-Plo Tecnolgico de LisboaLote 8PT-1600-485 LisbonTel. (351) 217 12 14 90Fax (351) 217 16 59 17E-mail: [email protected] or [email protected]


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More informationon the Enterprise DG Additional useful information on the work of Commissioner Erkki Liikanen and the Enterprise Directorate-General isavailable through printed publications and on the web.

Commissioner Erkki Liikanen, responsible for enterpriseand the information society:http://europa.eu.int/comm/commissioners/liikanen/index_en.htm

Enterprise DG on the web:http://europa.eu.int/comm/dgs/enterprise/index_en.htm

CORDIS (Community Research and Development Infor-mation Service):http://www.cordis.lu

Enterprise DG work programme:http://europa.eu.int/comm/dgs/enterprise/work_programme_2001.htm

Enterprise DGs printed publications:http://europa.eu.int/comm/enterprise/library/index.htm

Newsletters

Enterprise Europe is a free-of-charge newsletter published quar-terly in the 11 Community languages by the Enterprise DG. Itcovers the whole range of Enterprise DGs work, announcingnew initiatives as well as providing practical information:http://europa.eu.int/comm/enterprise/library/enterprise-europe/index.htm

CORDIS focus is published twice a month in English, French,German, Italian and Spanish. It provides a review of the maindevelopments in all aspects of European Union research andinnovation activities, covering general policy developments,programme implementation, calls for tenders and results,events, legislative activities, and much more:http://www.cordis.lu/focus/en/src/focus.htm

Innovation and Technology Transfer is published six times a year in English, French, German, Italian and Spanish by the Eu-ropean Commission's Innovation Programme, which aims to

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promote innovation at Community level and encourages SMEparticipation under the fifth research framework programme.The emphasis is on timely news relevant to these objectivesand in-depth case studies of successful projects:http://www.cordis.lu/itt/itt-en/home.html

Euroabstracts is published six times a year in English by theInnovation and SMEs programme, part of the EuropeanCommission's fifth research framework programme. TheInnovation and SMEs programme promotes innovationand encourages the participation of small and medium-sized enterprises in the framework programme:http://www.cordis.lu/euroabstracts/en/home.html

European Trend Chart on Innovation newsletter . The TrendChart project develops practical tools for innovation policy-makers in Europe. It pursues the collection, regular updat-ing and analysis of information on innovation policies atnational and Community level. The newsletter is publishedquarterly in English, French and German. Further reportsand studies are available on the web site:http://trendchart.cordis.lu/Reports/

Enterprise Papers

Business impact assessment pilot project. Final report Lessons learned and the way forward.Enterprise Papers No 9, 2002.European Commission. Luxembourg (EUR-OP), 2002.40 pp. (EN). Cat. No NB-AE-02-002-EN-C

Technology policy in the telecommunication sector Market responses and economic impacts.Enterprise Papers No 8, 2002.Heli Koski. Luxembourg (EUR-OP), 2002. 46 pp. (EN). Cat.No NB-AE-02-001-EN-C

Innovation and competitiveness in European biotech-nology. Enterprise Papers No 7, 2002. A. Allansdottir, A. Bonaccorsi, A. Gambardella et al. Luxem-bourg (EUR-OP), 2002. 112 pp. (EN). Cat.No NB-40-01-690-EN-C

Assessment criteria for distinguishing between compet-itive and dominant oligolopies in merger control.Enterprise Papers No 6, 2001.Europe Economics. Luxembourg (EUR-OP), 2001. 164 pp.(EN). Cat. No NB-40-01-608-EN-C

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Innovation, technology and risk capital. EnterprisePapers No 5, 2001.D. Steinbock. Luxembourg (EUR-OP), 2001. 48 pp. (EN).Cat. No NB-40-01-339-EN-C

Europes position in quality competition. EnterprisePapers No 4, 2001.K. Aiginger. Luxembourg (EUR-OP), 2001. 66 pp. (EN). Cat.No NB-38-01-964-EN-C

External services, structural change and industrial per-formance. Enterprise Papers No 3, 2001.M. Peneder, S. Kaniovski, B. Dachs. Luxembourg (EUR-OP),

2001. 36 pp. (EN). Cat. No NB-38-01-956-EN-CThe textile and clothing industry in the EU A survey.Enterprise Papers No 2, 2001. W. Stengg. Luxembourg (EUR-OP), 2001. 68 pp. (EN). Cat.No NB-38-01-770-EN-C

Global competitiveness in pharmaceuticals A Euro-pean perspective. Enterprise Papers No 1, 2001. A. Gambardella, L. Orsenigo, F. Pammolli. Luxembourg(EUR-OP), 2001. 108 pp. (EN). Cat. No NB-37-01-162-EN-C

Innovation Papers

21 University spin-outs in Europe Overview and goodpracticeLuxembourg (EUR-OP), 2002. (EN). Cat. No NB-NA-17-046-EN-C

20 Assessment of the Community regional innovationand technology strategiesLuxembourg (EUR-OP), 2002. (EN). Cat. No NB-NA-17-028-EN-C

19 Corporation tax and InnovationLuxembourg (EUR-OP), 2002. (EN). Cat. No NB-NA-17-035-EN-C

18 Innovation and enterprise creation: statistics andindicatorsLuxembourg (EUR-OP), 2001. 300 pp. (EN). Cat. No NB-NA-17-038-EN-C

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17 Innovation policy in Europe: European trend charton innovationLuxembourg (EUR-OP), 2001. 52 pp. (DE, EN, FR). Cat. NoNB-NA-17-044-EN-C

16 Innovation policy issues in six candidate countries:the challengesLuxembourg (EUR-OP), 2001. 190 pp. (EN). Cat. No NB-NA-17-036-EN-C

15 Guarantee mechanisms for financing innovativetechnologyLuxembourg (EUR-OP), 2001. (EN). 20 Cat. No NB-NA-

17-041-EN-C14 Interim assessment of the I-TEC pilot projectLuxembourg (EUR-OP), 2001. (EN). Cat. No NB-NA-17-033-EN-C

13 Training needs of investment analystsLuxembourg (EUR-OP), 2001. 48 pp. (EN). Cat. No NB-NA-17-031-EN-C

12 Informal investors and high-tech entrepreneurshipLuxembourg (EUR-OP), 2001. 91 pp. (EN). Cat. No NB-NA-17-030-EN-C

11 Building an innovative economy in EuropeLuxembourg (EUR-OP), 2001. 67 pp. (EN). 11.50. Cat.No NB-NA-17-043-EN-C

10 Enforcing small firms patent rightsLuxembourg (EUR-OP), 2001. 89 pp. (EN). Cat. No NB-NA-17-032-EN-C

Observatory of European SMEs

European SMEs and Social and Environmental Responsi-bility. No 4, 2002.Luxembourg (EUR-OP), 2002. 72 pp. (DE, EN, FR). Cat. NoNB-14-01-004-**-C.

Regional Clusters in Europe. No 3, 2002.Luxembourg (EUR-OP), 2002. 64 pp. (DE, EN, FR). Cat. NoNB-14-01-003-**-C.

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The intangible economy: impact and policy issues.Luxembourg (EUR-OP), 2001. 59 pp. (EN). 20. Cat. NoNB-31-00-772-EN-C

Implementation report on the action plan to promoteentrepreneurship and competitiveness.Luxembourg (EUR-OP), 2001. 28 pp. (all Community lan-guages). Cat. No NB-34-00-390-**-C

Industrial aspects of the information society: businessnetworks and the knowledge-driven economy: anempirical study carried out in Europe and Canada.Luxembourg (EUR-OP), 2000. 81 pp. (EN). 43. Cat. No

CO-25-99-253-EN-CMethodologies for benchmarking framework condi-tions.Luxembourg (EUR-OP), 2000. 17 pp. (EN). Cat. No NB-31-00-780-EN-C

The role of information and communications technolo-gies in growth and competitiveness. Luxembourg (Eur-Op), 2000. 17 pp. (EN). Cat. No CO-26-99-449-EN-C

Enterprise GuidesHelping businesses overcome financial difficulties: Aguide on good practices and principles.Luxembourg (EUR-OP), 2002. 41 pp. (all Community lan-guages). Cat. No NB-39-01-926-**-C

Recreational craft directive and comments to the direc-tive combined. A guide to the application of Directive

94/25/EC of 16 June 1994 on the approximation of thelaws, regulations and administrative provisions of the Mem-ber States relating to recreational craft.Luxembourg (EUR-OP), 2001. 104 pp. (EN). Cat. No NB-19-98-334-EN-C

ATEX guidelines. Guidelines on the application of Directive94/9/EC of 23 March 1994 on the approximation of the lawsof the Member States concerning equipment and protectivesystems intended for use in potentially explosive atmospheres.Luxembourg (EUR-OP), 2001. 118 pp. (DE, EN, FR). Cat.No NB-33-00-582-**-C

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Helping businesses start up: A good practice guide forbusiness support organisations.Luxembourg (EUR-OP), 2000. 36 pp. (all Community lan-guages). Cat. No CT-25-99-980-**-C

Guide to the implementation of directives based on thenew approach and the global approach.Luxembourg (EUR-OP), 2000. 112 pp. (DE, EN, FR). Cat.No CO-22-99-014-**-C

Electrical and mechanical engineering directory, 2000edition.Luxembourg (EUR-OP), 2000. 133 pp. (EN). Cat. No CO-24-99-275-EN-C

Useful facts in relation to the personal protective equip-ment (PPE) Directive 89/686/EEC.Luxembourg (EUR-OP), 2000. 145 pp. (EN). Cat. No CO-21-99-020-EN-C

Machinery: useful facts in relation to Directive98/37/EC.Luxembourg (EUR-OP), 1999. 266 pp. (EN). Cat. No CO-20-99-866-EN-C

Pharmaceuticals in the European Union.Luxembourg (EUR-OP), 2000. 36 pp. (EN). Cat. No NB-30-00-059-EN-C

Cosmetlex: The rules governing cosmetic products inthe European Union.Luxembourg (EUR-OP), 2000, 3 vols (EN). Vol. 1: Cosmet-ics legislation, 74 pp., 14.50; Vol. 2: Methods of analysis,187 pp. 31; Vol. 3: Guidelines, 84 pp., 16. Vol. 1 Cat. No NB-26-99-958-EN-C Vol. 2 NB-26-99-966-EN-C Vol. 3 NB-26-99-974-EN-C

Eudralex: The rules governing medicinal products in theEuropean Union.Luxembourg (EUR-OP), 1998 , (ES, DE, EN, FR, IT), priced.

Medicinal products for human use, Vols 1, 2a, 2b, 3Medicinal products for human and veterinary use, Vol. 4 Veterinary medicinal practice, Vols 5, 6a, 6b, 7a, 7b (8 and9 not yet published).On-line version: pharmacos.eudra.org/F2/eudralex/index.htm

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Contact:

European Commission, Directorate-General for Enterprise,Information and Communication Unit,Documentation Centre, SC15-00/51B-1049 BrusselsFax (32-2) 29-69930Internet: http://europa.eu.int/comm/enterprise/mailbox/request_form_en.htm

European Commission, Directorate-General for Enterprise,Innovation Directorate, Communication and Awareness Unit,EUFO 2295, L-2920 Luxembourg

Fax (352) 4301-32084E-mail: [email protected]

Publications for sale are distributed by the Office for OfficialPublications of the European Communities (PubblicationsOffice), through a network of sales agents. The most up-to-datelist can be found at http://eur-op.eu.int/index.htm.

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European Commission

Helping businesses grow A good practice guide for business supportorganisations

Luxembourg: Office for Official Publications of the European Communities

2002 53 pp. 16.2 x 22.9 cm

ISBN 92-894-3142-3


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Documents

Helping Business Grow