Christian SAUBLENSEURADA’s CEO

Integrated support for SMEs at regional level

• Research• Innovation• Skills• IPR• Compliance with standards and safety rules• Prototype• Proof of concept (technology and market)• Demonstration• Market replication• Clients (public procurement / private sale)• Enabling technologies and service innovation• Feasibility support for R&D proposals

New challenges need new approaches

New knowledge, competences, technologies

New products, technical solutions, production processes

New servicesNew designs or brandsNew business operating modelsNew systems and networksNew life style waysNew working practices, organisations or

management modelsPublic service realised in a new way

Types of innovation

Today, public policies are based on:Looking backwardsBenchmarkingApplying fashion conceptsBut how do enterprises innovate?Creating new ideasRe-using existing ideas in a new formGiving old ideas a new lifeAbsorbing/ imitating innovative ideasFollowing new consumers’ demands

What is driving innovation ?

The dimensions of support for R&D+I1. Approach to

R&D+I2. Nature of the

supportResearch

Design & Prototyping

Human Capital

Start ups

New products/services

New business models

Public procurement

Market replication

Activities

Enterprises

Market

Sectors

Science parks

Incubators & networks

Infrastructure

Enterprise growth

Knowledge (people/talent)

Research centres

IP protection

Tourism

ICT & e-business

Enabling technologies

Manufacturing

Financial support

Non-financial support

Training

Skills

Technology transfer

Mentoring/coaching

Consultancy

PURCHASE

Call to purchase a product/service/equipment Procurement for innovation (outcome based

challenge) Pre-commercial procurement Negotiated public procurement

TAX HOLIDAYS

For R&D+I For training For investment including FDI In free-zones For private investors

IN-HOUSE SERVICE  Recruit people to provide a service  IN KIND SUPPORT  Competition/reward Soft landing offices

INDIRECT SUPPORT  Vitrine technologique Living labs to showcase innovative

products/services Cofinance investment in human capital Use of infrastructure as demo/labs for the testing

of new products/services

DIRECT FUNDING  Call to provide grants: 100%, 50%, 25% Repayable advance Vouchers Proof of concept

DEVELOPERS  Build and rent (estate such as incubators,

industry park, science park, …) Build and charge (utilities, networks,…)  Package of support to attract an investor (free

zone, roads to a plant,…)

 OUTSOURCING  Create a fund (guarantee, seed, VC, micro-credit,

loans, mezzanine, business angels side car fund…) Create an intermediary organisation to provide

services (RDA, RIA, FDIA, Technology centre, institute)

Support a structure to chanel support (pôle de compétititivité, cluster, BAN …)

Public-private partnership Concession

Implementing mechanism

• Infrastructure (tangible and intangible)• Human• Financial• R&D• Innovation• Natural and cultural• Sustainable development• Institutional and administrative• Attractiveness for FDI & talent

Assets review

Governance and strategyGovernance and strategy

Source: EURADA

Triple to penta-helix model

« Silicon Valley »-an model European model

Universities and research centres Public & private

Talent attractiveness

START-UP & SPIN-OFF

Universities and research centres Public

LARGE ENTERPRISE

CAPITAL RISQUEB.A. & V.C.

PUBLIC GRANTS

SMEs and civil s

ociety Private investors

The knowledge challenge

1. Creation of new knowledge Technology Service innovation and/or non-technological innovation

2. Commercialisation of new products/services based on new knowledge

Knowledge-based region• technology leaders• start-ups• gazelles• licensing

Others• access to knowledge• absorption of knowledge• diffusion of knowledge

Knowledge cycle in a region

• People• Traditions, know-how• Patents

• Research• Experimentation• Living labs• Imitation• Adaptation

• Licensing• Innovative products/services• Start-ups• Clusters

• Partnership• Knowledge transfer• Talent attraction• Knowledge take-up by enterprises

• Foresight• Market intelligence• Stakeholder interaction

• Relevance of RDTI• Outsourcing• Offshoring• Delocation

Source: EURADA

Cross-sectorial technology platforms

Source: http://www.bayern-innovativ.de/fields/?Edition=en

Skills’ challenges: location/relocation

ROUTINE WORK Done by people

ROUTINE WORK Done by machines

CREATIVE WORK Talent

Digitalisation

Outsourcing Automation

ResearchDevelopmentDesignMarketing and salesGlobal supply chain managementCustomisationNetworks

Enterprise Competitiveness "Sandwich" Theory

Niche iApple BMW Dyson Nespresso

Mass Dell

AcerNokiaGeneral Motors

Low Cost Dacia Easy Jet Ryanair ZTE

Regional Competitiveness "Sandwich" Theory

Niche Toulouse, Cambridge, London, Milano…

Knowledge creators

Mass Wallonia

Nord-Pas-de-CalaisMidlands

Low Cost Cantabria, Madeira, Andalusia, …

Knowledge absorbers

The enterprise pipeline assessment matrix

Sector

Life cycle

N° of enterprises

Nature of the public support

N°Trends

Soft business support

Finance

Infrastructure

SkillsSocial capital

Market intelligence

Research & innovation

Networking

Pre-venture

Existence / Start-up

Early growth

Expansion

Maturing

International relocation

Re-engineering process

Decline

Pre-failure / Closure

Four avenues of an entrepreneurial discovery process

turning traditional sectors into new competitive areas Nord-Pas-de-Calais(F) in rail transport or Baden-Württemberg (D) from the automotive sector to mobility, or Friesland (NL): salt-resisting crops;

modernising specialisation through new technology [Jyväskylä (FIN) in the paper industry with the integration of ICT, optoelectronics and nanotechnology];

diversifying, based on existing specialisation [whale tourism in Husavik (IS) from fisheries’ experience; eco-building in Lower Austria (A)];

radical change [Leuven (B) in microelectronics; Cambridge (UK) in biotechnology or Cantrabria (E) in marine science].

A commercialisation ecosystem for new ideas

Concept factory• technological and scientific research• innovation in services• transfer of technology• knowledge uptakeIncubation• high value-added venues and networks• business angels – seed capital – grants?• mentoring potential entrepreneurs (by serial entrepreneurs)• proof of concept• technological showcasingDevelopment• venture capital – corporate venturing• all-out cooperation• prototyping• first client closure, including through pre-competitive tendering and new

PPP formatsGrowth• internationalisation• profits enabling self-financing of future investment

The most pressing problem faced by euro area SMEs

Source: European Central Bank

Is there a choice of the strategy’s ingredients?

Florida or not Florida??

?

?

For more information:

Christian SAUBLENS

EURADA

www.eurada.org – info@eurada.org