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Project INTRA: Good Practice Template | 1 / 1
Project INTRA:
Collection of good practices from Abruzzo region in Italy
GP#1 International Marketing Plan
GP#2 Pilot Project
GP#3 Abruzzo Region of sight
GP#4 Global Grant “+Research and innovation”
GP#5 Network contracts for internationalization simul – “Multitasking System for
Industrial Automation”
GP#6 MEDINIT – Made in Italy in Esposizione a Casablanca
GP#7 ABREX: Circuito di Credito Commerciale
GP#8 NerveVision
GP#9 Training for internationalization
GP#10 A market label for certifying the nutraceutical and carbon footprint of local
human agri-food products
GP#11 Abruzzo4Export
GP#12 A glance at “ARAN World” international activities
GP#13 China made in Abruzzo
GP#14 The regional internationalization strategy in the past and current
programming period
GP#15 The “G. D’Annunzio” University in Europe
GP#16 Activities of internationalization and research – Examples of excellence
GP#17 Innovation as a driver for internationalization
1. Name of the organisation owner
PALM - Innovation Pole of Wood and F
2. Region/country where the practi
Abruzzo
3. Title of the case/practice
International Marketing Plan
4. Website (If available)
www.palmabruzzo.it/en
5. Description of the case/practice
The Polo Palm (Innovation Consortium
by a group of independent compani
The Polo Palm was established on the
On 18th July, the consortium has now
phase: from being a simple Ltd conso
the Abruzzo region. Currently, 49 comp
2011 turnover of the Pole was about �
Some of the main aims of the pole
new markets.
The good practice is focused on the d
Palm Board useful to take targeted, inc
It comes from the consciuousness thsubjects, size, location, strategies and
For this reason the International Mark
external analysis which has allowed to
5.1. Duration (start-end)
April 2014 � April 2015
5.2. Goals
· Expanding markets
· strengthening market shares, w
Project INTRA: Good Practice Template | 1 /8
wner of in charge of the practice
and Furniture
ractice takes place
ctice (around 2000-2500 characters)
ortium of Wood and Furniture) of the Abruzzo Region
mpanies in the field of Wood and Furniture in the
on the 26th of April 2012, in the offices of Confindustri
now 40 joined companies. In 2014 the Polo Palm has
consortium company, in fact, it has become a true Inn
companies have joined Polo Palm.
� 210 Million.
pole are: support members in internationalisation
the drafting of an International Marketing Plan, a
d, incisive and effectiveness decisions to enter foreign
ss that the Pole is a set of entities completely diffes and e business qualifications.
Marketing Plan is the result of an internal (needs
ed to identify primary steps and actions to work abroa
res, where existing
egion is a consortium formed
in the territory of Abruzzo.
dustria in Sant�Atto, Teramo.
lm has started its operational
ue Innovation Consortium in
ation processes and reach
s a tool available for the
oreign markets.
ly different in terms of legal
eeds of the memebers) and
abroad.
· Identifying new country destina
· Identifying the most suitable fo
· Defining a common internation
§ with limited costs;
§ quick time for launching;
§ simple structure.
5.3. Partners involved
31 PALM�s members involved in the an
5.4. Total cost of the practice
5.000/10.000 �
6. Why do you think this could be a
The International Marketing Plan is a
between subjects of different sizes and
PALM�s appropriate internationalisatio
USA, Arab Emirates, etc.) through a me
Due to a strongly fragmented and sma
to strengthen this kind of environment
and, employ about 7.8 million workers (
Internationalisation has not been helpe
even at global level.
Moreover, the International Marketing P
wishes to expand its horizons.
7. Type of practice (multiple respon
POLICY/REGULATION
policy + successful implementation
X observatory/benchmarking/monitor
X Dissemination (PALM members)
event/festival
FUNDING
funding measure
financial measure (e.g. tax relief, g
investment attraction measure
KNOWLEDGE & INNOVATION
X entrepreneur training, coaching, m
Project INTRA: Good Practice Template | 2 /8
estinations
ble forms and methodologies of internationalisation to
nationalisation strategy to all PALM members:
the analysis. All 49 members as beneficiaries of the res
d be a good practice?
is a still valid and useful study that defines the imp
s and typologies.
lisation strategy is to approach the interested marke
methodological tool called CONTRACT.
d small dimensioned productive system, such a strateg
nment - small and tiny businesses represent the 95%
rkers (47% versus 29% in the European average) "(IST
helped by such fragmentation and when competitive
eting Plan is the result of a study that should be carried
esponse)
tation
onitoring the SME Internalisation activities
lief, grant for exports, etc)
ing, mentoring, consultancy
to each company
the results
e importance of cooperation
markets (North Africa, China,
strategy is particularly tailored
he 95% total productive units
) "(ISTAT 2015)
etitiveness is at European or
arried out by anyone who
X access to knowledge
technology transfer
open innovation
cross-sectoral networking
MARKET
X internationalisation (e.g. creation o
cluster development
incubator/ promotion of start-up
networking, matchmaking, �
OTHER (please specify)
--------------
8. How does the practice support a
The study provides to SMEs some use
choosing the most suitable form of in
agreements, foreign branch, joint-vent
The basic principle of the study states
the transfer of part of production to othe
The International Marketing Plan:
· provides information on the o
internationalise
· provides information on the mo
� branches;
� representative offices;
� flagship store;
� joint ventures.
PALM studied the internationalisatio
geographical and organisational point o
1) from the geographical point of view
· which markets enter
· in which countries
· with what level diversification
At the same time, from the organisation
· entering procedure;
· needed organisational structure
· entering tactics (before) and th
On the basis of the described informat
PALM to its members.
The implementation of a contract, is t
personalised.
It is really difficult to enter new markets
Project INTRA: Good Practice Template | 3 /8
tion of international partnerships, access to foreign ma
port and help enhance the SME Internalisation?
e useful tools to decide how and whether internation
of internationalisation among the 4 main ones: exp
venture.
tates that internationalisation is different from deloca
to other countries to have low labour costs.
the organisational level that SMEs need to have
he most common structures for internationalisation suc
lisation process and described it on two different
point of view.
f view, the main statements are the following:
tion
isational point of view the main statements are the follo
ructures;
nd the consolidation of the presence in the market (aft
ormation, the study identifies the internationalisation s
is the best solution which allow to satisfies higher co
arkets for SMEs of Abruzzo region for different reasons
gn markets, �)
nationalise by distinguish and
exporting, licensing, trade
localisation which includes
have in order to be able to
n such as:
ferent dimensions: from the
e following:
et (after).
tion strategy proposed by the
gher contractual needs highly
asons:
· lack of economical resources
· lack of open-minded culture tow
· reduced knowledge about Inter
· lack of strategies and plans.
Moreover, the inability to provide a com
and sales basis.
For all the reasons mentioned above, th
9. Which problems/challenges/need
objectives (multiple response)1
Challenges
Human
Resources/Managerial
Capacity
Export coachin
Incentives to fo
Exports forums
Improving inter
Trade visits
Internationaliza
Other: please s
SME Internalization
support infrastructure
and services
Developing tec
Developing tec
Market research
Export/Internal
IPR support/ In
Account mana
Developing tec
centres as a ke
Diversifying an
High level cons
to boost R&D o
suitable for new
Other : please
Financing Insurance solu
1Based onOECD report on � Top Barriers an
Project INTRA: Good Practice Template | 4 /8
rces,
ure toward foreign markets,
t International markets,
a complete and exhaustive service can affect the bu
ve, the contract represents a valuable strategy to inte
s/needs is the practice addressing? Please tick the
1
OBJECTIVES
aching course
s to foster internationalization activity
orums
g interregional technology transfer bodies and mechan
nalization/Export Academies
ease specify
ng technology incubators
ng technology parks
search support
ternalization observatory facilities
ort/ Institutional protection of intellectual property
management support
ng technology centres/competence centres/applied res
s a key tool for competitive improvement in businesses
ing and specializing technology centres and services
l consultancy support ( eg advisors who help innovativ
R&D output and identify adaptations that might make a
for new overseas markets)
lease specify
e solutions & risk management (e.g. covering of export
riers and Drivers to SME Internalization�
he business on a commercial
to internationalise.
k the appropriate
Tick where
appropriate
echanisms
X
X
ed research
esses
ovative SMEs
ake a product
exporters and
Challenges
foreign buyers
payment)
Financing shor
Pre-Shipment
Post-Shipment
Loans
Credit guarante
Funding/grants
Funding to atte
Grants to supp
Other: please s
Information provision
and networking
Improving inter
Creation of the
Establishing in
clusters
Fostering the t
Export promoti
Regularly upda
Trade missions
Partner search
One stop custo
information and
Trade centres
trade fair supp
Market intellige
Other: knowled
Indirect actions:
proactive measures to
stimulate SME
internationalisation
Venture capita
companies
Public funding
Improvement o
Other : please
Project INTRA: Good Practice Template | 5 /8
OBJECTIVES
uyers of exports against commercial and political risks
g short-term exports
ment financing
pment financing
arantee scheme
grants for recruitment of advisors, researchers, accoun
to attend international trade events and exhibitions
support any stage of the internationalization activity
ease specify
g interregional technology transfer bodies and mechan
of thematic critical masses and cluster development
ing interregional innovative business clusters and meg
the transferability of innovative technologies overseas
romotional activities/marketing
y updated analysis reports on foreign markets
issions
earch & alliances
customer centre to assist SME exporters with foreign
on and contacts
ntres abroad ( that can offer market research informati
r support etc)
telligence services
owledge and experience collecting and sharing among
capital funds that finance innovative and high-growth
nding schemes for start-ups
ent of technological capabilities of export-oriented SME
lease specify
Tick where
appropriate
l risks of non-
ccountants
ivity
echanisms
d mega-
rseas
X
X
X
reign market
rmation,
X
mong SMEs
wth
ed SMEs
10. Source of funding (multiple resp
regional funds
national funds
EU funds � H2020
X EU funds � ERDF
EU funds � COSME
private funding (self-financed)
private (e.g. financed by business
crowdsourcing
Private funding through membersh
11. Focus (choose the most relevan
X focused on the SME Internalisation
focused on SME support sector
focused on sector specific SME Int
12. Is the practice linked to a specifi
the strategy/programme here.
ROP ERDF Abruzzo 2007- 2013 (Regi
Fund). Activity I.1.2 "Support for the cre
01/06/2011 � Domain Wood and Furnit
13. If this practice is not focused on
this field?
------
14. Geographical focus (choose one
local
X regional
national
European
X international
Project INTRA: Good Practice Template | 6 /8
response)
siness angels)
bership
levant one)
isation
E Internalisation
pecific policy? Please add a short description of th
(Regional Operational Programme of the European Re
the creation of the Poles of Innovation" call for proposa
Furniture
ed on the SME Internationalisation, why do you thin
e one answer)
of the policy and its link to
an Regional Development
oposal launched on
u think it is applicable in
15. Actors involved in the practice (m
regional government
national government
development agency
university or research institution
X SME, enterprises
X association of enterprises/professi
other (please specify)
16. Outputs: direct consequences o
quantitative indicators that are a
QUANTITATIVE INDICATOR TIME
time?
International Marketing Plan
(Document) 1 Yea
17. Please state if this practice is tra
x organisational model / implementa
x specific tools (e.g. training, financia
policy making process
definition of financial feasibility
x methodology for the assessment o
x methodology for the involvement o
risk management strategy involved
exit strategy involved
review and maintenance methodol
metrics for the evaluation of the im
x marketing strategy
other (please specify)
18. List main success factors referre
Project INTRA: Good Practice Template | 7 /8
tice (multiple response)
ofessionals
ces of the practice. Depending on the practice goal
are available for your practice. Some examples are
TIMEFRAME (during which
time?) INFO SOURCE (if
Year ---
is transferable in terms of:
entation process
nancial support, �.)
ent of the problem to be address
ent of the targeted stakeholders
volved
thodology
the implementation process
eferred to the context where the practice took plac
goals, please provide
es are listed below:
CE (if available)
place
Success factor description
Perception of public funding mechanisms
business opportunities on foreign marke
Available human resources
19. Further materials and reference
releases, articles, blogs, photos,
-----
20. REFERENCES:
Contact Details: contact person of th
Palm Coordinator: Giammario Cauti, g.
OTHER RELEVANT INFO
-------
Project INTRA: Good Practice Template | 8 /8
Is the success factor relevant for tr
local context?
anisms and
arkets
Very relevant
x Relevant
Party relevant
Not relevant
x Very relevant
Relevant
Party relevant
Not relevant
ence available (paper, PPT, information sheet, leafl
otos,...). Please list and enclose
n of the practice (name, e-mail, �) / person compili
[email protected] , tel. +39 335492895
t for transferability in a different
, leaflet, video, press
mpiling this form
1. Name of the organisation own
Capitank scarl
2. Region/country where the pra
Abruzzo region, Italy
3. Title of the case/practice
PILOT PROJECTS
4. Website (If available)
http://www.capitank.it/progetti-pilota/
5. Description of the case/practi
ROP ERDF Abruzzo 2007- 2013 funde
Capitank is the Pole of innovation in th
large enterprises, SMEs, Spin-offs and
Capitank has developed a program
included the collaboration of companies
In particular, during the 2014-2015 peri
Pilot Projects have increased the know
the results object of experimentation,
telemedicine, environmental sustainabi
The methodology employed is that o
promotion of innovative activities of co
were represented by Polo Capitank itse
In Capitank meet personalities of hig
research and development activities ha
The Pilot Projects have addressed
programming period, that:
· recognized life sciences as a
regional development;
· identified the sector's evolution
and processes pharmaceutical
experience of the Pilot Projects
The results of the Pilot Projects wer
opportunity for Abruzzo at EXPO 2015.
Project INTRA: Good Practice Template | 1 /10
n owner in charge of the practice
e practice takes place
practice (around 2000-2500 characters)
funded the establishment of the Innovation Poles.
n in the Chemical Pharmaceutical sector that currently
s and the three Universities of Abruzzo region.
gram focused on industrial research and experime
panies with academia for successful technology transfe
5 period, it has realized a collaborative R & D experien
know-how and competitiveness of member companies
tion, in the following sectors: industrial automation, p
ainability, biotechnology, health / safety.
that of the quadruple helix, considering the participa
of companies, academia and public entity and civil s
nk itself.
of high technical and scientific profile of the sector,
ies have developed and suggested the way of progres
ssed the definition of the Regional Smart Strateg
as a mature technology sector on which to gathe
olution paths covering: personalized medicine, the eff
utical and environmental sustainability: they have bee
Projects of Capitank.
ts were presented during the event of the Life Sci
2015.
rrently includes 56 members:
erimental development that
transfer.
perience: Pilot Projects.
panies through the sharing of
tion, personalized medicine /
rticipation in the process of
civil society, whose requests
ector, which, cooperating in
ogress of the regional S3.
Strategy for the 2014-2020
gather efforts for the future
he effectiveness of products
e been clearly defined by the
e Sciences: a development
The projects presented were:
· Assut Europe, engaged in the
situ, with a university spin-off
plant in China;
· Metron and Galeno, engaged
to the item of experimentation,
· NrgSys and Oncoxx Biotech, t
technological partnership by p
level, for R&D projects;
· Ideeprogetti and BME, collabo
and tracking of liquid waste, su
national government;
· Si&T and University of L�Aquila
chance of creating a dedicated
· Novatec Spin-off and De Pao
already installed in some pharm
5.1. Duration (start-end)
10/2014 � 06/2015
5.2. Goals
The main objectives achieved by the
· identify a replicable methodolo
to drive research towards the
methodology of the quadruple
o the procedure for iden
approach inviting thos
assumptions of academ
o the mediation activity c
identify priority researc
citizens, consumers an
· promote the interaction betwe
project was to involve collabora
· improve the connection betwe
foreseen a strong award for pr
the sector. For this reason, in a
Abruzzo;
· remove obstacles linked to h
development: the Pilot Projec
market. The average cost of e
necessary hardware componen
· facilitate the establishment of
cooperation to implement addit
Project INTRA: Good Practice Template | 2 /10
in the project Development of an innovative pharmace
off working on biotechnology, Media Pharma, recent
aged in the project Topic, have developed another bu
ation, foreseeing an increase in the annual turnover of
tech, that implemented the project Monitoring Robot d
by participating in the call for proposals at regional,
ollaborated in the Experimentation of a simplified pla
te, suggested the platform as a new tool for struggle e
�Aquila engaged in the Risk management Legionella p
icated innovative start-up;
e Paolis, worked together for Minisosh project, deve
pharmaceutical industries.
e Pilot Projects of Capitank have been:
odology for the implementation of collaborative activit
s the development of innovative product, process or o
ruple helix:
r identification of research and development topics st
g those aggregates to the Pole to develop projects
cademic research into commercial products;
tivity carried out directly from Capitank through the ev
search and development topics. This in order to under
ers and civil society;
between different actors in the innovation system: th
llaboration of different entities belonging to the Pole;
between the academia and SMEs: the evaluation o
for projects in which participating scientific experts wi
n, in all projects have been involved academic coming
to high costs, uncertain results and length of indu
Projects were carried out in eight months, producin
t of each Pilot Project was around 100,000 Euros, incl
ponents prototypes;
nt of permanent networks for innovation activities: p
t additional activities of innovation.
rmaceutic delivery system in
recently opened a production
er business area connected
ver of 15%;
obot decided to continue the
ional, national and European
ed platform for management
ggle ecological crimes to the
ella project are exploring the
developed new prototypes,
activities of innovation, useful
s or organization through the
ics started from a bottom up
ojects able to transform the
he evaluation process was to
understand the needs of own
em: the precondition of each
tion of project proposals has
rts with proven experience in
oming from the universities of
f industrial and experimental
ducing results ready for the
s, including expenses for the
ies: partnership continued its
5.3. Partners involved
BME Srl, Ideeprogetti Soc. Cop., Unive
pa, Novatec Srl, De Paolis Srl, Galeno
5.4. Total cost of the practice
EU National Public funds: � 161.000,00
National Private: � 469.000,00
Total: � 630.000,00
6. Why do you think this could b
Pilot Projects have increased the know
the results object of experimentation,
telemedicine, environmental sustainabi
7. Type of practice (multiple resp
POLICY/REGULATION
x Policy + successful implementation
x Observatory/benchmarking/monito
x Dissemination (please specify)
Event/festival
FUNDING
x Funding measure
x Financial measure (e.g. tax relief, g
Investment attraction measure
KNOWLEDGE & INNOVATION
Entrepreneur training, coaching, m
x Access to knowledge
x Technology transfer
x Open innovation
x Cross-sectoral networking
MARKET
x Internationalisation (e.g. Creation o
Cluster development
Incubator/ promotion of start-up
Project INTRA: Good Practice Template | 3 /10
Università degli Studi dell�Aquila, Si&T Srl, Mediaphar
aleno RP Srl, Metron srl, NRGSYS Srl, Oncoxx Biotech
ctice
0,00
uld be a good practice?
know-how and competitiveness of member companie
ation, in the following sectors: industrial automation, p
ainability, biotechnology, health / safety.
le response)
ntation
onitoring the SME Internalisation activities
elief, grant for exports, etc)
ing, mentoring, consultancy
ation of international partnerships, access to foreign ma
iapharma Srl, Assut Europe S
Biotech Srl.
panies through the sharing of
tion, personalized medicine /
ign markets, �)
x Networking, matchmaking, �
OTHER (please specify)
- -
8. How does the practice suppor
The innovative character of the Pilot P
technical results achieved.
The Pilot Projects are an replicable ex
quadruple helix.
Capitank, in October 2014 started a p
evaluation to an independent commissi
technological domain of research priori
The experience of the Pilot Projects of
results have been presented on severa
event Life Sciences: A development op
come into contact with Capitank and th
As mentioned, the experience of the Pi
and replicable methodology based on
obtained at level of partnership, in which
· Government: Abruzzo Region
economic resources;
· Users: Capitank as aggregator
· Academia: 3 Abruzzo Univers
direction of innovation for the d
· Industry: seen as the set of b
environment to stimulate increa
The collaboration between companies
products, exercising a fundamental ince
The pilot projects have stimulated the
of facilities and exchange of knowle
technology transfer.
Capitank has also contributed to incr
facilitated the creation and developm
promotional tools of spin-off from acade
Project INTRA: Good Practice Template | 4 /10
upport and help enhance the SME Internalisati
ilot Projects are of two types: the methodology applie
ble example of collaborative innovation activities, base
d a process to acquire the project proposals by the m
mmission. Among the 12 projects received, 6 were co
priorities and developed by partnership composed by
cts of Capitank started and developed in a regional dim
everal circumstances at national and international con
ent opportunity for Abruzzo region at EXPO 2015. In
the promoters companies have laid the basis for fu
the Pilot Projects is candidate as a good practice for h
ed on quadruple helix. In this sense, very important
n which each organization made their own contribution:
egion involved in the definition of the strategy an
gator entity able to understand and illustrate the needs
niversities which accepted the challenge by providing
r the development of territory;
t of big enterprises and SMEs linked in the effort fo
increased competitiveness.
anies and research organizations is an asset for the im
tal incentive for competitiveness.
d the innovative activity, by promoting intensive intera
nowledge and experience, as well as by contribut
o increase the activities for the attraction of investm
elopment of innovative enterprises, such as the c
academic or companies area.
lisation?
applied and the scientific and
, based on the concept of the
the members, submitting the
re considered in line with the
ed by 2 organizations.
nal dimension, but then these
al context, just think about the
5. In this event, stakeholders
for future collaboration.
e for having developed a new
ortant have been the results
ution:
gy and the identification of
needs of the territory;
viding their resources on the
fort for developing a suitable
the improvement of innovative
interactions, the common use
tributing successfully at the
vestments, partnerships, and
the creation of start-up and
9. Which problems/challenges/n
objectives (multiple response
Challenges
Human
Resources/Managerial
Capacity
Export coach
Incentives to
Exports foru
Improving in
Trade visits
International
Other: pleas
SME Internalization
support infrastructure
and services
Developing t
Developing t
Market resea
Export/Intern
IPR support/
Account man
Developing t
centres as a
Diversifying
High level c
SMEs to boo
a product su
Other : pleas
Financing
Insurance so
and foreign b
non-paymen
Financing sh
Pre-Shipmen
Post-Shipme
1Based on OECD report on �Top Barriers an
Project INTRA: Good Practice Template | 5 /10
ges/needs is the practice addressing? Please t
onse)1
OBJECTIVES
coaching course
ives to foster internationalization activity
s forums
ving interregional technology transfer bodies and mecha
visits
tionalization/Export Academies
please specify
ping technology incubators
ping technology parks
t research support
/Internalization observatory facilities
pport/ Institutional protection of intellectual property
nt management support
ping technology centres/competence centres/applied
as a key tool for competitive improvement in business
sifying and specializing technology centres and services
evel consultancy support (eg advisors who help
to boost R&D output and identify adaptations that mig
uct suitable for new overseas markets)
: please specify
e solutions & risk management (e.g. covering of e
reign buyers of exports against commercial and politica
yment)
ing short-term exports
ipment financing
hipment financing
riers and Drivers to SME Internalization�
ease tick the appropriate
Tick where
appropriate
mechanisms x
x
plied research
sinesses x
rvices x
innovative
at might make x
g of exporters
olitical risks of
Challenges
Loans
Credit guara
Funding/gran
Funding to a
Grants to su
Other: pleas
Information provision
and networking
Improving in
Creation of t
Establishing
clusters
Fostering the
Export prom
Regularly up
Trade missio
Partner sear
One stop cu
market inform
Trade centre
trade fair sup
Market intell
Other: know
SMEs
Indirect actions:
proactive measures to
stimulate SME
internationalisation
Venture cap
companies
Public fundin
Improvemen
Other: pleas
Project INTRA: Good Practice Template | 6 /10
OBJECTIVES
guarantee scheme
g/grants for recruitment of advisors, researchers, acco
g to attend international trade events and exhibitions
to support any stage of the internationalization activity
please specify
ving interregional technology transfer bodies and mecha
n of thematic critical masses and cluster development
ishing interregional innovative business clusters and
ing the transferability of innovative technologies overse
promotional activities/marketing
rly updated analysis reports on foreign markets
missions
r search & alliances
stop customer centre to assist SME exporters with
t information and contacts
centres abroad ( that can offer market research info
air support etc)
t intelligence services
knowledge and experience collecting and sharing
e capital funds that finance innovative and hig
nies
c funding schemes for start-ups
vement of technological capabilities of export-oriented S
please specify
Tick where
appropriate
, accountants
ions
ctivity
mechanisms x
ment x
rs and mega-
verseas
x
s with foreign
rch information,
haring among
d high-growth
nted SMEs x
10. Source of funding (multiple re
x Regional funds
National funds (EU funds � ESF)
EU funds � H2020
x EU funds � ERDF
EU funds � COSME
private funding (self-financed)
Private (e.g. financed by business
Crowdsourcing
Private funding through membersh
11. Focus (choose the most relev
Focused on the SME Internalisatio
x Focused on SME support sector
Focused on sector specific SME In
12. Is the practice linked to a spe
its link to the strategy/program
ROP ERDF Abruzzo 2007- 2013 (Reg
Fund). Activity I.1.2 "Support for the
01/06/2011.
13. If this practice is not focused
applicable in this field?
The challenge of aggregating SMEs, b
started with the experience of Poles o
one of the best practices that have outl
Abruzzo, at the same time, is the Europ
this reason the regional development
case, the experience of the Pilot Pro
containment of climate emissions and o
Moreover:
· increase of collaborative res
Capitank, having regard to it
provides the results by giving fr
Project INTRA: Good Practice Template | 7 /10
iple response)
SF)
siness angels)
bership
relevant one)
lisation
ME Internalisation
a specific policy? Please add a short descriptio
ogramme here.
3 (Regional Operational Programme of the European
or the creation of the Poles of Innovation" call for
used on the SME Internationalisation, why do y
Es, big enterprises and academia for collaborative p
Poles of Innovation 2007-2013 ERDF, and Pilot Project
e outlined the next regional Smart Specialisation.
European region with the highest incidence of protect
ment strategy is strongly focused on environmental su
lot Projects of Capitank, has influenced the Smart
and of the efficiency of production processes in the ap
e research and development activities, and sharin
to its vocation as a no-profit and towards the op
iving free access to their members;
cription of the policy and
pean Regional Development
ll for proposal launched on
y do you think it is
ative processes of innovation
rojects of Capitank represent
rotected natural areas and for
ntal sustainability: also in this
mart Specilisation within the
the approach of Industry 4.0.
sharing of research results:
he open innovation concept,
· technical and direct econo
improved their performance, st
organization and increased em
· increase of Know-how: impr
collaborative attitude in innovat
14. Geographical focus (choose o
Local
x Regional
x National
European
International
15. Actors involved in the practic
x Regional government
National government
Development agency
x University or research institution
x SME, enterprises
Association of enterprises/professi
Other (please specify):
16. Outputs: direct consequences
provide quantitative indicator
listed below:
Quantitative indicator
4 Spin-off
7 SMEs
1 University (of Aquila)
The total expenditure EUR 700,000
Project INTRA: Good Practice Template | 8 /10
conomic benefits to the organizations involved
nce, steadily increased the incidence of innovation o
ed employment levels, with particular reference to the t
: improved of technical skills related to the develope
novation activities
ose one answer)
ractice (multiple response)
ofessionals
ences of the practice. Depending on the practi
icators that are available for your practice. Som
Timeframe
2014/2015
olved: the companies have
tion of product, process and
o the technical staff
eloped innovation and widen
ractice goals, please
. Some examples are
Info source
Project Monitoring
17. Please state if this practice is
x Organisational model / implementa
x Specific tools (e.g. training, financi
Policy making process
Definition of financial feasibility
x Methodology for the assessment o
x Methodology for the involvement o
Risk management strategy involve
Exit strategy involved
Review and maintenance methodo
Metrics for the evaluation of the im
Marketing strategy
Other (please specify)
18. List the main success factors
Success factor description
Perception of public funding mechan
business opportunities on foreign mark
Available human resources
19. Further materials and referenc
press releases, articles, blogs
//
Project INTRA: Good Practice Template | 9 /10
ice is transferable in terms of:
mentation process
inancial support, �.)
ent of the problem to be address
ent of the targeted stakeholders
volved
thodology
the implementation process
ctors referred to the context where the practice
Is the success factor relevant for t
different local context?
echanisms and
markets
x Very relevant
Relevant
Party relevant
Not relevant
x Very relevant
Relevant
Party relevant
Not relevant
ference available (paper, PPT, information shee
blogs, photos,...). Please list and enclose
actice took place
t for transferability in a
sheet, leaflet, video,
20. REFERENCES:
Contact Details: contact person o
Ercole Cauti
Capitank Chemical And Pharmaceuti
Sant�Angelo (TE)
Tel. +39 085 84 20 996 E-mail: ercole.c
Contact Details: person compilin
Mchele Di Massimo
Capitank Chemical And Pharmaceuti
Sant�Angelo (TE)
Tel. +39 085 84 20 996 E-mail: michele
OTHER RELEVANT INFO
RegioStars 2017 � The Awards for Inno
Category: Smart Specialisation for SME
Project title: CAPITANK PILOT PROJ
STRATEGY
Project INTRA: Good Practice Template | 10 /10
rson of the practice (name, e-mail, �)
aceutical Innovation TANK Via Italia c/o Ermes Cente
piling this form (name, e-mail, �)
aceutical Innovation TANK Via Italia c/o Ermes Cente
or Innovative Projects
r SME innovation
PROJECTS, QUADRUPLE HELIX MODEL FOR SM
Center - 64023 Mosciano
Center - 64023 Mosciano
R SMART SPECIALISATION
Project INTRA: Good Practice Template | 1 /8
1. Name of the organisation owner in charge of the practice
Capitank s. c. a r. l.
2. Region/country where the practice takes place
Abruzzo region
3. Title of the case/practice
Abruzzo Regione della Vista (Abruzzo Region of sight)
4. Website (If available)
---
5. Description of the case/practice (around 2000-2500 characters)
Abruzzo Region has started, since 2000�s a path of specialisation of their own Health Services related to
Ophthalmological therapies. Over the years it has supported the Chieti-Pescara University thanks to systematic
actions. The latter has degree courses in Orthotics, Ophthalmological assistance and Ophthalmology, to strengthen
the system of training, research and clinic applied to this sector. The path has culminated with the launch of the
regional centre of excellence of ophthalmology (established through the regional law n. 15 of 2004) which put
together, in its mission, clinic and specialised teaching.
Simultaneously, ophthalmological therapies find in the region a main stakeholder in the International pharmacology
scenes, committed to research and development of innovative therapeutic solutions in Ophthalmology. Dompé
farmaceutici Spa, in its manufacturing site in L�Aquila has developed a biotech medicine based on Nerve Growth
Factor, result of the Nobel prize study Rita Levi Montalcini. The latter as potential therapeutic response to eye rare
diseases like neutrophic keratitis and tigroid retina (retinitis pigmentosa), till solutions to treat more common
diseases like the dry eye.
Nerve Growth Factor potentialities open, in this field, new scenarios to explore.
In Abruzzo, therefore, know-how and research bodies internationally recognised coexist. Through a regional
strategy they can put into effect a primary strategy of public interest:
· the project foresees a mixed public/private intervention of research aids;
· the project gives an important contribution to Health Services competitiveness growth of Abruzzo region,
supporting a specialised path able to satisfy and attract medical attention needs of patients coming from other
Italian and European regions, as well;
· the project has significant territorial repercussion in the launch of new hi-tech businesses and in the
employment creation in the sector.
Project INTRA: Good Practice Template | 2 /8
5.1. Duration (start-end)
2017 / 2019
5.2. Goals
The aim is to realize a Centre of Excellence for the research and innovation in the field of Ophthalmology named
�Abruzzo Regione della Vista� (Abruzzo Region of sight).
The project encourages the creation of a positive environment to develop innovation, whose main actors are
universities, SMEs and big enterprises placed in the region which must increase their interactions with the �networks�
of competences that actively operate in the sector at communitarian and international level. In this sense the project
allows, to the research outputs and to the researchers and start-ups, to reach the potential international market
through a process of stimulus, selection, promotion by using pharmaceutical enterprises channels.
The project wants to use an original, but well codified and transferable, methodology because it:
1. organises the operations of identification, realisation and use of applied research with potential market;
2. identifies objective parameters referred to international standards to:
a. assess and activate resources and territorial competences;
b. identify paths to train new ones;
c. attract the ones already existing in international panorama;
3. realizes a new approach in the cooperation among enterprises, universities and researchers, also beyond the
national borders. Project main objective is to have repercussion on the territory in terms of territorial
development in the short-to-medium-run. Partners will define the scientific development key aspects on which
concentrate all the efforts, all in an autonomous way, respecting its own calling and taking into consideration the
characteristic of unity and coordination of the intervention;
4. sets up a regional innovation market: the powerful scientific address of the innovation centre can make
recognizable the regional territory as attraction point for pharmaceutical companies, private investors and
excellences in the international research sector.
5.3. Partners involved
a. CAPITANK Chemical and Pharmaceutical Innovation Pole made of 56 members (pharmaceutical
businesses, SMEs related sector, University and the main Research Centres of the region), it will carry out
project management, promotion/financier of actions for the creation of new entrepreneurs (high-level
technological start-up and university spin-off), technical assistance;
b. Dompé farmaceutici S.p.a.: will carry out research activities in the Ophthalmological sector;
c. University D�Annunzio of Chieti-Pescara: will carry out activities of higher learning in the Ophthalmological
field.
5.4. Total cost of the practice
� 20.000.000,00
6. Why do you think this could be a good practice?
Project INTRA: Good Practice Template | 3 /8
It is a project that, in its development and management, is completely.
Innovative for its public-private partner composition:
· Big enterprise that realizes a research study to convert a much studied molecule (Nobel Levi
Montalcini) in a medicine.
· University Centre of Excellence which, in parallel with the research activity, will organize research
fellowships by inviting candidates from around the world.
· Capitank that will select, assist and support Start-Ups and Spin-Offs from Italy and from abroad that will
be in Abruzzo to do research.
7. Type of practice (multiple response)
POLICY/REGULATION
x Policy+ successful implementation
Observatory/benchmarking/monitoring the SME Internalisation activities
Dissemination (please specify)
Event/festival
FUNDING
Funding measure
Financial measure (e.g. tax relief, grant for exports, etc)
x Investment attraction measure
KNOWLEDGE & INNOVATION
x Entrepreneur training, coaching, mentoring, consultancy
x Access to knowledge
x Technology transfer
x Open innovation
Cross-sectoral networking
MARKET
Internationalisation (e.g. Creation of international partnerships, access to foreign markets, �)
Cluster development
x Incubator/ promotion of start-up
x Networking, matchmaking, �
OTHER (please specify)
-
8. How does the practice support and help enhance the SME Internalisation?
It is a very virtuous case where internationalization takes place in both directions: attractiveness of innovative
researchers and SMEs coming to Abruzzo since Dompè, Univeristy of Chieti and Capitank are doing this
Project INTRA: Good Practice Template | 4 /8
research and supporting all involved actors in disseminating and selling the result all over the world.
9. Which problems/challenges/needs is the practice addressing? Please tick the appropriate
objectives (multiple response)1
Challenges OBJECTIVES Tick where
appropriate
Human
Resources/Managerial
Capacity
Export coaching course
Incentives to foster internationalization activity x
Exports forums
Improving interregional technology transfer bodies and mechanisms x
Trade visits
Internationalization/Export Academies
Other: please specify
SME Internalization
support infrastructure
and services
Developing technology incubators x
Developing technology parks
Market research support
Export/Internalization observatory facilities
IPR support/ Institutional protection of intellectual property
Account management support
Developing technology centres/competence centres/applied research
centres as a key tool for competitive improvement in businesses
Diversifying and specializing technology centres and services x
High level consultancy support (eg advisors who help innovative
SMEs to boost R&D output and identify adaptations that might make
a product suitable for new overseas markets)
x
Other : please specify
Financing
Insurance solutions & risk management (e.g. covering of exporters
and foreign buyers of exports against commercial and political risks of
non-payment)
Financing short-term exports
Pre-Shipment financing
Post-Shipment financing
1Based on OECD report on �Top Barriers and Drivers to SME Internalization�
Project INTRA: Good Practice Template | 5 /8
Challenges OBJECTIVES Tick where
appropriate
Loans
Credit guarantee scheme
Funding/grants for recruitment of advisors, researchers, accountants
Funding to attend international trade events and exhibitions
Grants to support any stage of the internationalization activity
Other: please specify
Information provision
and networking
Improving interregional technology transfer bodies and mechanisms x
Creation of thematic critical masses and cluster development
Establishing interregional innovative business clusters and mega-
clusters
Fostering the transferability of innovative technologies overseas x
Export promotional activities/marketing
Regularly updated analysis reports on foreign markets
Trade missions
Partner search & alliances
One stop customer centre to assist SME exporters with foreign
market information and contacts
Trade centres abroad ( that can offer market research information,
trade fair support etc)
Market intelligence services
Other: knowledge and experience collecting and sharing among
SMEs x
Indirect actions:
proactive measures to
stimulate SME
internationalisation
Venture capital funds that finance innovative and high-growth
companies
Public funding schemes for start-ups
Improvement of technological capabilities of export-oriented SMEs x
Other: please specify
10. Source of funding (multiple response)
x Regional funds
x National funds (EU funds � ESF)
Project INTRA: Good Practice Template | 6 /8
EU funds � H2020
x EU funds � ERDF
x EU funds � ESF
x private funding (self-financed)
Private (e.g. financed by business angels)
x Crowdsourcing
Private funding through membership
11. Focus (choose the most relevant one)
x Focused on the SME Internalisation
x Focused on SME support sector
x Focused on sector specific SME Internalisation
12. Is the practice linked to a specific policy? Please add a short description of the policy and
its link to the strategy/programme here.
Masterplan
Development Agreement arranged by the Italian Government and the Regional Governments together with
local actors in order to employ the National and European Funds..
13. If this practice is not focused on the SME Internationalisation, why do you think it is
applicable in this field?
---
14. Geographical focus (choose one answer)
x Local
x Regional
x National
x European
x International
15. Actors involved in the practice (multiple response)
x Regional government
Project INTRA: Good Practice Template | 7 /8
x Nationalgovernment
Development agency
x University or research institution
x SME, enterprises
Association of enterprises/professionals
x Other(please specify): Innovation Pole �Capitank�
16. Outputs: direct consequences of the practice. Depending on the practice goals, please
provide quantitative indicators that are available for your practice. Some examples are
listed below:
Quantitative indicator Timeframe Info source
· Research on sight medicine
· Creation of doctorate degrees
· Launch of 5 � 10 new business (Start Up and Spin Off)
· Creation of 30 � 50 new jobs
2017/2019 Project
17. Please state if this practice is transferable in terms of:
x Organisational model / implementation process
Specific tools (e.g. training, financial support, �.)
x Policymaking process
Definition of financial feasibility
Methodology for the assessment of the problem to be address
x Methodology for the involvement of the targeted stakeholders
Risk management strategy involved
Exit strategy involved
Review and maintenance methodology
Metrics for the evaluation of the implementation process
Marketing strategy
x Launch of new businesses
18. List the main success factors referred to the context where the practice took place
Success factor description Is the success factor relevant for transferability in a
Project INTRA: Good Practice Template | 8 /8
different local context?
Perception of public funding mechanisms and
business opportunities on foreign markets
x Very relevant
Relevant
Party relevant
Not relevant
Available human resources
x Very relevant
Relevant
Party relevant
Not relevant
19. Further materials and reference available (paper, PPT, information sheet, leaflet, video,
press releases, articles, blogs, photos,...). Please list and enclose
//
20. REFERENCES:
Contact Details: contact person of the practice (name, e-mail, �)
Edoardo Alesse � [email protected]
Ercole Cauti - [email protected]
Contact Details: person compiling this form (name, e-mail, �)
Michele Di Massimo
CAPITANK Via Italia c/o Ermes Center - 64023 Mosciano Sant�Angelo (TE)
Tel. +39 085 201 74 35 E-mail: [email protected]
OTHER RELEVANT INFO
//
1. Name of the organisation own
Gruppo Metron srl
2. Region/country where the pra
Abruzzo region, Italy, European countri
3. Title of the case/practice
Globlal Grant "+ Research and innovat
4. Website (If available)
http://www.piuricercaeinnovazione.it/
5. Description of the case/practi
METRON in cooperation with Ass.For.
the management of a global grant (
competitiveness 2007-2013) aimed
entrepreneurial growth and a regional
circles between productive and acade
development and competitiveness of th
ACTION OF INTERVENTION A
The following calls was issued for:
· Industrial research, technology
realization of research dev
Technologies (IMT) and provis
· company with high technologic
implementation of information
environment aimed at stimulati
and applied research;
provision of incentives for en
transfer and pre-competitive de
· regional and/or transnational m
implementation of promotion a
Europe through the impleme
development of regional netwo
Provision of mobility vouchers
pre-competitive development;
Project INTRA: Good Practice Template | 1 /9
n owner in charge of the practice
e practice takes place
ountries
novation"
practice (around 2000-2500 characters)
s.For.SEO and KPMG Advisory SpA had the role of �
rant (European Social Fund Program - ob. 2 Regi
ed at creating knowledge community which contri
gional development. It was promoted by Abruzzo Re
academic system, to achieve true "chain of knowledg
s of the regional economy
ology transfer and pre-competitive development:
development pathways through training for Inn
provision of research grants for the development of coh
ological and/or innovative content:
ation, advisory and animation services of the pro
mulating different initiatives of technological innovation
for entrepreneurial initiatives in the field of industria
tive development;
nal mobility:
tion and support actions for the development of mobilit
plementation of appropriate information and consu
networking;
chers in the context of industrial research initiatives, t
ent;
of �Intermediate Body� in
Regional and employment
contributed to establish an
zo Region to favour virtuous
owledge" and to support the
r Innovation Management
of coherent initiatives;
e productive and academic
vation, transfer of knowledge
ustrial research, technology
mobility initiatives in Italy and
consultative tools and the
ives, technology transfer and
· organizational and managerial
Implementation, possibly throu
selection of organizational /
recipients of work grants
provision of work grants for you
ACTION OF INTERVENTION B
Activation of two Innovation Points
orientation, assistance and consultancy
· the one in Pescara in the fo
represent a reference point for
· the one in Mosciano Sant�An
consulting, with specialized ope
5.1. Duration (start-end)
2014 / 2015
5.2. Goals
The Global Grant targeted in the regio
culture of research and innovation link
adopted for the construction of the Gl
Each intervention identified, had specif
to ensure an effective and appropriate
The promoted actions on the territory
was responsible for implementing a loc
and of course all organization and ope
by the Global Grant. METRON in the va
Sant'Angelo that provided services, inf
the role of collection point of the five pu
5.3. Partners involved
Metron srl, Ass.For.SEO, KPMG Adviso
5.4. Total cost of the practice
� 1.600.000,00
6. Why do you think this could b
This could be a suitable GP because
networks between universities, resea
mechanisms able to provide funds t
Project INTRA: Good Practice Template | 2 /9
gerial innovation
through the involvement of the Regional Innovation P
nal / managerial innovation projects, support and
for young professionals
ints finalized to deliver animation services, networ
ltancy:
the form of the Innovation Café, a place opened to
int for the cultural promotion of innovation,
nt�Angelo an office that provided services and anim
ed operators.
region the creation of an environment to develop a
n linked with its application in the economic productio
he Global Grant was based on the most effective use
specific actions directed at recipients, together with th
riate use of the allocated resources to the recipients.
rritory were supported from the direct action of the In
a local network able to provide a general direction to t
d operating requirements for the funds management a
the various activities as partner, had the role of Innov
ces, information and counselling, with three specialized
ive public calls for proposals, emanated by the Interme
Advisory SpA (Intermediate Body)
ctice
uld be a good practice?
cause it qualifies innovation in an innovative way by f
research centres and businesses developing comp
nds to the most promising researchers. Finally be
tion Poles, of promotion and
and advice tailored to the
etworking, acceptance and
ed to all and structured to
animation, information and
lop a deeply and inseparably
duction system. The strategy
e use of available resources.
ith the promotion of services
nts.
the Intermediate Body, which
on to the activities carried out,
ent and operations entrusted
Innovation Point in Mosciano
ialized operators. It held also
termediate Body.
y by fostering the creation of
competitive and cooperative
lly because it promotes the
exchange of knowledge and experienc
enhance competitiveness and support
7. Type of practice (multiple resp
POLICY/REGULATION
x Policy + successful implementation
x Observatory/benchmarking/monito
Dissemination (please specify)
Event/festival
FUNDING
x Funding measure
x Financial measure (e.g. tax relief, g
Investment attraction measure
KNOWLEDGE & INNOVATION
x Entrepreneur training, coaching, m
x Access to knowledge
Technology transfer
Open innovation
Cross-sectoral networking
MARKET
x Internationalisation (e.g. Creation o
Cluster development
Incubator/ promotion of start-up
x Networking, matchmaking, �
OTHER (please specify)
- -
8. How does the practice suppor
· Foster the exchange of know
enterprises in order to increase
· promote the transfer of techn
businesses, in order to increas
· promote the innovation in loc
systems;
· promote the start-up of innovat
Project INTRA: Good Practice Template | 3 /9
riences on interregional and transnational basis amon
pport development.
le response)
ntation
onitoring the SME Internalisation activities
elief, grant for exports, etc)
ing, mentoring, consultancy
ation of international partnerships, access to foreign ma
upport and help enhance the SME Internalisati
knowledge and skills on an interregional and trans
rease their competitiveness and promote their develop
technology between research organizations and en
crease their competitiveness and promote their develo
in local companies, through interventions on organiza
novative and knowledge-intensive businesses.
s among enterprises in order to
ign markets, �)
lisation?
transnational basis between
evelopment;
nd enterprises and between
evelopment;
rganizational and managerial
9. Which problems/challenges/n
objectives (multiple response
Challenges
Human
Resources/Managerial
Capacity
Export coach
Incentives to
Exports foru
Improving in
Trade visits
International
Other: pleas
SME Internalization
support infrastructure
and services
Developing t
Developing t
Market resea
Export/Intern
IPR support/
Account man
Developing t
centres as a
Diversifying
High level c
SMEs to boo
a product su
Other : pleas
Financing
Insurance so
and foreign b
non-paymen
Financing sh
Pre-Shipmen
Post-Shipme
1Based on OECD report on �Top Barriers an
Project INTRA: Good Practice Template | 4 /9
ges/needs is the practice addressing? Please t
onse)1
OBJECTIVES
coaching course
ives to foster internationalization activity
s forums
ving interregional technology transfer bodies and mecha
visits
tionalization/Export Academies
please specify
ping technology incubators
ping technology parks
t research support
/Internalization observatory facilities
pport/ Institutional protection of intellectual property
nt management support
ping technology centres/competence centres/applied
as a key tool for competitive improvement in business
sifying and specializing technology centres and services
evel consultancy support (eg advisors who help
to boost R&D output and identify adaptations that mig
uct suitable for new overseas markets)
: please specify
e solutions & risk management (e.g. covering of e
reign buyers of exports against commercial and politica
yment)
ing short-term exports
ipment financing
hipment financing
riers and Drivers to SME Internalization�
ease tick the appropriate
Tick where
appropriate
x
mechanisms x
x
plied research
sinesses x
rvices
innovative
at might make
g of exporters
olitical risks of
Challenges
Loans
Credit guara
Funding/gran
Funding to a
Grants to su
Other: pleas
Information provision
and networking
Improving in
Creation of t
Establishing
clusters
Fostering the
Export prom
Regularly up
Trade missio
Partner sear
One stop cu
market inform
Trade centre
trade fair sup
Market intell
Other: know
SMEs
Indirect actions:
proactive measures to
stimulate SME
internationalisation
Venture cap
companies
Public fundin
Improvemen
Other: pleas
10. Source of funding (multiple re
x Regional funds
Project INTRA: Good Practice Template | 5 /9
OBJECTIVES
guarantee scheme
g/grants for recruitment of advisors, researchers, acco
g to attend international trade events and exhibitions
to support any stage of the internationalization activity
please specify
ving interregional technology transfer bodies and mecha
n of thematic critical masses and cluster development
ishing interregional innovative business clusters and
ing the transferability of innovative technologies overse
promotional activities/marketing
rly updated analysis reports on foreign markets
missions
r search & alliances
stop customer centre to assist SME exporters with
t information and contacts
centres abroad ( that can offer market research info
air support etc)
t intelligence services
knowledge and experience collecting and sharing
e capital funds that finance innovative and hig
nies
c funding schemes for start-ups
vement of technological capabilities of export-oriented S
please specify
iple response)
Tick where
appropriate
, accountants x
ions
ctivity x
mechanisms x
ment
rs and mega-
verseas
x
s with foreign
rch information,
haring among
d high-growth
nted SMEs x
x National funds (EU funds � ESF)
EU funds � H2020
EU funds � ERDF
EU funds � COSME
private funding (self-financed)
Private (e.g. financed by business
Crowdsourcing
Private funding through membersh
11. Focus (choose the most relev
Focused on the SME Internalisatio
Focused on SME support sector
Focused on sector specific SME In
12. Is the practice linked to a spe
its link to the strategy/program
Operative Plan 2009-2011 of O.P. ESF
Innovation
Reference National Strategic Framew
Priority 2 Promotion, valorisation and d
Specific Objectiv 2.1.1. Qualify innova
universities, research centres and te
cooperative mechanisms capable of pr
13. If this practice is not focused
applicable in this field?
Abruzzo Region identified in the Globa
creation of a knowledge community a
available across the territory a packag
the different needs of young and adu
projects in the field of research and inn
Project INTRA: Good Practice Template | 6 /9
SF)
siness angels)
bership
relevant one)
lisation
ME Internalisation
a specific policy? Please add a short descriptio
ogramme here.
.P. ESF Abruzzo 2007-2013, Multi-Axis Special Proje
ramework 2007/2013
and dissemination of research and innovation for com
innovation in an innovative way by fostering the creati
nd technology and the production world by deve
of providing funds to the most promising researchers
used on the SME Internationalisation, why do y
Global Grant the instrument by which achieve its obje
nity aimed at an entrepreneurial growth and regiona
ackage of diversified actions able to respond to the v
d adults of high professionalism and high potential fo
nd innovation.
cription of the policy and
l Project �Plus Research and
r competitiveness
creation of networks between
developing competitive and
chers
y do you think it is
s objectives, in relation to the
egional development, making
the various expectations and
ntial for developing individual
14. Geographical focus (choose o
Local
x Regional
x National
x European
International
15. Actors involved in the practic
x Regional government
National government
Development agency
x University or research institution
x SME, enterprises
Association of enterprises/professi
x Other (please specify): recognised
16. Outputs: direct consequences
provide quantitative indicator
listed below:
Quantitative indicator
· Borse di ricerca finanziate: 73
· Innovative new businesses: 23
· Voucher (work experience): 125 (7
Europe)
· Borse lavoro: 58
· Voucher (work experience in Abruz
17. Please state if this practice is
x Organisational model / implementa
x Specific tools (e.g. training, financi
Policy making process
Project INTRA: Good Practice Template | 7 /9
ose one answer)
ractice (multiple response)
ofessionals
nised external operator
ences of the practice. Depending on the practi
icators that are available for your practice. Som
Timeframe
25 (78% Italy, 22%
Abruzzo): 59
2014/2015
ice is transferable in terms of:
mentation process
inancial support, �.)
ractice goals, please
. Some examples are
Info source
Project Monitoring
Definition of financial feasibility
x Methodology for the assessment o
x Methodology for the involvement o
Risk management strategy involve
Exit strategy involved
Review and maintenance methodo
Metrics for the evaluation of the im
Marketing strategy
Other (please specify)
18. List the main success factors
Success factor description
Perception of public funding mechan
business opportunities on foreign mark
Available human resources
19. Further materials and referenc
press releases, articles, blogs
//
20. REFERENCES:
Contact person of the practice an
Federica Valerii
Gruppo Metron Srl Via Italia c/o Erme
Tel. +39 085 808 90 25 E-mail: federica
OTHER RELEVANT INFO
Project INTRA: Good Practice Template | 8 /9
ent of the problem to be address
ent of the targeted stakeholders
volved
thodology
the implementation process
ctors referred to the context where the practice
Is the success factor relevant for t
different local context?
echanisms and
markets
x Very relevant
Relevant
Party relevant
Not relevant
x Very relevant
Relevant
Party relevant
Not relevant
ference available (paper, PPT, information shee
blogs, photos,...). Please list and enclose
and person compiling this form (name, e-m
Ermes Center - 64023 Mosciano Sant�Angelo (TE)
actice took place
t for transferability in a
sheet, leaflet, video,
mail)
//
Project INTRA: Good Practice Template | 9 /9
Project INTRA: Good Practice Template | 1 /8
1. Name of the organisation owner of in charge of the practice
TAIPRORA SRL
2. Region/country where the practice takes place
ABRUZZO (Italy)
3. Title of the case/practice
NETWORK CONTRACTS FOR INTERNATIONALISATION
SIMUL - "Multitasking System for Industrial Automation"
4. Website (If available)
www.taiprora.it
5. Description of the case/practice (around 2000-2500 characters)
SIMUL - "Multitasking System for Industrial Automation"
Abruzzo ROP ERDF 2014-2020 programming period founded an interesting measure for internationalization of
Regional SMEs: aggregation � NETWORK CONTRACTS - of SMEs between companies operating in the
same industry sector for internationalization process.
TAIPRORA with its partner created "SIMUL - Multitask System for Industrial Automation" a business network
which is the result of the aggregation of companies, involved in industrial automation.
The measure funded at 50% (max. 150.000 Euros) the eligible costs for carrying out "promotional" and
"organizational" activities for internationalization process.
The purpose of companies belonging to the network is to improve their competitive positioning through the
implementation of integrated services for the development of internationalization activities of their products and
services. In particular, the network cares for the internationalization of businesses, through commercial
penetration actions in Target Countries, aimed at building and / or strengthening the positioning of companies
both in terms of image and product.
All SIMUL companies are already deeply export oriented to provide concrete and timely responses to the
needs of European countries, such as Germany and France, and not just India, NAFTA countries and BRICST
countries as well as the EAUs are growing strongly on the issues related to the design of technologies used in
the Smart Factory.
The network is increasingly oriented towards planning and implementing an internationalization program
aimed at "imposing" Outside the excellence of the entire Italian-style chain, among which the Smart Factory is
of the utmost importance.
From the framework outlined above, the SIMUL network, already familiar with some foreign markets, intends
to strengthen its promotional actions in order to make known the product "Smart Factory & IoT made in Italy",
and then, in the short term, to become a product " Designed by Italy "or" made by Italy "
In order to pursue these results, it is necessary to invest in internationalization projects with strong impact,
Project INTRA: Good Practice Template | 2 /8
capable of delivering a clear message to the elites of the country as well as to the trade sector and to new
foreign consumers.
Success in this specific field requires the development of a strong system strategy involving co-ordination,
linkage between finance and constructive capacity and managerial knowledge, acceptance of the challenges
of "build, operate and transfer".
The "network contract" will also benefit from the collaboration with Capitank Chemical-Pharmaceutical
Innovation Pole as formal agreement.
5.1. Duration (start-end)
2015 - 2016
5.2. Goals
Thanks to the Network, the entrepreneurial dynamics that can be used as a starting point for involved
companies stimulated for the purpose of implementing their internationalization process.
Managing international SME development interventions must be supported by planning methodologies and a
set of precise criteria and rules: presence abroad can only be guaranteed if strategically managed, planning the
activities to be carried out and assessing the potential of the various markets and resources available. SIMUL's
companies are anchored on these fees, jointly aiming to ensure timely responses to their customers' needs, to
make productivity more efficient and to offer high standards of quality on the national and international markets.
5.3. Partners involved
Taiprora India, Taingenia Kazakistan, NETWORK SIMUL - "Multitasking System for Industrial Automation"
5.4. Total cost of the practice
300.000 euros
6. Why do you think this could be a good practice?
The SIMUL Networks achieved the goal to create opportunities for all the members of the networks to reach
abroad markets.
7. Type of practice (multiple response)
POLICY/REGULATION
policy + successful implementation
observatory/benchmarking/monitoring the SME Internalisation activities
dissemination (please specify)
x event/festival
FUNDING
Project INTRA: Good Practice Template | 3 /8
x funding measure
financial measure (e.g. tax relief, grant for exports, etc)
investment attraction measure
KNOWLEDGE & INNOVATION
x entrepreneur training, coaching, mentoring, consultancy
access to knowledge
technology transfer
x open innovation
x cross-sectoral networking
MARKET
x internationalisation (e.g. creation of international partnerships, access to foreign markets, �)
x cluster development
incubator/ promotion of start-up
x networking, matchmaking, �
OTHER (please specify)
8. How does the practice support and help enhance the SME Internalisation?
The practice shows how the creation of horizontal cluster, networks can be a success factor for
internationalisation.
9. Which problems/challenges/needs is the practice addressing? Please tick the appropriate
objectives (multiple response)1
Challenges OBJECTIVES Tick where
appropriate
Human
Resources/Managerial
Capacity
Export coaching course
Incentives to foster internationalization activity
Exports forums
Improving interregional technology transfer bodies and mechanisms x
Trade visits x
1Based onOECD report on � Top Barriers and Drivers to SME Internalization�
Project INTRA: Good Practice Template | 4 /8
Challenges OBJECTIVES Tick where
appropriate
Internationalization/Export Academies
Other: please specify
SME Internalization
support infrastructure
and services
Developing technology incubators
Developing technology parks
Market research support x
Export/Internalization observatory facilities
IPR support/ Institutional protection of intellectual property
Account management support x
Developing technology centres/competence centres/applied research
centres as a key tool for competitive improvement in businesses
Diversifying and specializing technology centres and services
High level consultancy support ( eg advisors who help innovative SMEs
to boost R&D output and identify adaptations that might make a product
suitable for new overseas markets)
x
Other : please specify
Financing
Insurance solutions & risk management (e.g. covering of exporters and
foreign buyers of exports against commercial and political risks of non-
payment)
Financing short-term exports
Pre-Shipment financing
Post-Shipment financing
Loans
Credit guarantee scheme
Funding/grants for recruitment of advisors, researchers, accountants
Funding to attend international trade events and exhibitions x
Grants to support any stage of the internationalization activity
Other: please specify
Information provision
and networking
Improving interregional technology transfer bodies and mechanisms x
Creation of thematic critical masses and cluster development
Project INTRA: Good Practice Template | 5 /8
Challenges OBJECTIVES Tick where
appropriate
Establishing interregional innovative business clusters and mega-
clusters
Fostering the transferability of innovative technologies overseas x
Export promotional activities/marketing x
Regularly updated analysis reports on foreign markets
Trade missions x
Partner search & alliances x
One stop customer centre to assist SME exporters with foreign market
information and contacts x
Trade centres abroad ( that can offer market research information,
trade fair support etc)
Market intelligence services x
Other: knowledge and experience collecting and sharing among SMEs
Indirect actions:
proactive measures to
stimulate SME
internationalisation
Venture capital funds that finance innovative and high-growth
companies
Public funding schemes for start-ups
Improvement of technological capabilities of export-oriented SMEs
Other : please specify
10. Source of funding (multiple response)
x regional funds
national funds
EU funds � H2020
EU funds � ERDF
EU funds � COSME
private funding (self-financed)
private (e.g. financed by business angels)
crowdsourcing
Private funding through membership
11. Focus (choose the most relevant one)
Project INTRA: Good Practice Template | 6 /8
x focused on the SME Internalisation
focused on SME support sector
focused on sector specific SME Internalisation
12. Is the practice linked to a specific policy? Please add a short description of the policy and its link to
the strategy/programme here.
ROP ERDF 2014-2020
13. If this practice is not focused on the SME Internationalisation, why do you think it is applicable in
this field?
/
14. Geographical focus (choose one answer)
local
x regional
national
European
international
15. Actors involved in the practice (multiple response)
x regional government
national government
development agency
x university or research institution
x SME, enterprises
association of enterprises/professionals
other (please specify)
16. Outputs: direct consequences of the practice. Depending on the practice goals, please provide
quantitative indicators that are available for your practice. Some examples are listed below:
Project INTRA: Good Practice Template | 7 /8
QUANTITATIVE
INDICATOR
TIMEFRAME (during
which time?) INFO SOURCE (if available)
http://www.abruzzosviluppo.it/new/2015/10/28/pubblicato-
il-bando-regionale-per-lagevolazione-dei-progetti-di-
internazionalizzazione-dei-contratti-di-rete/
17. Please state if this practice is transferable in terms of:
x organisational model / implementation process
specific tools (e.g. training, financial support, �.)
policy making process
definition of financial feasibility
methodology for the assessment of the problem to be address
methodology for the involvement of the targeted stakeholders
x risk management strategy involved
exit strategy involved
review and maintenance methodology
metrics for the evaluation of the implementation process
x marketing strategy
other (please specify)
18. List main success factors referred to the context where the practice took place
Success factor description Is the success factor relevant for transferability in
a different local context?
Perception of public funding mechanisms and
business opportunities on foreign markets
Very relevant
Relevant
x Party relevant
Not relevant
Available human resources
x Very relevant
Relevant
Party relevant
Not relevant
Project INTRA: Good Practice Template | 8 /8
19. Further materials and reference available (paper, PPT, information sheet, leaflet, video, press
releases, articles, blogs, photos,...). Please list and enclose
www.taiprora.it
20. REFERENCES:
Contact Details: contact person of the practice (name, e-mail, �)
Mr. Francesco Alfieri, email: [email protected]
Contact Details: person compiling this form (name, e-mail, �)
Mr. Stefano Giannascoli, email: [email protected]
OTHER RELEVANT INFO
/
1. Name of the organisation owner
PALM - Innovation Pole of Wood and F
2. Region/country where the practi
Abruzzo
3. Title of the case/practice
MEDINIT - Made In Italy in Esposizione
4. Website (If available)
www.palmabruzzo.it/en
5. Description of the case/practice
The Médinit Expo is a project born in
Interior Design and Construction in Tan
In 2011, the event moved to Casablanc
Médinit Expo was an event realised in
The partnership with the local trade as
and Building Materials Federation, wit
bank) certified the quality of the event a
The Médinit Expo was like a B2B I
Companies that wanted to deal with
socio-politic stability. The Polo Palm ha
companies from Abruzzo in the field o
companies, engineers and architects.
The activity ended with another missi
through a market research, the missing
Morocco and, more generally, in north
The 2013 Exhibition made interesting
visitors.
In 2015 Médinit Expo became double: i
Project INTRA: Good Practice Template | 1 /8
wner of in charge of the practice
and Furniture
ractice takes place
izione a Casablanca
ctice (around 2000-2500 characters)
in 2010, to become the Italian Exhibition of desig
in Tangeri (Morocco).
ablanca, as the economic core of Morocco.
ed in collaboration with the Italian Chamber of Comme
de associations (such as: Architect Rank, Engineer Ra
n, with the agreement with the Banque Populaire du
vent and guaranteed the participation of qualified visito
B2B International Exhibition, with the target of acc
internationalisation processes in countries with a
alm had a 27sqm exhibition area, and it showcased its
field of Décor Wood Furniture, able to meet the need
ects.
mission to capitalise the contacts acquired during th
issing knowledge to understand fully the furniture and
north Africa
resting numbers, with 147 Italian companies exhibit
uble: in Tel Aviv, there were Médinit Expo Israel.
design and technologies for
ommerce in Morocco.
eer Rank, Builder Federation
re du Maroc, important local
visitors.
f accompanying the Italian
with a growing market and a
sed itself as a Consortium of
needs of contracts, building
ring the fair and to acquire,
e and construction market in
xhibitor and 2.200 qualified
5.1. Duration (start-end)
28-31 October 2014 - Preparatory work
Feb - Apr 2015 Market research
5.2. Goals
· Exploring a new market
· Acquiring strategic trade conta
o Construction technician
o Architects
o Engineers
o Building businessmen
o Trade and construction ma
o Suppliers
o Sellers
· Contacting visitors comes fro
Congo, etc...).
· Experimenting, with a first appr
of Pole PALM.
The aim of the mission in North Africa
· have information and analyse
provide the basic informatio
internationalisation strategies
5.3. Partners involved
The Pole Palm participated directly in th
However, four other companies have d
5.4. Total cost of the practice
� 22.000,00
6. Why do you think this could be a
The first major achievement was to org
others. In this case, however, the prep
participate at Mediniti as a single subje
Specifically, PALM presented itself as
needs. PALM went to Morocco as an �
responses to a varied and broad marke
Marketing tools and common communi
· brochures;
· synthetic leaflet;
· video;
Project INTRA: Good Practice Template | 2 /8
y works 3 months
contacts such as:
materials businessmen
from Morocco, but also people from other Africa
t approach to internationalisation, the use of the CON
frica was the following:
e the potential market in the metropolitan area of
rmation for the Pole�s members who wanted t
gies there.
tly in the event representing all its members.
ave decided to participate directly in the event.
d be a good practice?
to organise an event with operators who were often i
preparatory works were essential to identify jointly, th
subject (PALM).
lf as an UNICUM entity capable of attracting a contra
n �aggregator� to represent a group of companies a
market like the African one
munication products were realised such as:
African countries (Senegal,
ONTRACT under the brand
ea of Casablanca, in order to
ted to implement concrete
ften in competition with each
ntly, the strategic approach to
ntract and meeting specific
nies able to provide concrete
· stand setup with PALM logo
The market research to deepen the kn
Casablanca and, in general, on Morocc
7. Type of practice (multiple respon
POLICY/REGULATION
policy + successful implementation
observatory/benchmarking/monitor
x dissemination (please specify)
x event/festival
FUNDING
funding measure
financial measure (e.g. tax relief, g
investment attraction measure
KNOWLEDGE & INNOVATION
x entrepreneur training, coaching, m
access to knowledge
technology transfer
open innovation
cross-sectoral networking
MARKET
x internationalisation (e.g. creation o
cluster development
incubator/ promotion of start-up
x networking, matchmaking, �
OTHER (please specify)
------------
8. How does the practice support a
The companies gathered business con
Moreover, the study gave access to m
balance, demography and legal syste
trade.
In this context strengths and weaknesse
the recovery of claims were identified
PALM�s members had the opportunity t
the present competitors: local producer
Project INTRA: Good Practice Template | 3 /8
the knowledge was useful to acquire more accurate d
Morocco.
esponse)
tation
onitoring the SME Internalisation activities
lief, grant for exports, etc)
ing, mentoring, consultancy
tion of international partnerships, access to foreign ma
port and help enhance the SME Internalisation?
contacts of all those who visited the Palm stand.
s to macroeconomic data that characterised Morocco
system, describing the country's degree of opennes
knesses, the current corporate law rules and, in partic
ified.
unity to consult analytical data of the construction and
ducers and distributors.
rate data on market trends in
gn markets, �)
rocco in terms of GDP, trade
enness compared to foreign
particular, the guarantees for
and furnishing sector, listing
9. Which problems/challenges/need
objectives (multiple response)1
Challenges
Human
Resources/Managerial
Capacity
Export coachin
Incentives to fo
Exports forums
Improving inter
Trade visits
Internationaliza
Other: please s
SME Internalization
support infrastructure
and services
Developing tec
Developing tec
Market research
Export/Internal
IPR support/
Account mana
Developing tec
centres as a ke
Diversifying an
High level cons
to boost R&D o
suitable for new
Other : please
Financing
Insurance solu
foreign buyers
payment)
Financing shor
Pre-Shipment
Post-Shipment
1Based onOECD report on � Top Barriers an
Project INTRA: Good Practice Template | 4 /8
s/needs is the practice addressing? Please tick the
1
OBJECTIVES
aching course
s to foster internationalization activity
orums
g interregional technology transfer bodies and mechan
nalization/Export Academies
ease specify
ng technology incubators
ng technology parks
search support
ternalization observatory facilities
ort/ Institutional protection of intellectual property
management support
ng technology centres/competence centres/applied res
s a key tool for competitive improvement in businesses
ing and specializing technology centres and services
l consultancy support (eg advisors who help innovative
R&D output and identify adaptations that might make a
for new overseas markets)
lease specify
e solutions & risk management (e.g. covering of export
uyers of exports against commercial and political risks
g short-term exports
ment financing
pment financing
riers and Drivers to SME Internalization�
k the appropriate
Tick where
appropriate
echanisms
x
x
ed research
esses
vative SMEs
ake a product
exporters and
l risks of non-
Challenges
Loans
Credit guarante
Funding/grants
Funding to atte
Grants to supp
Other: please s
Information provision
and networking
Improving inter
Creation of the
Establishing in
clusters
Fostering the t
Export promoti
Regularly upda
Trade missions
Partner search
One stop custo
information and
Trade centres
trade fair supp
Market intellige
Other: knowled
Indirect actions:
proactive measures to
stimulate SME
internationalisation
Venture capita
companies
Public funding
Improvement o
Other : please
10. Source of funding (multiple resp
regional funds
national funds
Project INTRA: Good Practice Template | 5 /8
OBJECTIVES
arantee scheme
grants for recruitment of advisors, researchers, accoun
to attend international trade events and exhibitions
support any stage of the internationalization activity
ease specify
g interregional technology transfer bodies and mechan
of thematic critical masses and cluster development
ing interregional innovative business clusters and meg
the transferability of innovative technologies overseas
romotional activities/marketing
y updated analysis reports on foreign markets
issions
earch & alliances
customer centre to assist SME exporters with foreign
on and contacts
ntres abroad ( that can offer market research informati
r support etc)
telligence services
owledge and experience collecting and sharing among
capital funds that finance innovative and high-growth
nding schemes for start-ups
ent of technological capabilities of export-oriented SME
lease specify
response)
Tick where
appropriate
ccountants
ivity
echanisms
x
d mega-
rseas
x
x
x
reign market x
rmation,
mong SMEs x
wth
ed SMEs
EU funds � H2020
x EU funds � ERDF
EU funds � COSME
private funding (self-financed)
private (e.g. financed by business
crowdsourcing
x Private funding through membersh
11. Focus (choose the most relevan
focused on the SME Internalisation
focused on SME support sector
focused on sector specific SME Int
12. Is the practice linked to a specifi
the strategy/programme here.
ROP ERDF Abruzzo 2007- 2013 (Reg
Fund). Activity I.1.2 "Support for the
01/06/2011 � Domain Wood and Furnit
13. If this practice is not focused on
this field?
----------------
14. Geographical focus (choose one
local
regional
national
European
x international
15. Actors involved in the practice (m
regional government
Project INTRA: Good Practice Template | 6 /8
siness angels)
bership
levant one)
isation
E Internalisation
pecific policy? Please add a short description of th
3 (Regional Operational Programme of the European
or the creation of the Poles of Innovation" call for
Furniture
ed on the SME Internationalisation, why do you thin
e one answer)
tice (multiple response)
of the policy and its link to
pean Regional Development
ll for proposal launched on
u think it is applicable in
national government
development agency
university or research institution
x SME, enterprises
association of enterprises/professi
other (please specify)
16. Outputs: direct consequences o
quantitative indicators that are a
QUANTITATIVE INDICATOR TIM
tim
147 Italian companies exhibitor
and 2.200 qualified visitors 20
17. Please state if this practice is tra
organisational model / implementa
specific tools (e.g. training, financia
policy making process
definition of financial feasibility
methodology for the assessment o
methodology for the involvement o
risk management strategy involved
exit strategy involved
review and maintenance methodol
metrics for the evaluation of the im
x marketing strategy
other (please specify)
18. List main success factors referre
Success factor description
Perception of public funding mechanisms
Project INTRA: Good Practice Template | 7 /8
ofessionals
ces of the practice. Depending on the practice goal
are available for your practice. Some examples are
TIMEFRAME (during which
time?) INFO SOURCE (if
2013 ---
is transferable in terms of:
entation process
nancial support, �.)
ent of the problem to be address
ent of the targeted stakeholders
volved
thodology
the implementation process
eferred to the context where the practice took plac
Is the success factor relevan
a different local context?
anisms and Very relevant
goals, please provide
es are listed below:
CE (if available)
place
levant for transferability in
business opportunities on foreign marke
Available human resources
19. Further materials and reference
releases, articles, blogs, photos,
http://www.palmabruzzo.it/en/medinit-
20. REFERENCES:
Contact Details: contact person of th
Palm Coordinator: Giammario Cauti, g.
OTHER RELEVANT INFO
--------------------
Project INTRA: Good Practice Template | 8 /8
arkets Relevant
x Party relevant
Not relevant
x Very relevant
Relevant
Party relevant
Not relevant
ence available (paper, PPT, information sheet, leafl
otos,...). Please list and enclose
-expo-2014-interior-design.html
n of the practice (name, e-mail, �) / person compili
[email protected] , tel. +39 335492895
, leaflet, video, press
mpiling this form
1. Name of the organisation owner
ABREX S.r.l.
2. Region/country where the practi
ITALY
3. Title of the case/practice
ABREX: Circuito di Credito Commercia
4. Website (If available)
www.circuitoabrex.net
5. Description of the case/practice
With the Abrex Commercial Credit C
reducing their financial risk exposure a
CircuitoAbrex.net, companies can mak
goods and services to other members
therefore in order to repay the purchas
price. In CircuitoAbrex.net every busine
5.1. Duration (start-end)
----
5.2. Goals
The main objectives are:
1) Buying savings liquidity
2) Getting financing without cost a
3) Getting clients and additional s
4) Having Innovative Marketing S
5.3. Partners involved
---
5.4. Total cost of the practice
Project INTRA: Good Practice Template | 1 /8
wner of in charge of the practice
ractice takes place
erciale
ctice (around 2000-2500 characters)
redit Circuit, the very same companies are getting
ure and mutually supporting each other during these c
n make purchases and repay them over the period of
mbers within the circuit. The amazing thing is that the
urchases, the sales price will have to be the same as
business has only one interest: to boost the local econo
cost and added interest
onal sales
ting Strategies
tting credit for themselves,
hese critical times. By joining
iod of a year by selling their
at the circuit is interest free,
e as the original purchasing
economy.
-----
6. Why do you think this could be a
The purpose of the Circuit is to reconn
offer innovative complementary payme
Within the circuit, businesses are finan
wealth remains on the territory, thus sti
Every business in the Circuit ends up c
every purchase is a prelude to a sa
developed.
By operating in the Circuit, the affiliate
that otherwise would not have been g
systematically cut down their costs, savi
The most important feature of the Circ
valuable market shares. In fact, Abrex
the opportunity to contribute to econom
market.
7. Type of practice (multiple respon
POLICY/REGULATION
policy + successful implementation
observatory/benchmarking/monitor
dissemination (please specify)
event/festival
FUNDING
funding measure
financial measure (e.g. tax relief, g
investment attraction measure
KNOWLEDGE & INNOVATION
entrepreneur training, coaching, m
access to knowledge
technology transfer
open innovation
X cross-sectoral networking
MARKET
internationalisation (e.g. creation o
X cluster development
X incubator/ promotion of start-up
Project INTRA: Good Practice Template | 2 /8
d be a good practice?
reconnect local businesses, provide high-value-added
ayment and credit instruments to match the traditional
financed at a zero rate, local businesses and produc
us stimulating sustainable development models.
s up creating a virtuous circle. Abrex is a self-feeding
a sale, a network where new and long-lasting bus
ffiliated companies therefore have the opportunity to
een generated and, by using the same money in t
ts, saving valuable money and improving the own cash
e Circuit is therefore to help our companies recover, m
brex does not replace their current market, but rather
conomic recovery, optimizing their production capacity
esponse)
tation
onitoring the SME Internalisation activities
lief, grant for exports, etc)
ing, mentoring, consultancy
tion of international partnerships, access to foreign ma
dded promotion services, and
tional ones.
roductions are privileged and
ding market, a system where
g business opportunities are
ity to generate new turnover
in the network, they should
cash flows
ver, maintain and / or acquire
ather adds to it, offering them
pacity and their appeal to the
gn markets, �)
X networking, matchmaking, �
OTHER (please specify)
----------
8. How does the practice support a
--------------
9. Which problems/challenges/need
objectives (multiple response)1
Challenges
Human
Resources/Managerial
Capacity
Export coachin
Incentives to fo
Exports forums
Improving inter
Trade visits
Internationaliza
Other: please s
SME Internalization
support infrastructure
and services
Developing tec
Developing tec
Market research
Export/Internal
IPR support/ In
Account mana
Developing tec
centres as a ke
Diversifying an
High level cons
to boost R&D o
suitable for new
1Based onOECD report on � Top Barriers an
Project INTRA: Good Practice Template | 3 /8
port and help enhance the SME Internalisation?
s/needs is the practice addressing? Please tick the
1
OBJECTIVES
aching course
s to foster internationalization activity
orums
g interregional technology transfer bodies and mechan
nalization/Export Academies
ease specify
ng technology incubators
ng technology parks
search support
ternalization observatory facilities
ort/ Institutional protection of intellectual property
management support
ng technology centres/competence centres/applied res
s a key tool for competitive improvement in businesses
ing and specializing technology centres and services
l consultancy support ( eg advisors who help innovativ
D output and identify adaptations that might make a
for new overseas markets)
riers and Drivers to SME Internalization�
k the appropriate
Tick where
appropriate
echanisms
X
X
ed research
esses
ovative SMEs
ake a product
Challenges
Other : please
Financing
Insurance solu
foreign buyers
payment)
Financing shor
Pre-Shipment
Post-Shipment
Loans
Credit guarante
Funding/grants
Funding to atte
Grants to supp
Other: please s
Information provision
and networking
Improving inter
Creation of the
Establishing in
clusters
Fostering the t
Export promoti
Regularly upda
Trade missions
Partner search
One stop custo
information and
Trade centres
trade fair supp
Market intellige
Other: knowled
Indirect actions:
proactive measures to
Venture capita
companies
Project INTRA: Good Practice Template | 4 /8
OBJECTIVES
lease specify
e solutions & risk management (e.g. covering of export
uyers of exports against commercial and political risks
g short-term exports
ment financing
pment financing
arantee scheme
grants for recruitment of advisors, researchers, accoun
to attend international trade events and exhibitions
support any stage of the internationalization activity
ease specify
g interregional technology transfer bodies and mechan
of thematic critical masses and cluster development
ing interregional innovative business clusters and meg
the transferability of innovative technologies overseas
romotional activities/marketing
y updated analysis reports on foreign markets
issions
earch & alliances
customer centre to assist SME exporters with foreign
on and contacts
ntres abroad ( that can offer market research informati
r support etc)
telligence services
owledge and experience collecting and sharing among
capital funds that finance innovative and high-growth
Tick where
appropriate
exporters and
l risks of non-
X
ccountants
ivity
echanisms
X
d mega-X
rseas X
X
X
reign market
rmation,
mong SMEs
wth
Challenges
stimulate SME
internationalisation Public funding
Improvement o
Other : please
10. Source of funding (multiple resp
regional funds
national funds
EU funds � H2020
EU funds � ERDF
EU funds � COSME
private funding (self-financed)
private (e.g. financed by business
crowd sourcing
X Private funding through membersh
11. Focus (choose the most relevan
focused on the SME Internalisation
X focused on SME support sector
focused on sector specific SME Int
12. Is the practice linked to a specifi
the strategy/programme here.
-------------
Project INTRA: Good Practice Template | 5 /8
OBJECTIVES
nding schemes for start-ups
ent of technological capabilities of export-oriented SME
lease specify
response)
siness angels)
bership
levant one)
isation
E Internalisation
pecific policy? Please add a short description of th
Tick where
appropriate
X
ed SMEs
of the policy and its link to
13. If this practice is not focused on
this field?
The Abrex Commercial Credit Circuit
they are in a difficult economic situati
savings (�) generated by sales and add
This extra market (compared to the �
spend their money on new forms of
programming, thanks to the circuit, st
markets.
14. Geographical focus (choose one
local
X regional
national
European
international
15. Actors involved in the practice (m
X regional government
national government
development agency
university or research institution
X SME, enterprises
association of enterprises/professi
other (please specify)
16. Outputs: direct consequences o
quantitative indicators that are a
QUANTITATIVE INDICATOR TIME
--- ---
17. Please state if this practice is tra
X organisational model / implementa
Project INTRA: Good Practice Template | 6 /8
ed on the SME Internationalisation, why do you thin
ircuit enables companies to give an impulse back to
situation, or starting, planning or making new investm
nd additional purchases made inside Abrex.
� one), allows companies � in the long run � to
s of development on various markets, including fo
rcuit, strategic marketing activities capable of being
e one answer)
tice (multiple response)
ofessionals
ces of the practice. Depending on the practice goal
are available for your practice. Some examples are
TIMEFRAME (during which time?) INFO SOUR
---
is transferable in terms of:
entation process
u think it is applicable in
ck to affiliated businesses, if
vestments thanks to liquidity
to focus their attention and
ing foreign markets, or start
being known also in foreign
goals, please provide
es are listed below:
SOURCE (if available)
specific tools (e.g. training, financia
policy making process
definition of financial feasibility
methodology for the assessment o
methodology for the involvement o
risk management strategy involved
exit strategy involved
review and maintenance methodol
metrics for the evaluation of the im
marketing strategy
other (please specify)
18. List main success factors referre
Success factor description
Perception of public funding mechanisms
business opportunities on foreign marke
Available human resources
19. Further materials and reference
releases, articles, blogs, photos,
PRESS:
Il Centro
Il Sole 24 Ore
Italia Oggi
l'Espresso
TV6
Rete8
Project INTRA: Good Practice Template | 7 /8
nancial support, �.)
ent of the problem to be address
ent of the targeted stakeholders
volved
thodology
the implementation process
eferred to the context where the practice took plac
Is the success factor relevan
a different local context?
anisms and
arkets
V Very relevant
Relevant
Party relevant
Not relevant
Very relevant
X Relevant
Party relevant
Not relevant
ence available (paper, PPT, information sheet, leafl
otos,...). Please list and enclose
place
levant for transferability in
, leaflet, video, press
20. REFERENCES:
Contact Details: contact person of th
Mr. Angelo D�Ottavio (President Abrex
Contact Details: person compiling th
Ms. Sara Cicchelli (Resp. Marketing
OTHER RELEVANT INFO
-------
Project INTRA: Good Practice Template | 8 /8
n of the practice (name, e-mail, �)
brex Srl) [email protected]
ling this form (name, e-mail, �)
ting and Communication) comunicazione@circuitoabre
toabrex.net
Project INTRA: Good Practice Template | 1 /10
1. Name of the organisation owner of in charge of the practice
NRGSYS di D. Ciambrone & C
2. Region/country where the practice takes place
Canada/USA
3. Title of the case/practice
NerveVision
4. Website (If available)
https://www.nervevision.com/
5. Description of the case/practice (around 2000-2500 characters)
NerveVision is a proprietary, post-processing software platform that creates a 3D reconstruction and
segmentation of peripheral nerves from standard MRI acquisitions.
The software accepts DICOM series and is vendor neutral.
The images can be optimized for nerve reconstruction with available protocols. The originating MRI exam
is non-invasive.
NerveVision is able to show the target nerve(s) in 3D. It can identify areas of nerve damage as well as
areas in and around the nerve(s) that are indicative of inflammation, and can identify signs of nerve
degeneration or regeneration over time (in development).
The various applications of the software are valuable tools that can assist in Pre-Surgical Planning,
offer Diagnostic Support, accurately pinpoint the proper site for Pain Management Injections, and help
to avoid nerve injuries and damage during routine Surgical, Minimally Invasive Surgical, Prostate
Biopsies and Cancer Ablation procedures.
Project INTRA: Good Practice Template | 2 /10
5.1. Duration (start-end)
The initial project was started in 2013 and continued up to summer 2015
The project is restarting om May 2017 under the pressure of new market targets (mainly spinal Pre-surgical
planning) and with huge funding injections from private entities up to year 2020
5.2. Goals
Application modules
· NerveVision
is the base application which is used to create the 3D Reconstruction and Segmentation of any
nerve(s) from a Standard MRI series.
· NerveMap
is used to create an image of the nerve paths in the target area, to assist in Pre-Surgical
Planning when deciding where is the best place to make incisions, to avoid nerve injury.
This module is based on a co-registration between CT and MRI images (mainly on the spine)
taken on the same patient
· NervePoint
is a clinical utility that has been developed to identify areas of Inflammation in and around the
nerve(s) of interest.
· NerveTrack
is an application that is in development in joint with the Northwestern University�s Feinberg School
of Medicine. It will enable clinicians to identify areas where there may
be Degeneration or Regeneration of the nerve, over time
5.3. Partners involved
CIMTEC � Ontario organization for hardware and software innovation support
MaRS Innovation - early-stage seed investing for companies and technology emerging
Johnson& Johnson � Jlabs Innovation partner
Sunnybrook Health Sciences - Toronto
SickKids Hospital � Toronto
5.4. Total cost of the practice
First round 2012-2015: 450k�
Current round 2017-2020: 3.4M�
Project INTRA: Good Practice Template | 3 /10
6. Why do you think this could be a good practice?
Nerves are not being visualized in 3D by any Current Modality
� Physicians are working blind
� Surgeons have no 3D Nerve Visualization/Planning tools unlike Heart, Brain and Lung
� No Continuous Nerve Visualization
� No Anatomic References
� Limited Information upon which to Base Decisions
NerveVision displays Nerves in 3D
� Visualizes Nerve Path and Surface as a Continuous Structure
� Displays Multiple Nerves, and Branches in Anatomic Relation
� Pinpoints Areas of Inflammation to within 1 mm
� Supports Diagnostics, Pre-Surgical Planning & Treatment Monitoring
� Accurate, Fast, Easy to use, Low cost, Non-invasive
In combination (co-registration) with CT images NerveVision is the perfect platform for spinal pre-
surgical planning
NerveVision software platform received FDA 510k clearance in 2012
NerveVision is reimbursed by Medicare and Private Insurance CPT Code 76377 3D rendering with
interpretation and reporting of MRI (and other imaging modalities) requiring image post-processing on an
independent workstation
7. Type of practice (multiple response)
POLICY/REGULATION
X policy + successful implementation
· Partecipation in shares to international companies
· Partecipation to the Management Boards
· Keep the core development as off-shore external activity with the Italian design and development
team
X observatory/benchmarking/monitoring the SME Internalisation activities
NerveVision has its offices hosted at the JLabs Innovation in Toronto. Here it is continuously monitored
and its activity is supervised and driven by mentor assigned by Johnson & Johnson (Dr. John Pracyk �
Neurosurgeon)
X dissemination (please specify)
The NerveVision activity is constantly promoted by the Ontario public organizations CIMTEC and MaRS
X event/festival
NerveVision has participated with own booth at:
· RSNA (Chicago) 2015
· RSNA (Chicago) 2015
Project INTRA: Good Practice Template | 4 /10
RSNA (Radiological Society of North America)
FUNDING
X funding measure
Private investors
financial measure (e.g. tax relief, grant for exports, etc)
investment attraction measure
KNOWLEDGE & INNOVATION
X entrepreneur training, coaching, mentoring, consultancy
X access to knowledge
X technology transfer
X open innovation
cross-sectoral networking
MARKET
X internationalisation (e.g. creation of international partnerships, access to foreign markets, �)
Partecipation to 3D Imaging Partners (3DIP) Toronto (Canada)
Partecipation to NerveVision Inc. (Delaware USA)
cluster development
X incubator/ promotion of start-up
CIMTEC � Ontario organization for hardware and software innovation support
MaRS Innovation - early-stage seed investing for companies and technology emerging
JLabs Innovation � technology incubator by Johnson & Johnson
networking, matchmaking, �
OTHER (please specify)
Project INTRA: Good Practice Template | 5 /10
8. How does the practice support and help enhance the SME Internalisation?
The practice has proven the following topics:
· A top level technology company that is able to transfer its competences packaged with the Italian style
and creativity is a unique added value
· This value is easily recognized outside Italy and even more in North America
9. Which problems/challenges/needs is the practice addressing? Please tick the appropriate
objectives (multiple response)1
Challenges OBJECTIVES Tick where
appropriate
Human
Resources/Managerial
Capacity
Export coaching course X
Incentives to foster internationalization activity
Exports forums
Improving interregional technology transfer bodies and mechanisms X
Trade visits X
Internationalization/Export Academies
Other: please specify
SME Internalization
support infrastructure
and services
Developing technology incubators X
Developing technology parks
Market research support X
Export/Internalization observatory facilities X
IPR support/ Institutional protection of intellectual property X
Account management support
Developing technology centres/competence centres/applied research
centres as a key tool for competitive improvement in businesses
Diversifying and specializing technology centres and services
High level consultancy support ( eg advisors who help innovative SMEs
to boost R&D output and identify adaptations that might make a product
suitable for new overseas markets)
X
Other : please specify
Financing Insurance solutions & risk management (e.g. covering of exporters and
1Based onOECD report on � Top Barriers and Drivers to SME Internalization�
Project INTRA: Good Practice Template | 6 /10
Challenges OBJECTIVES Tick where
appropriate
foreign buyers of exports against commercial and political risks of non-
payment)
Financing short-term exports
Pre-Shipment financing
Post-Shipment financing
Loans
Credit guarantee scheme
Funding/grants for recruitment of advisors, researchers, accountants
Getting Ontario government funds to support hiring local people
for high tech activities
X
Funding to attend international trade events and exhibitions
Hosted by the Ontario government collective booths in
international shows (RSNA Chicago 2015-2016-2017)
X
Grants to support any stage of the internationalization activity
Funding by private investors
Information provision
and networking
Improving interregional technology transfer bodies and mechanisms
Creation of thematic critical masses and cluster development
Establishing interregional innovative business clusters and mega-
clusters
Fostering the transferability of innovative technologies overseas X
Export promotional activities/marketing
Regularly updated analysis reports on foreign markets
Trade missions
Partner search & alliances X
One stop customer centre to assist SME exporters with foreign market
information and contacts
JLabs Innovation � technology incubator by Johnson & Johnson
X
Trade centres abroad ( that can offer market research information,
trade fair support etc)
· Ontario Trade Offices
X
Project INTRA: Good Practice Template | 7 /10
Challenges OBJECTIVES Tick where
appropriate
· JLabs Innovation � technology incubator by Johnson & Johnson
Market intelligence services
Other: knowledge and experience collecting and sharing among SMEs
Indirect actions:
proactive measures to
stimulate SME
internationalisation
Venture capital funds that finance innovative and high-growth
companies X
Public funding schemes for start-ups X
Improvement of technological capabilities of export-oriented SMEs
Other : please specify
10. Source of funding (multiple response)
X regional funds
national funds
EU funds � H2020
EU funds � ERDF
EU funds � COSME
X private funding (self-financed)
X private (e.g. financed by business angels)
crowdsourcing
X Private funding through membership
11. Focus (choose the most relevant one)
focused on the SME Internationalisation
focused on SME support sector
focused on sector specific SME Internationalisation
Project INTRA: Good Practice Template | 8 /10
12. Is the practice linked to a specific policy? Please add a short description of the policy and its link to
the strategy/programme here.
13. If this practice is not focused on the SME Internationalisation, why do you think it is applicable in
this field?
14. Geographical focus (choose one answer)
local
regional
national
European
X international
15. Actors involved in the practice (multiple response)
X regional government
national government
X development agency
university or research institution
SME, enterprises
X association of enterprises/professionals
other (please specify)
16. Outputs: direct consequences of the practice. Depending on the practice goals, please provide
quantitative indicators that are available for your practice. Some examples are listed below:
QUANTITATIVE INDICATOR TIMEFRAME (during which
time?) INFO SOURCE (if available)
Project INTRA: Good Practice Template | 9 /10
17. Please state if this practice is transferable in terms of:
organisational model / implementation process
specific tools (e.g. training, financial support, �.)
X policy making process
definition of financial feasibility
methodology for the assessment of the problem to be address
X methodology for the involvement of the targeted stakeholders
risk management strategy involved
exit strategy involved
review and maintenance methodology
metrics for the evaluation of the implementation process
marketing strategy
other (please specify)
18. List main success factors referred to the context where the practice took place
Success factor description Is the success factor relevant for transferability in
a different local context?
Perception of public funding mechanisms and
business opportunities on foreign markets
X Very relevant
Relevant
Party relevant
Not relevant
Available human resources
Very relevant
Relevant
X Party relevant
Not relevant
Project INTRA: Good Practice Template | 10 /10
19. Further materials and reference available (paper, PPT, information sheet, leaflet, video, press
releases, articles, blogs, photos,...). Please list and enclose
Internet site: www.nervevision.com
Video: NVVideoRSNA2016.mp4 video for RSNA 2016
Video: Video7.mp4 video for spinal pre-surgical planning
Presentation: Integration Presentation - January 2017.pdf
Presentation: Quick presentation - March 2017.pdf
20. REFERENCES:
Contact Details: contact person of the practice (name, e-mail, �)
Nico Ciambrone
Contact Details: person compiling this form (name, e-mail, �)
Nico Ciambrone
OTHER RELEVANT INFO
Project INTRA: Good Practice Template | 1 /7
1. Name of the organisation owner of in charge of the practice
SINERGIE Education
2. Region/country where the practice takes place
Italy - Europe
3. Title of the case/practice
Training for internationalization
4. Website (If available)
http://www.inergie.education
5. Description of the case/practice (around 2000-2500 characters)
Internationalization training enables companies to focus on new but necessary issues for working across border.
5.1. Duration (start-end)
Since 2 years
5.2. Goals
· Prepare for the management of legal and bureaucratic aspects
· Prepare for the management of foreign trade rules
5.3. Partners involved
Companies in Abruzzo Region � SMEs and Big Company
5.4. Total cost of the practice
The cost is variable, it depends on the duration of training activities, but it is always fully fundable and
calculable with the hour / cost parameter of � 165.00 per hour.
6. Why do you think this could be a good practice?
Project INTRA: Good Practice Template | 2 /7
Without the training it would be very dangerous to approach new markets, with other rules. That is why the
training we have made has always aimed to prepare companies to face this challenge with awareness.
7. Type of practice (multiple response)
POLICY/REGULATION
x policy + successful implementation
x observatory/benchmarking/monitoring the SME Internalisation activities
dissemination (please specify)
event/festival
FUNDING
x funding measure
financial measure (e.g. tax relief, grant for exports, etc)
investment attraction measure
KNOWLEDGE & INNOVATION
x entrepreneur training, coaching, mentoring, consultancy
x access to knowledge
technology transfer
x open innovation
cross-sectoral networking
MARKET
internationalisation (e.g. creation of international partnerships, access to foreign markets, �)
cluster development
incubator/ promotion of start-up
x networking, matchmaking, �
OTHER (please specify)
8. How does the practice support and help enhance the SME Internalisation?
To acquire competencies. To provide companies with the tools and knowledge they can allowing them to
emerge on foreign markets for Internationalize their business.
Project INTRA: Good Practice Template | 3 /7
9. Which problems/challenges/needs is the practice addressing? Please tick the appropriate
objectives (multiple response)1
Challenges OBJECTIVES Tick where
appropriate
Human
Resources/Managerial
Capacity
Export coaching course
Incentives to foster internationalization activity x
Exports forums
Improving interregional technology transfer bodies and mechanisms
Trade visits
Internationalization/Export Academies
Other: please specify
SME Internalization
support infrastructure
and services
Developing technology incubators
Developing technology parks
Market research support
Export/Internalization observatory facilities
IPR support/ Institutional protection of intellectual property
Account management support x
Developing technology centres/competence centres/applied research
centres as a key tool for competitive improvement in businesses x
Diversifying and specializing technology centres and services
High level consultancy support ( eg advisors who help innovative SMEs
to boost R&D output and identify adaptations that might make a product
suitable for new overseas markets)
Other : please specify
Financing
Insurance solutions & risk management (e.g. covering of exporters and
foreign buyers of exports against commercial and political risks of non-
payment)
Financing short-term exports x
Pre-Shipment financing
Post-Shipment financing
1Based onOECD report on � Top Barriers and Drivers to SME Internalization�
Project INTRA: Good Practice Template | 4 /7
Challenges OBJECTIVES Tick where
appropriate
Loans
Credit guarantee scheme
Funding/grants for recruitment of advisors, researchers, accountants
Funding to attend international trade events and exhibitions
Grants to support any stage of the internationalization activity x
Other: please specify
Information provision
and networking
Improving interregional technology transfer bodies and mechanisms
Creation of thematic critical masses and cluster development
Establishing interregional innovative business clusters and mega-
clusters
Fostering the transferability of innovative technologies overseas
Export promotional activities/marketing x
Regularly updated analysis reports on foreign markets
Trade missions x
Partner search & alliances
One stop customer centre to assist SME exporters with foreign market
information and contacts
Trade centres abroad ( that can offer market research information,
trade fair support etc)
Market intelligence services
Other: knowledge and experience collecting and sharing among SMEs
Indirect actions:
proactive measures to
stimulate SME
internationalisation
Venture capital funds that finance innovative and high-growth
companies
Public funding schemes for start-ups
Improvement of technological capabilities of export-oriented SMEs x
Other : please specify
10. Source of funding (multiple response)
x regional funds
x national funds
Project INTRA: Good Practice Template | 5 /7
EU funds � H2020
EU funds � ERDF
EU funds � COSME
private funding (self-financed)
private (e.g. financed by business angels)
crowdsourcing
Private funding through membership
11. Focus (choose the most relevant one)
x focused on the SME Internalisation
focused on SME support sector
focused on sector specific SME Internalisation
12. Is the practice linked to a specific policy? Please add a short description of the policy and its link to
the strategy/programme here.
Training is a cross-cutting policy of internationalization strategies and programs.
Training is an effective tool to support the internationalization of SMEs because it helps to develop the skills of
decision makers and to increase the human capital needed to invest in these processes, which require change
and innovation.
Training is an effective response to overcoming obstacles in the internationalization of SMEs.
The training provided:
- Business English for the internationalization of SMEs
- Acquiring information to export and the rules of international trade
- Financial instruments and services for internationalization
- The rules and principles of international trade
- The rules and principles of international trade and marketing
13. If this practice is not focused on the SME Internationalisation, why do you think it is applicable in
this field?
14. Geographical focus (choose one answer)
local
regional
Project INTRA: Good Practice Template | 6 /7
national
x European
international
15. Actors involved in the practice (multiple response)
x regional government
national government
development agency
university or research institution
x SME, enterprises
x association of enterprises/professionals
other (please specify)
16. Outputs: direct consequences of the practice. Depending on the practice goals, please provide
quantitative indicators that are available for your practice. Some examples are listed below:
QUANTITATIVE INDICATOR
TIMEFRAME (during which
time?) INFO SOURCE (if available)
Supporting number of SMEs:
average 7 Company One years Interprofessional Funds
17. Please state if this practice is transferable in terms of:
x organisational model / implementation process
x specific tools (e.g. training, financial support, �.)
policy making process
definition of financial feasibility
methodology for the assessment of the problem to be address
methodology for the involvement of the targeted stakeholders
risk management strategy involved
exit strategy involved
review and maintenance methodology
metrics for the evaluation of the implementation process
Project INTRA: Good Practice Template | 7 /7
marketing strategy
other (please specify)
18. List main success factors referred to the context where the practice took place
Success factor description Is the success factor relevant for transferability in
a different local context?
Perception of public funding mechanisms and
business opportunities on foreign markets
Very relevant
x Relevant
Party relevant
Not relevant
Available human resources
Very relevant
x Relevant
Party relevant
Not relevant
19. Further materials and reference available (paper, PPT, information sheet, leaflet, video, press
releases, articles, blogs, photos,...). Please list and enclose
//
20. REFERENCES:
Contact Details: contact person of the practice (name, e-mail, �)
Elisa Antonioni, [email protected]
Contact Details: person compiling this form (name, e-mail, �)
Laura Tivolesi, [email protected]
OTHER RELEVANT INFO
1. Name of the organisation owner
SAPERI LOCALI DISTRIBUZIONE SO
2. Region/country where the practi
Abruzzo / Italy
3. Title of the case/practice
A market label for certifying the nutrace
4. Website (If available)
www.saperilocali.it (website of project a
5. Description of the case/practice
The case described has the aim to iden
footprint items of agri-food products com
The scope of such project is to create a
elements to the target market.
The market will be reached by local com
Several are the best and worst practise
successful project, as well as, the previ
The contribution of Capitank, as Innova
among partners. It is an organisation th
gain, increase or strengthen their mark
research and transferring of knowledge
In our case, the partners are coming fro
the idea will come into reality. Efforts in
Saperi Locali is a commercial company
particularly qualified for their impact on
Sinergie Education is a training and com
learning and increasing personal skills
University of Chieti-Pescara is a univer
had developed skilling on �Translationa
olive oil, content of vitamin K2 in ferme
These results are really influenced by t
to involve also, as associated partners,
The support of Capitank will be also cru
start the phase of dissemination and ca
Project INTRA: Good Practice Template | 1 /8
wner of in charge of the practice
E SOSTENIBILE srl
ractice takes place
utraceutical and carbon footprint of local human agri-
oject and the e-market place is not available. They will
ctice (around 2000-2500 characters)
to identify and qualify, in terms of marketing, the nutrac
cts coming from local farms.
reate a qualified offer of organic agri-food naturally rich
al community�s shops and by a e-market place.
actise in Italy and European Countries taken into cons
previous and concreate experiences and skilling of pr
Innovation Pole, was crucial for seeding the project pro
tion that offer many and high-level opportunities for ent
r market positions or competitiveness by investing in inn
ledge among different sectors.
ing from different economic/social sectors and with the
orts into Success.
pany involved on distribution to consumer of organic f
ct on human health.
nd communication company specialized on market stra
skills and management capacities.
university study and research centre. Specially its resea
lational Medicine� and studies and researches on conte
fermented milk cheese and content of beta-carotene vi
d by the production process. Then, it is very important
tners, local small farm and agri-food producers.
lso crucial for submit the project results to financial com
nd capitalisation of the experience.
-food products
y will be project outputs)
nutraceutical and carbon
ly rich of nutraceutical
consideration to set up a
of project partners.
ct proposal and to match
for enterprises interested to
in innovation, applicable
ith the mediation of Capitank
anic food and cosmetics
rket strategies, long life-
research centre CeSI-MeT
ontent of natural toxins in
ene vitamin in tomato sauce.
rtant for the project success
al community of investors to
Even in the project will be set up a e-m
investors) are needed to increase the in
Healthy food and cosmetics cannot be
community�s shops in the territory, nea
conditions.
Capitank is the ideal dimension where
5.1. Duration (start-end)
12 months: from January 2018 to Dece
5.2. Goals
Several are the project goals. Three of
1) Set up a certification methodolo
products which must be compe
2) Create a e-market place based
purchasing behaviour by crossi
from producers to dealers;
3) Plan and adopt a communicatio
target groups (doctors, holistic
producers).
5.3. Partners involved
Saperi Locali Distribuzione Sostenibile
Sinergie Educations srl (Project Partne
University of Chieti-Pescara (Project Pa
5.4. Total cost of the practice
150,000.00
6. Why do you think this could be a
The market of healthy food and cosmet
is offering only industrial functional food
food.
Now, this market is influenced by multin
supermarket or drugstores. People use
as a common routine to prevent future
We think that small shops, supported a
people, without to feel a sick person.
7. Type of practice (multiple respon
Project INTRA: Good Practice Template | 2 /8
market place, investors (venture capitalists, busine
the investment in market development.
ot be deal only by e-commerce. The dealing strategy n
, near and in relationship with consumers distressed b
here to growth own business success!
December 2018
ree of them are very crucial:
hodology of content of nutraceuticals and of the carbon
ompetitive to be adopt by small farmers and producers
based on semantic research engine to help and assist
crossing his/her routine at the same time capable to m
nication strategy and set up a communication campaig
olistic operators, nutritionists, consumers, civil organisa
nibile srl (Lead Partner)
artner)
ject Partner)
d be a good practice?
osmetics are very increase, more than organic product
al food because many are the problems to face to obta
multinational big enterprises and the delivering channe
le use to consumer this food only because they have h
uture health problems.
rted also with e-market place, are most in relationship
esponse)
usiness angels and fund
tegy needs also spread little
sed by their health
arbon footprint of agri-food
ducers;
assist the customer during its
e to manage the supply chain
mpaign towards different
ganisations of consumers and
roducts. Although, the market
obtain natural functional
hannels are only organic
ave health problems and not
nship and informal to any
POLICY/REGULATION
policy + successful implementation
observatory/benchmarking/monitor
dissemination (please specify)
event/festival
FUNDING
funding measure
financial measure (e.g. tax relief, g
investment attraction measure
KNOWLEDGE & INNOVATION
entrepreneur training, coaching, m
access to knowledge
X technology transfer
open innovation
cross-sectoral networking
MARKET
internationalisation (e.g. creation o
X cluster development
incubator/ promotion of start-up
networking, matchmaking, �
OTHER (please specify)
8. How does the practice support a
Innovation is inherent condition to m
increasing into the EU market and cou
of these products is the first and pre
products need to be compared with n
marketing strategy must be developed
and legislative) standing in each nation
Project INTRA: Good Practice Template | 3 /8
tation
onitoring the SME Internalisation activities
lief, grant for exports, etc)
mentoring, consultancy
tion of international partnerships, access to foreign ma
port and help enhance the SME Internalisation?
to market internationalisation. Healthy food and
d countries with high standard of wellness. To certify
d pre-condition element but it is not enough.The com
with national law limits and not only with EU regula
eloped step by step taken into consideration all the o
national target market.
gn markets, �)
and cosmetics are realistic
ertify the nutraceutical quality
e commercialisation to these
regulations. In this view, the
the obstacles (administrative
9. Which problems/challenges/need
objectives (multiple response)1
Challenges
Human
Resources/Managerial
Capacity
Export coachin
Incentives to fo
Exports forums
Improving inter
Trade visits
Internationaliza
Other: please s
SME Internalization
support infrastructure
and services
Developing tec
Developing tec
Market research
Export/Internal
IPR support/ In
Account mana
Developing tec
centres as a ke
Diversifying an
High level cons
to boost R&D o
suitable for new
Other : please
Financing
Insurance solu
foreign buyers
payment)
Financing shor
Pre-Shipment
Post-Shipment
1Based onOECD report on � Top Barriers an
Project INTRA: Good Practice Template | 4 /8
s/needs is the practice addressing? Please tick the
1
OBJECTIVES
aching course
s to foster internationalization activity
orums
g interregional technology transfer bodies and mechan
nalization/Export Academies
ease specify
ng technology incubators
ng technology parks
search support
ternalization observatory facilities
ort/ Institutional protection of intellectual property
management support
ng technology centres/competence centres/applied res
s a key tool for competitive improvement in businesses
ing and specializing technology centres and services
l consultancy support ( eg advisors who help innovativ
R&D output and identify adaptations that might make a
for new overseas markets)
lease specify
e solutions & risk management (e.g. covering of export
uyers of exports against commercial and political risks
g short-term exports
ment financing
pment financing
riers and Drivers to SME Internalization�
k the appropriate
Tick where
appropriate
echanisms
X
X
ed research
esses
ovative SMEs
ake a product X
exporters and
l risks of non- X
Challenges
Loans
Credit guarante
Funding/grants
Funding to atte
Grants to supp
Other: please s
Information provision
and networking
Improving inter
Creation of the
Establishing in
clusters
Fostering the t
Export promoti
Regularly upda
Trade missions
Partner search
One stop custo
information and
Trade centres
fair support etc
Market intellige
Other: knowled
Indirect actions:
proactive measures to
stimulate SME
internationalisation
Venture capita
companies
Public funding
Improvement o
Other: please s
10. Source of funding (multiple resp
regional funds
national funds
Project INTRA: Good Practice Template | 5 /8
OBJECTIVES
arantee scheme
grants for recruitment of advisors, researchers, accoun
to attend international trade events and exhibitions
support any stage of the internationalization activity
ease specify
g interregional technology transfer bodies and mechan
of thematic critical masses and cluster development
ing interregional innovative business clusters and meg
the transferability of innovative technologies overseas
romotional activities/marketing
y updated analysis reports on foreign markets
issions
earch & alliances
customer centre to assist SME exporters with foreign
and contacts
ntres abroad (that can offer market research informatio
ort etc)
telligence services
owledge and experience collecting and sharing among
capital funds that finance innovative and high-growth
nding schemes for start-ups
ent of technological capabilities of export-oriented SME
ease specify
response)
Tick where
appropriate
ccountants X
X
ivity
echanisms
d mega-X
rseas
X
X
reign market
rmation, trade
X
mong SMEs
wth X
ed SMEs
EU funds � H2020
X EU funds � ERDF
EU funds � COSME
private funding (self-financed)
private (e.g. financed by business
crowdsourcing
X Private funding through membersh
11. Focus (choose the most relevan
focused on the SME Internalisation
X focused on SME support sector
focused on sector specific SME Int
12. Is the practice linked to a specifi
the strategy/programme here.
The project is contributing to the Regio
technological domain AGRIFOOD.
13. If this practice is not focused on
this field?
SME Internationalisation strategy (and
capitalisation and the involving of ventu
14. Geographical focus (choose one
local
X regional
X national
European
international
15. Actors involved in the practice (m
regional government
Project INTRA: Good Practice Template | 6 /8
siness angels)
bership
levant one)
isation
E Internalisation
pecific policy? Please add a short description of th
Regional Strategy of Smart Specialisation (RIS3) in par
ed on the SME Internationalisation, why do you thin
(and measures) is the future challenge of this project.
venture capitalists interested on company and its busi
e one answer)
tice (multiple response)
of the policy and its link to
in particular to the
u think it is applicable in
oject. It will follow the
s business growth.
national government
development agency
X university or research institution
X SME, enterprises
association of enterprises/professi
other (please specify)
16. Outputs: direct consequences o
quantitative indicators that are a
QUANTITATIVE INDICATOR TIME
time?
6 Certification of agri-food
products year
17. Please state if this practice is tra
X organisational model / implementa
specific tools (e.g. training, financia
X policy making process
definition of financial feasibility
methodology for the assessment o
X methodology for the involvement o
risk management strategy involved
exit strategy involved
review and maintenance methodol
metrics for the evaluation of the im
X marketing strategy
other (please specify)
18. List main success factors referre
Success factor description
Perception of public funding mechanisms
Project INTRA: Good Practice Template | 7 /8
ofessionals
ces of the practice. Depending on the practice goal
are available for your practice. Some examples are
TIMEFRAME (during which
time?) INFO SOURCE (if
ear Internal certificatio
is transferable in terms of:
entation process
nancial support, �.)
ent of the problem to be address
ent of the targeted stakeholders
volved
thodology
the implementation process
eferred to the context where the practice took plac
Is the success factor relevan
a different local context?
anisms and Very relevant
goals, please provide
are listed below:
CE (if available)
cation reports
place
levant for transferability in
business opportunities on foreign marke
Available human resources
19. Further materials and reference
releases, articles, blogs, photos,
Project PPT
Company LEAFLET
20. REFERENCES:
Contact Details: contact person of th
Francesco Cuddemi, pescara@saperilo
Contact Details: person compiling th
Francesco Cuddemi, pescara@saperilo
OTHER RELEVANT INFO
Project INTRA: Good Practice Template | 8 /8
arkets Relevant
X Party relevant
Not relevant
Very relevant
X Relevant
Party relevant
Not relevant
ence available (paper, PPT, information sheet, leafl
otos, etc.). Please list and enclose
n of the practice (name, e-mail, �)
aperilocali.it
ling this form (name, e-mail, �)
aperilocali.it
, leaflet, video, press
1. Name of the organisation owner
Abruzzo Region
2. Region/country where the practi
Abruzzo
3. Title of the case/practice
Abruzzo4Export
4. Website (If available)
http://www.abruzzo4export.it/
5. Description of the case/practice
Abruzzo4Export is a project fostered by
others, in the framework of the ROP �
opportunities, for local businesses, to e
It is an initiative to contrast the econom
euro area, the main market for territoria
In this sense it is intended to implemen
· the experimentation of training
professional skills for entrepren
· the creation of networks and tra
collaborative relationships betw
Abruzzo4Export is addressed primarily
The general objective consists on gene
They could be reached thanks to
· capitalisation of their formerly e
· learning of brand new way of c
· strengthening and valorising of
The above mentioned things may be su
philosophy for the development of prod
practices of the SMEs.
5.1. Duration (start-end)
2013/2017
Project INTRA: Good Practice Template | 1 /10
wner of in charge of the practice
ractice takes place
ctice (around 2000-2500 characters)
red by the Abruzzo region, the regional Department for
� ESF 2007/2013, OP 2012/2013, aimed at increas
, to enter International markets.
onomic crisis and the drop in consumption, nowadays,
rritorial exports.
lement,
ining models aimed at acquiring and strengthening ne
repreneurial and managerial growth
and training packages on interregional and transnation
s between businesses.
marily to 4 industries: Agri-food, Energy Efficiency, Mec
generating new growth opportunities and visibility for
erly experiences,
y of collaboration,
ing of human capital.
be supported by operating training activities so as to
f productive processes based on specific benchmarkin
ent for Social Policies and
creasing and favouring
days, extended to the whole
new and strategic
ational basis enhancing the
y, Mechanical field, Fashion.
y for the local businesses.
to spread a new
arking identified in the good
5.2. Goals
The project provides for the realisations
· capitalising past experiences,
them transferable (best practice
· promoting appropriate sponso
information about the initiativ
concerned
· developing marketing activities
and diffusion of good practice
workshops, seminars abroad o
· promoting the launch of netwo
animation organisations for e
guarantee to Abruzzo compani
investments, licensing, indust
productive cooperation
realising, following the signing of a "Tra
analysis aimed at promoting methodolo
professional skills in starting and mana
positions in relations with foreign marke
5.3. Partners involved
Chamber of Commerce and other pu
Chamber of Commerce of Chieti
Chamber of Commerce of Pescara
Chamber of Commerce of Teramo
Chamber of Commerce Eastern Italy
Foreign Center of Chamber of Commer
Agency for the development, Special co
Province of Chieti
Province of Pescara
Province of Teramo
Province of L�Aquila
ASSOCIATIONS
APCO Associazione Professionale Itali
Assoretipmi � Associazione Reti di Imp
FENAPI Abruzzo
COPAGRI Abruzzo
Confartigianato Abruzzo
CNA Abruzzo
Coldiretti Teramo
Confcommercio Teramo
Confindustria Teramo
Project INTRA: Good Practice Template | 2 /10
sations of the following activities:
nces, including those funded by the Abruzzo region
ractices)
sponsorship and communication tools for the wides
itiative, so as to maximise the access to the initia
tivities aimed at promoting companies with a particular
ractices (incoming foreign operators, bilateral meetin
oad or in Abruzzo, market communication actions, fairs
networks between companies in Abruzzo, national a
for exchanging and sharing experiences and good
mpanies an evolution of success on foreign markets in
industrial collaborations, trade agreements to increa
a "Training Pact" among the members of the network,
odologies and models that enable the development an
managing processes of internationalisation in subjects
markets within Abruzzo companies.
public bodies
taly
mmerce of Abruzzo
cial company of the Chamber of Commerce of L�Aquila
le Italiana Consulenti di Management
di Imprese PMI
region, codifying and making
widespread dissemination of
initiative by the companies
ticular focus on the collection
meetings between operators,
s, fairs)
onal and foreign entities and
good practices, designed to
ets in terms of new contracts,
increase exports or possible
work, a training needs
ent and / or enhancement of
bjects who occupy key
�Aquila
Confindustria L�Aquila
Apindustria della Provincia de L�Aquila
Confeuro L�Aquila
Mondo a colori � Associazioni Migranti
Maison Enrico Mattei � Associazione p
Networks
Polo per l�internazionalizzazione delle i
Consorzio Colline Teramane
Associazione Terra Sana Abruzzo
Costa dei Parchi D�Abruzzo
Fira � Finanziaria Regionale Abruzzese
SMART � Polo Innovazione Energia Ab
IRENE � Polo dell�Economia Civile
Polo AGIRE � AGroIndustria Ricerca E
Polo Innovazione Automotive
ART ITALIA � Polo Innovazione Artigia
Polo MODA INN
Gal Terre Aquilane Srl
Gal Gran Sasso Velino Soc. Coop. arl
Consorzio Territorio e Turismo L�Aquil
Società Consortile Terre Pescaresi A.r.
qualified partners
Adecco Training
Università degli Studi di Teramo
SGI S.r.l.
Abrex.net
Greenwill A.G. � Moscow, Russia
Celebrity Bicycles � Miami, Florida
Lucky Explorers � Miami, Florida
Utopia Lab S.r.l.
Studio Comunico � L�Aquila
Asso Impresa- Abruzzo Impresa
Icona Digital SA
ACE � Abruzzo Consulting per l�Export
Consorzio Solidarietà � Con. Sol. Chiet
The Lab Srls
Abruzzo4mad
Fideas Srl
5.4. Total cost of the practice
Project INTRA: Good Practice Template | 3 /10
quila
granti nel Mondo
ione per lo sviluppo delle imprese italo algerine
delle imprese abruzzesi
zzese
gia Abruzzo
rca Ecosostenibilità
rtigianato Artistico e di Pregio
p. arl
Aquila
si A.r.l.
xport
. Chieti
//
6. Why do you think this could be a
The many benefits, derived from the cr
· reinforcement of the dynamics
the key role that enterprises an
process directed at raising terri
· reply to the needs of the protag
or district by means of integrati
· suitable training help with to th
place or under implementation
communities which may facilita
competences,
· completion of the economic de
chain with the objectives of soc
a tool of strong interaction between nee
on the dynamics of the territorial develo
7. Type of practice (multiple respon
POLICY/REGULATION
x policy + successful implementation
observatory/benchmarking/monitor
x dissemination (please specify)
x event/festival
FUNDING
funding measure
financial measure (e.g. tax relief, g
investment attraction measure
KNOWLEDGE & INNOVATION
x entrepreneur training, coaching, m
x access to knowledge
technology transfer
open innovation
x cross-sectoral networking
MARKET
x internationalisation (e.g. creation o
cluster development
Project INTRA: Good Practice Template | 4 /10
d be a good practice?
the creation of Networks and Training Pacts among SME
mics linked to businesses competitiveness through
and, more in general, local actors have for the effec
g territorial competitiveness,
protagonists for the development of a given territory,
tegrating program of training policies,
to the growth dynamics generated by investments pro
tation in the territory, above all by way of developing le
facilitate the widespread of knowledge for the developm
ic development framework driven by investment polici
of social cohesion,
en needs, design, delivery and assessment of the impa
development and the industrial programs of economic a
esponse)
tation
onitoring the SME Internalisation activities
lief, grant for exports, etc)
ing, mentoring, consultancy
tion of international partnerships, access to foreign ma
ng SMEs, would represent a:
ough a major awareness of
effectiveness of a training
ory, productive sector, chain
nts programs, already in
g learning territorial
elopment of new
policies in a specific area /
impact of the training action
omic actors in the territory.
gn markets, �)
incubator/ promotion of start-up
x networking, matchmaking, �
OTHER (please specify)
//
//
//
8. How does the practice support a
The practise gives an important examp
precise �tools/activities�:
· the experimentation of training
professional skills for entrepren
· and the creation of networks an
the collaborative relationships b
9. Which problems/challenges/need
objectives (multiple response)1
Challenges
Human
Resources/Managerial
Capacity
Export coachin
Incentives to fo
Exports forums
Improving inter
Trade visits
Internationaliza
Other: please s
SME Internalization
support infrastructure
and services
Developing tec
Developing tec
Market research
Export/Internal
IPR support/ In
Account mana
1Based onOECD report on � Top Barriers an
Project INTRA: Good Practice Template | 5 /10
port and help enhance the SME Internalisation?
xample on how support and enhance the SME Interna
ining models aimed at acquiring and strengthening of
repreneurial and managerial growth
rks and training packages on interregional and transna
ships between businesses.
s/needs is the practice addressing? Please tick the
1
OBJECTIVES
aching course
s to foster internationalization activity
orums
g interregional technology transfer bodies and mechan
nalization/Export Academies
ease specify
ng technology incubators
ng technology parks
search support
ternalization observatory facilities
ort/ Institutional protection of intellectual property
management support
riers and Drivers to SME Internalization�
ternalisation through 2 main
ing of new and strategic
ansnational basis enhancing
k the appropriate
Tick where
appropriate
x
x
x
echanisms x
x
x
x
Challenges
Developing tec
centres as a ke
Diversifying an
High level cons
to boost R&D o
suitable for new
Other : please
Financing
Insurance solu
foreign buyers
payment)
Financing shor
Pre-Shipment
Post-Shipment
Loans
Credit guarante
Funding/grants
Funding to atte
Grants to supp
Other: please s
Information provision
and networking
Improving inter
Creation of the
Establishing in
clusters
Fostering the t
Export promoti
Regularly upda
Trade missions
Partner search
One stop custo
information and
Trade centres
Project INTRA: Good Practice Template | 6 /10
OBJECTIVES
ng technology centres/competence centres/applied res
s a key tool for competitive improvement in businesses
ing and specializing technology centres and services
l consultancy support ( eg advisors who help innovativ
R&D output and identify adaptations that might make a
for new overseas markets)
lease specify
e solutions & risk management (e.g. covering of export
uyers of exports against commercial and political risks
g short-term exports
ment financing
pment financing
arantee scheme
grants for recruitment of advisors, researchers, accoun
to attend international trade events and exhibitions
support any stage of the internationalization activity
ease specify
g interregional technology transfer bodies and mechan
of thematic critical masses and cluster development
ing interregional innovative business clusters and meg
the transferability of innovative technologies overseas
romotional activities/marketing
y updated analysis reports on foreign markets
issions
earch & alliances
customer centre to assist SME exporters with foreign
on and contacts
ntres abroad ( that can offer market research informati
Tick where
appropriate
ed research
esses x
ovative SMEs
ake a product x
exporters and
l risks of non-
ccountants
ivity
echanisms
d mega-
rseas
x
x
x
x
reign market
rmation,
Challenges
trade fair supp
Market intellige
Other: knowled
Indirect actions:
proactive measures to
stimulate SME
internationalisation
Venture capita
companies
Public funding
Improvement o
Other : please
10. Source of funding (multiple resp
x regional funds
national funds
EU funds � H2020
x EU funds � ESF
EU funds � COSME
private funding (self-financed)
private (e.g. financed by business
crowdsourcing
Private funding through membersh
11. Focus (choose the most relevan
x focused on the SME Internalisation
focused on SME support sector
focused on sector specific SME Int
12. Is the practice linked to a specifi
the strategy/programme here.
Yes, ROP � ESF 2007/2013, OP 2012/
Project INTRA: Good Practice Template | 7 /10
OBJECTIVES
r support etc)
telligence services
owledge and experience collecting and sharing among
capital funds that finance innovative and high-growth
nding schemes for start-ups
ent of technological capabilities of export-oriented SME
lease specify
response)
siness angels)
bership
levant one)
isation
E Internalisation
pecific policy? Please add a short description of th
2012/2013
Tick where
appropriate
mong SMEs x
wth
ed SMEs
of the policy and its link to
13. If this practice is not focused on
this field?
//
14. Geographical focus (choose one
local
x regional
national
European
international
15. Actors involved in the practice (m
x regional government
national government
x development agency
x university or research institution
x SME, enterprises
x association of enterprises/professi
other (please specify)
16. Outputs: direct consequences o
quantitative indicators that are
QUANTITATIVE INDICATOR TIME
/ /
17. Please state if this practice is tra
x organisational model / implementa
specific tools (e.g. training, financia
policy making process
definition of financial feasibility
methodology for the assessment o
Project INTRA: Good Practice Template | 8 /10
ed on the SME Internationalisation, why do you thin
e one answer)
tice (multiple response)
ofessionals
ces of the practice. Depending on the practice goal
are available for your practice. Some examples are
TIMEFRAME (during which time?) INFO SOURC
/
is transferable in terms of:
entation process
nancial support, �.)
ent of the problem to be address
u think it is applicable in
goals, please provide
es are listed below:
URCE (if available)
x methodology for the involvement o
risk management strategy involved
exit strategy involved
review and maintenance methodol
metrics for the evaluation of the im
x marketing strategy
other (please specify)
18. List main success factors referre
Success factor description
Perception of public funding mechanisms
business opportunities on foreign marke
Available human resources
19. Further materials and reference
releases, articles, blogs, photos,
http://www.abruzzo4export.it/wp-conten
Regione-Abruzzo.pdf
20. REFERENCES:
Contact Details: contact person of th
/
Contact Details: person compiling th
Michele Di Massimo; michele.dimassim
Project INTRA: Good Practice Template | 9 /10
ent of the targeted stakeholders
volved
thodology
the implementation process
eferred to the context where the practice took plac
Is the success factor relevan
a different local context?
anisms and
arkets
Very relevant
x Relevant
Party relevant
Not relevant
Very relevant
x Relevant
Party relevant
Not relevant
ence available (paper, PPT, information sheet, leafl
otos,...). Please list and enclose
content/uploads/2015/05/Pubblicazione_Iniziative-inter
n of the practice (name, e-mail, �)
ling this form (name, e-mail, �)
place
levant for transferability in
, leaflet, video, press
internazionalizzazione-
OTHER RELEVANT INFO
//
Project INTRA: Good Practice Template | 10 /10
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8!
Project INTRA: Good Practice Template | 1 /8
1. Name of the organisation owner of in charge of the practice
Università degli Studi dell�Aquila
2. Region/country where the practice takes place
Abruzzo
3. Title of the case/practice
�Innovation as a driver for internationalization�
4. Website (If available)
5. Description of the case/practice (around 2000-2500 characters)
The practice concerns the training activity on internationalization of Engineering Faculty at the University of
L'Aquila.
The illustration of Prof. Luciano Fratocchi wants to highlight the strong correlations between product, process,
organization and marketing innovation and the process of internationalization, namely to:
· Verify the influence of innovation strategies on firm�s internationalization process
· Contribute to define the �role of public authorities in creating internationalization services to support
the competitiveness of the regional economies�.
5.1. Duration (start-end)
5.2. Goals
5.3. Partners involved
5.4. Total cost of the practice
Project INTRA: Good Practice Template | 2 /8
6. Why do you think this could be a good practice?
This can be considered a good practice because it highlights the importance of training activity in advanced
technological fields for innovation. Furthermore, as innovation processes are important for achieving new
international markets, especially for SMEs.
7. Type of practice (multiple response)
POLICY/REGULATION
policy + successful implementation
observatory/benchmarking/monitoring the SME Internalisation activities
dissemination (please specify)
event/festival
FUNDING
funding measure
financial measure (e.g. tax relief, grant for exports, etc)
investment attraction measure
KNOWLEDGE & INNOVATION
x entrepreneur training, coaching, mentoring, consultancy
x access to knowledge
x technology transfer
x open innovation
x cross-sectoral networking
MARKET
x internationalisation (e.g. creation of international partnerships, access to foreign markets, �)
cluster development
incubator/ promotion of start-up
networking, matchmaking, �
OTHER (please specify)
8. How does the practice support and help enhance the SME Internalisation?
Project INTRA: Good Practice Template | 3 /8
Good practice is important in spreading the awareness that collaborative innovation processes (SMEs -
Universities) can be an important key for achieving international markets and how this can affect the policies of
regional authorities:
· Interdependences between Innovation and Internationalization
· Implications for local authorities� policy
9. Which problems/challenges/needs is the practice addressing? Please tick the appropriate
objectives (multiple response)1
Challenges OBJECTIVES Tick where
appropriate
1Based onOECD report on � Top Barriers and Drivers to SME Internalization�
Product Process Marketing OrganizationalLean manufacturing More
Efficiency Higher export
Industry 4.0 (Automation)
More Efficiency/Larger volumes
Higher export
Industry 4.0 (3D printing)
Higher customization Higher
export
Internationalization of productionIndustry 4.0 (3D printing and
automation) enabling back-/near-
reshoring
Internationalizionalization of supplyNew materials as a
source for new
products
New process for "old
materials" (including
"circular economy")
(Foreign) materials
as source for
incremental "value
proposition" (e.g.
Argan oil)
"Global value chains" as enabling
factor for product/process
innovations
Internationalizzation of R&D
Product life cycle (Vernon, 1979)
Developed vs Developing countries
"manufacturing mission"
Local spill-over (e.g. innovation cluster,
industrial districts) enabling product/process
innovation
Innovation typologiesInternationalization typologies
New product for
new markets (e.g.
patent based)Internationalization of sales
New process Higher
Efficiency/Larger
volumes/Longer shelf
life Higher export
E-commerce
"Virtual
internationalization"
Product Process Marketing Organizational
Internationalization of sales
a) ICT
infrastracture
b) overpass
"digital divide"
Internationalization of
production
Internationalizionalization of
supply
Promote partecipation of
SMEs to GVCs
Internationalizzation of R&D
a) Promote
collaboration among
Universities/Research
centers and companies
b) Human capital
development (long-life-
learning)
a) development of
"innovation clusters" b)
Incentives for R&D
investments and
management of IP
tools (e.g. patent)
Develop competences
related to Industry 4.0
technologies (academic
curricula, long-life-
learning)
Internationalization typologiesInnovation typologies
Project INTRA: Good Practice Template | 4 /8
Challenges OBJECTIVES Tick where
appropriate
Human
Resources/Managerial
Capacity
Export coaching course
Incentives to foster internationalization activity
Exports forums
Improving interregional technology transfer bodies and mechanisms
Trade visits
Internationalization/Export Academies
Other: please specify
SME Internalization
support infrastructure
and services
Developing technology incubators
Developing technology parks
Market research support
Export/Internalization observatory facilities
IPR support/ Institutional protection of intellectual property
Account management support x
Developing technology centres/competence centres/applied research
centres as a key tool for competitive improvement in businesses
Diversifying and specializing technology centres and services
High level consultancy support ( eg advisors who help innovative SMEs
to boost R&D output and identify adaptations that might make a product
suitable for new overseas markets)
x
Other : please specify
Financing
Insurance solutions & risk management (e.g. covering of exporters and
foreign buyers of exports against commercial and political risks of non-
payment)
Financing short-term exports
Pre-Shipment financing
Post-Shipment financing
Loans
Credit guarantee scheme
Funding/grants for recruitment of advisors, researchers, accountants
Project INTRA: Good Practice Template | 5 /8
Challenges OBJECTIVES Tick where
appropriate
Funding to attend international trade events and exhibitions
Grants to support any stage of the internationalization activity
Other: please specify
Information provision
and networking
Improving interregional technology transfer bodies and mechanisms
Creation of thematic critical masses and cluster development
Establishing interregional innovative business clusters and mega-
clusters x
Fostering the transferability of innovative technologies overseas
Export promotional activities/marketing
Regularly updated analysis reports on foreign markets
Trade missions
Partner search & alliances
One stop customer centre to assist SME exporters with foreign market
information and contacts
Trade centres abroad ( that can offer market research information,
trade fair support etc)
Market intelligence services
Other: knowledge and experience collecting and sharing among SMEs
Indirect actions:
proactive measures to
stimulate SME
internationalisation
Venture capital funds that finance innovative and high-growth
companies
Public funding schemes for start-ups
Improvement of technological capabilities of export-oriented SMEs x
Other : please specify
10. Source of funding (multiple response)
regional funds
national funds
EU funds � H2020
EU funds � ERDF
EU funds � COSME
Project INTRA: Good Practice Template | 6 /8
private funding (self-financed)
private (e.g. financed by business angels)
crowdsourcing
Private funding through membership
11. Focus (choose the most relevant one)
x focused on the SME Internalisation
focused on SME support sector
focused on sector specific SME Internalisation
12. Is the practice linked to a specific policy? Please add a short description of the policy and its link to
the strategy/programme here.
no
13. If this practice is not focused on the SME Internationalisation, why do you think it is applicable in
this field?
14. Geographical focus (choose one answer)
local
regional
national
European
x international
15. Actors involved in the practice (multiple response)
x regional government
national government
development agency
x university or research institution
Project INTRA: Good Practice Template | 7 /8
x SME, enterprises
x association of enterprises/professionals
other (please specify)
16. Outputs: direct consequences of the practice. Depending on the practice goals, please provide
quantitative indicators that are available for your practice. Some examples are listed below:
QUANTITATIVE INDICATOR TIMEFRAME (during which
time?) INFO SOURCE (if available)
17. Please state if this practice is transferable in terms of:
x organisational model / implementation process
specific tools (e.g. training, financial support, �.)
policy making process
definition of financial feasibility
x methodology for the assessment of the problem to be address
x methodology for the involvement of the targeted stakeholders
risk management strategy involved
exit strategy involved
review and maintenance methodology
metrics for the evaluation of the implementation process
marketing strategy
other (please specify)
18. List main success factors referred to the context where the practice took place
Success factor description Is the success factor relevant for transferability in
a different local context?
Perception of public funding mechanisms and
business opportunities on foreign markets
Very relevant
x Relevant
Party relevant
Not relevant
Project INTRA: Good Practice Template | 8 /8
Available human resources
Very relevant
x Relevant
Party relevant
Not relevant
19. Further materials and reference available (paper, PPT, information sheet, leaflet, video, press
releases, articles, blogs, photos,...). Please list and enclose
20. REFERENCES:
Contact Details: contact person of the practice (name, e-mail, �)
Luciano Fratocchi; [email protected]
Contact Details: person compiling this form (name, e-mail, �)
Michele Di Massimo: [email protected]
OTHER RELEVANT INFO
/