een.ec.europa.eu

Improving the Network’s visibility:

analysis and recommendations

Report summarising the communication audit executed by EASME (2017-18)

July 2018

2 | Enterprise Europe Network Improving the Network’s visibility: analysis and recommendations

een.ec.europa.eu

TABLE OF CONTENTS

Summary of audit............................................................................................. 3

Executive summary ......................................................................................... 4

1. Background ............................................................................................. 6

2. The audit: breakdown of findings ............................................................. 7

Network stories .............................................................................................. 14

Annexes ........................................................................................................ 15

3 | Enterprise Europe Network Improving the Network’s visibility: analysis and recommendations

een.ec.europa.eu

Summary of audit

4 | Enterprise Europe Network Improving the Network’s visibility: analysis and recommendations

een.ec.europa.eu

Executive summary

Communicating a clear message of the impact of the Enterprise Europe

Network is absolutely vital if it is to become better known, understood and

visible to its core stakeholders.

To understand fully what is happening on the ground, EASME undertook a communication audit

between June 2017 and June 2018. It comprised an analysis of consortium-level communication

strategies and a screening of all national, consortium and partner level visibility obligations. The

audit sought to assess how Network partners are following their contractual communication

requirements, to identify and resolve non-adherence, identify best practices and address

weaknesses through support and corrective measures.

Key findings

There is a mixed picture across the Network including pockets of excellence – highlighted in this

report – where outstanding communication is reaching the people who matter and having an impact.

However, there are also many fundamental weaknesses that need to be addressed as a priority:

Many basic contractual requirements regarding Network visibility have not been implemented at

local, consortium and national level. These have been highlighted in individual reports to each

consortium.

Many consortia are not thinking strategically about their communication and are not working

together to achieve common communication goals. A high number did not deliver an acceptable

or complete communication strategy.

Many partners never submit success stories to EASME. Many of those who do, tend to omit the

essential information that explains the real impact of their work to an external audience.

These three core tasks (messaging and branding; strategic communications; storytelling) are

fundamental skills for today’s communication professionals. The implementation gap suggests that

Network is not investing sufficient human resources in this area and should do so as a priority to

ensure a better level of visibility.

Despite these pressing challenges, there is nevertheless a positive trend across the Network and

evidence that many partners are making a conscious effort to improve their communication:

An increasing number of social media accounts have been created that are building up followers

and producing regular, relevant content, helping to position the Network as a reference point on

SME support.

5 | Enterprise Europe Network Improving the Network’s visibility: analysis and recommendations

een.ec.europa.eu

The Network’s central social media communication campaign, Ready to Grow, has led to more

partners submitting success stories than ever before – helping to ensure wider visibility of

Network achievements across a wider geography.

The Network's branding has been implemented digitally almost everywhere across the Network.

It has led to many partners improving the content and messaging of their websites and social

media accounts at the same time.

This internal report outlines these findings in more detail and provides a series of recommendations

to help ensure that the Network has achieved an improved level of visibility by the next

Eurobarometer survey of SMEs in 2020.

Longer term perspectives

The Network’s communication strategy in many ways anticipated the collaborative approach that

features prominently in the Network’s vision paper. By following the Network's communication

requirements and learning from best practice, Network partners will also be preparing themselves

for the future in line with the Network's vision paper where:

The client is at the centre: communicating the Network's successes means focusing on the

client's journey (not on internal processes) – this is the way that the Network communicates

what it does.

Consortia work collectively: creating a common communication strategy with the buy-in of all

consortium partners embodies the spirit of working together for the good of the client.

Consortia work cooperatively: with regional stakeholders and partners and across multiple EU

programmes to ensure that local SMEs find the right support.

By ensuring that these reflexes become the norm, Network partners will not only bring better

visibility to the Network, they will also bring vital skills to their consortia that will prepare them for the

future.

The results of the communication audit will be taken into consideration by the action group

tasked with implementing the vision of the Network in the area of Network visibility (Action Group 3).

6 | Enterprise Europe Network Improving the Network’s visibility: analysis and recommendations

een.ec.europa.eu

1. Background

Increasing the visibility of the Enterprise Europe Network is essential to attract and support

innovative and ambitious SMEs with international ambitions. In 2015, following the Network's first

mandate, a Eurobarometer survey1 found that 8% of SMEs were aware of the Enterprise Europe

Network. This survey is planned to be repeated at the end of the Network's current mandate (2020)

as an indicator of whether the Network is really increasing its visibility among its core audience.

Since 2015, the Enterprise Europe Network has followed a communication strategy aimed at

increasing the visibility of the Network among its core stakeholders and providing an important

reference point to which Network partners can align their strategic thinking. The strategy can only be

truly effective, however, if it is reinforced at national and local level by Network consortia and

partners. For this reason, they have all committed to a number of measures designed to

increase the Network's visibility including:

developing and following a consortium-level communication strategy and partner-level work plan

setting up consortia and national level web presence under a common visual identity

ensuring a visible presence of the Network on the websites of each Host Organisation

getting involved in national and (where appropriate) EU level campaigns

regularly submitting success stories (evidence of the impact of their work)

To facilitate local communication, EASME:

provides a number of templates and communication materials that are designed to be adapted

at national/local level (see annex for full list)

runs regular communication campaigns designed to encourage local participation and shine a

light on the impact of the Network through stories and data

develops the strategic direction and approach of the Network's communication in close

collaboration with 35 national Communication Champions to ensure that there is a joined-up and

consistent approach to communication that has the buy-in of the Network

provides communication training to the Communication Champions that is designed to be

adapted and passed on to colleagues at national level

1 “FLASH EUROBAROMETER 421: INTERNATIONALISATION OF SMALL AND MEDIUM-SIZED ENTERPRISES”, EUROPEAN

COMMISSION, 28 OCTOBER 2015.

7 | Enterprise Europe Network Improving the Network’s visibility: analysis and recommendations

een.ec.europa.eu

2. The audit: breakdown of findings

National level communication activities

Network partners have made good efforts to ensure a strong presence at national level. Almost all

countries have a national website that is branded correctly and provides a path towards local

support and further information. Some countries have set up and maintain a strong national social

media presence, whereas other countries either have no national presence at all, or have set up a

national account but do not regularly post content.

Attracting national-level visibility is clearly more challenging in larger countries with multiple

consortia than in smaller countries with a single consortium.

Case study: ensuring a strong Network presence in the national media

Italy (Communication Champion: Antonella Marras)

In Italy, all consortia have agreed to pool resources on communication to ensure a strong national

Network presence. This approach includes organising coordinated events under a common

umbrella ("EEN Days") and employing a single press officer who is responsible for ensuring that the

national media cover news and stories from the Network in Italy.

The consortia have together selected an experienced press officer who has already built up a strong

reputation as a trusted source of information for journalists who are working in national TV, radio

and press. In May 2018, thanks to this arrangement, news and data of the Network's achievements

over ten years was covered in major news agencies, national newspapers and radio (Ansa, Corriere

della Sera, Sole 24 Ore, La Repubblica and Radio Rai 1).

Why does it work? By pooling and investing resources in someone who already has the contacts

and the trust of journalists, the Italian consortia save time and money. No individual consortium

bears the financial burden or the time investment needed to build up strong, national-level media

relations. The press officer is also a "neutral" figure whose priority is getting the best possible

coverage of the Network and therefore has no vested interests in promoting one consortium over

another.

The national Communication Champions are helping to raise awareness of the importance of

impactful communication and to raise standards at national level. In larger countries, many of the

Communication Champions are helping national level communication gradually become more

8 | Enterprise Europe Network Improving the Network’s visibility: analysis and recommendations

een.ec.europa.eu

structured and organised. However, given the huge differences in quality of communication that still

exists across the Network, these individuals – whose role is to help to raise standards – may be

underutilised or not sufficiently well known at national level in some countries.

Case study: mobilising Network partners at national level

Spain (Communication Champion: Carmen Gilabert)

Making an impact as a national Communication Champion for a large country with many consortia

and dozens of Network staff can be a complicated business. With the support of the heads of all the

Spanish consortia, national Communication Champion Carmen Gilabert has ensured that Network

partners in Spain know and understand her role to improve the standard of communication and turn

to her when they need help.

With many years’ experience in communication, Carmen is well qualified to provide advice and

feedback on how to communicate clearly and with impact. Her participation in Communication

Champions meetings and training sessions has also provided her with additional skills that she has

been able to pass on through training sessions at national level.

She works within a structure where each consortium has a dedicated communication

representative. This helps ensure that good practice and important information can spread quickly

and clearly across all the Network partners. In addition, the Spanish Network regularly devotes time

to communication issues at its national meetings – sending a clear signal to all participants of the

importance of good communication.

Today, across Spain, we see Network partners embracing Network communication on an

unprecedented scale: individuals and consortia are proactively producing excellent visual content

with clear messages – particularly on social media. The national social media accounts curate

content from Network partners across the country, showing a strong Network presence. A

storytelling approach is increasingly becoming embedded in communication from Spain. We also

see superb mobilisation when it comes to calls to action: whether a thunderclap, awards, success

stories, there is consistently a high level of responsiveness from Spain.

Why does it work? In Spain, the message of the importance of good communication comes from

the top and trickles down through all the consortia. Nominating a Communication Champion who

has experience, is qualified to advise and empower others, who is trusted and has the backing of all

the consortia means that everyone benefits. Having national communication channels that

demonstrate the impact of the Network across the country allows all consortia to be more visible to

a wider audience. The structure and ethos that has been built up around communication means that

Spanish consortia are extremely reactive to Network “calls to action”. As a result, Spanish

successes are highly visible within the Network. A positive side effect is that many individuals from

Spain who may not have an official “communication” role have become some of the most powerful

communicators of the impact of the Network.

9 | Enterprise Europe Network Improving the Network’s visibility: analysis and recommendations

een.ec.europa.eu

Comprehensive

28%

Needs further

work

62%

Unacceptable10%

Consortia Communication

strategies

Recommendations:

Network partners should use their national meetings as an opportunity to discuss and coordinate

communication issues.

Network partners should draw on the skills and knowledge of their national Communication

Champion (e.g. for advice, training, etc.) to ensure high standards of Network communication at

national level and across the country.

Network partners should explore how they could pool resources to maximise visibility, such as

pooling financial resources towards a common project or curating local content on a national

platform.

Consortium level communication strategies

Although producing a consortium-level communication strategy has always been a requirement,

2017 was the first year that EASME asked all consortia to share them with EASME. In 2016 –

anticipating the submissions of strategies – EASME trained the Communication Champions on how

to create a collaborative communication strategy and produced a guidance document that was

shared with the entire Network.

The submitted strategies revealed a wide variation in

terms of quality. Five consortia did not submit

strategies at all. From the strategies submitted, many

were incomplete and a large number were in fact

short reports, updates, or lists of aspirations. Several

consortia produced very generic documents that did

not take into consideration the specificities of their

region and did not take a strategic approach to

maximising their visibility. A common finding was the

absence of KPIs and concrete qualitative

measurements – although in some cases they may

have been detailed in separate work plans. These

findings are a major concern, as all consortia should

at least have had an existing strategy to update or

refresh.

On the positive side, many consortia who participated in the Local Visibility Action (2014) fed this

experience into their strategic thinking, which helped ensure a joined-up approach to boosting

visibility. In addition, several consortia submitted strategies that were solid and well thought-out.

Generally, these strategies had been built with consortium-level collaboration. They indicated roles

and responsibilities based on the strengths of different partners – as well as a specific shared goal.

10 | Enterprise Europe Network Improving the Network’s visibility: analysis and recommendations

een.ec.europa.eu

Case study: producing a comprehensive and inclusive consortium communication strategy

Consortium: EEN OUEST (France)

Members of the Network in France, guided by Loubna Bentamy, organised a collaborative workshop

at their national meeting to help define the national strengths, weaknesses and objectives for the

future in the area of communication. Loubna took the overall national findings from this workshop –

particularly in terms of how the Network can work better in France – as the starting point for a

consortium-level discussion.

The consortium worked together to set out defined goals and a clear strategy to reach them.

They produced a “mind map” visualising their objectives, ambitions, stakeholders, channels to reach

them and key performance indicators (KPIs). They then cross-referenced all of this information into

a detailed work plan.

The work plan sets out three overarching communication objectives and clusters each of the

consortium’s agreed actions (such as “implementing the Network branding” or “communicating the

added value of our services”) under the appropriate objective.

For each action, the consortium defined their target audience, their communication channels, their

content planning for each channel, their timeline, and specific roles and responsibilities within the

consortium and KPIs.

The structure of the plan is clear and concise: both the mind map and the work plan can be

visualised on a single page. Consortium members are able to see and understand at a glance: why

they are taking action, what they want to achieve, who they want to reach, what they need to do /

produce, when it will happen, who is responsible and how they will measure the success of the

action.

Why does it work? The consortium took a highly structured approach, taking the time to involve

colleagues actively from across the consortium in the discussions. They presented their results in a

clear, concise and simple document that is easy for everyone to understand and provides at-a-

glance reference for the whole year. Including indicators ensures that the consortium can assess

the impact of their communication at the end of the year and adapt their actions as appropriate for

the following year.

Recommendations:

Consortia must ensure that they build an inclusive communication strategy with clear goals, roles

and responsibilities and ensure implementation across the consortium.

Consortia should draw on the knowledge and skills of the national Communication Champion.

Consortia should consider holding regular communication sessions to ensure that everyone is fully

up to date.

11 | Enterprise Europe Network Improving the Network’s visibility: analysis and recommendations

een.ec.europa.eu

Implemented75%

Incorrectly implemented 3%

Not implemented 22%

Digital branding

Consortium level communication

With regard to consortum level communication, the research revealed a diverse picture. Most

consortia have implemented the Network’s branding in digital format. This has often led to an

upgrading of their digital presence and is helping to present the Network in a professional and

credible way. Several consortia also took the opportunity to update their messaging in line with the

Network’s core messages that have been translated into all EU languages.

The majority of consortia now have some social media presence – the choice of channel varies

according to whichever is most popular within their home country. Some of the social media

channels have not, however, been correctly branded.

The content of the social media channels is

of varying quality and relevance. The best

performing accounts tend to include original

local Network content combined with

curated information of relevance from Host

Organisations or other credible

organisations. They also tend to include

consistent Network messages to reinforce

brand awareness. In addition, they produce

some posts in English so that they will be

retweeted by the central @EEN_EU

account (which has more than 26,000

followers).

Few accounts tend to share posts from the central @EEN_EU account. This should be addressed in

order to ensure greater visibility in particular of the Network’s achievements.

Relatively few consortia submit success stories despite initiatives such as the Ready to Grow

campaign, which provide a faster and easier means of raising awareness of the Network’s impact.

Despite central and national efforts to raise awareness of the importance of storytelling to convey

the impact of the Network, the audit shows that consortia still do not have the reflex of

communicating their success stories and struggle to communicate about impact (as opposed to

process).

12 | Enterprise Europe Network Improving the Network’s visibility: analysis and recommendations

een.ec.europa.eu

Case study: creating and maintaining dynamic content at consortium level

Consortium: NRW.Europa (Germany) www.nrweuropa.de

The NRW.Europa consortium are a constant source of inspirational communication material. The

dynamic communication group headed up by Andrea Dohle (@ZENIT GmbH), combines a

disciplined strategic approach with a high dose of creativity.

The consortium provides a regular flow of relevant information with interesting angles for their target

audiences through their website and social media channels. At the same time, they constantly share

news from across the Network and relevant information on EU-level opportunities for SMEs, which

helps them to position themselves as a credible source of information and advice.

Although they use multiple communication channels, the quality of their communication output is

consistently high across the board. They have implemented the Network’s branding very well, and

they use visuals in a creative and appealing way, accompanied by strong and consistent messages.

And they are always coming up with new ideas. The latest one being a Network branded electric car

to raise visibility around their region while providing a sustainable mobility solution to advisers

visiting their clients.

Needless to say, the consortium provides a regular flow of success stories to EASME which focus

on the positive client relationship (the added value of the Network) and the impact.

Why does it work? The consortium has given a high priority to communication and they define their

communication objectives together. While they all have roles and responsibilities, they have a

dedicated person in place to ensure that their strategy is implemented effectively and on time.

Although many of the staff have worked for the Network for many years, they continue to come up

with new concepts and stay creative with their communication ideas.

Recommendations:

Consortia must ensure that the Network’s branding and messaging is implemented consistently and

correctly everywhere: especially on the web and social media channels.

Consortia should work to optimise their social media content to ensure Network visibility – including

original content and sharing @EEN_EU posts.

Consortia should be aware of and take up opportunities to showcase their successes: awards,

success story application forms, Ready to Grow calls, etc. We expect at least one partner from

each consortium to submit at least one success story per year – using storytelling methods and

demonstrating impact.

13 | Enterprise Europe Network Improving the Network’s visibility: analysis and recommendations

een.ec.europa.eu

Partner level / Host Organisation communication

Much improvement is needed to raise the visibility of the Network on the websites of the host

structures. Common findings included: outdated or incorrect use of the Network’s branding and

messaging; an absence of information on the Network or information that is difficult to find; and

broken links to further information.

It is unclear to what extent the non-digital Network materials featuring the old branding have been

phased-out. However, examples of the old branding (roll-ups, etc) are frequently photographed at

events and shared on social media or on websites.

Not enough Network partners are signed-up to Netlife – the Network’s newsletter. This is where they

can see at a glance what is happening in the Network and become aware of communication and

engagement opportunities (awards, Ready to Grow calls, etc.).

Equally, not enough partners are submitting success stories. This needs to become a natural

reflex if the Network is to be able to communicate with more impact.

Recommendations:

Partners must check, update and improve the presence, branding and messaging of the

Network on Host Organisation websites and throw out obsolete printed materials.

Partners should sign up to Netlife and keep an eye on the Network’s intranet to stay informed of

communication developments and opportunities.

Partners must showcase their successes more systematically: at partner level Ready to Grow

calls are a useful way to highlight partner-level support.

14 | Enterprise Europe Network Improving the Network’s visibility: analysis and recommendations

een.ec.europa.eu

Network stories

15 | Enterprise Europe Network Improving the Network’s visibility: analysis and recommendations

een.ec.europa.eu

Annexes

Success story articles published since 2016

Title Country Year Link Video

Medins and Seastar Survey: Bridging over new waters to boost business growth

Sweden 2016 http://een.ec.europa.eu/succes-story/new-partnership-protect-ecosystems-lakes-rivers-and-seas

On a mission to make elderly patients more mobile at home

Greece 2016

http://een.ec.europa.eu/succes-story/mission-make-elderly-patients-more-mobile-home

Providing cutting-edge technology for neuroscience

Poland 2016

http://een.ec.europa.eu/succes-story/providing-cutting-edge-technology-neuroscience

Keeping water pipes cleaner in homes and businesses

Austria 2016

http://een.ec.europa.eu/succes-story/keeping-water-pipes-cleaner-homes-and-businesses

Yes

Life sciences SME wins EU funding for breakthrough medical testing

UK 2016

http://een.ec.europa.eu/succes-story/life-sciences-sme-wins-eu-funding-breakthrough-medical-testing

Spanish SME plugs into EU funding for ‘smart’ electricity grids

Spain 2016

http://een.ec.europa.eu/succes-story/spanish-sme-plugs-eu-funding-%E2%80%98smart%E2%80%99-electricity-grids

Blue Abyss: Diving into the future

UK 2016

http://een.ec.europa.eu/succes-story/blue-abyss-diving-future

Yes

Emulsar: The ‘secret ingredient’ to tackle malnutrition

France 2016

http://een.ec.europa.eu/succes-story/emulsar-%E2%80%98secret-ingredient%E2%80%99-tackle-malnutrition

Yes

Smartive: Keeping wind turbines spinning

Spain 2016

http://een.ec.europa.eu/succes-story/smartive-keeping-wind-turbines-spinning

Yes

Intale: A digital assistant for small shop owners

Greece 2016

http://een.ec.europa.eu/succes-story/intale-digital-assistant-small-shop-owners

Yes

Training future astronauts with Swedish triathlon technology

Italy 2016

http://een.ec.europa.eu/succes-story/sports-therapy-space-taking-astronaut-fitness-training-new-heights

Yes

BalBok: Hunting hazardous waste in Bulgaria

Bulgaria 2016

http://een.ec.europa.eu/succes-story/balbok-hunting-hazardous-waste-bulgaria

Yes

16 | Enterprise Europe Network Improving the Network’s visibility: analysis and recommendations

een.ec.europa.eu

Novihum: A sustainable soil solution to feed the future

Germany 2016

http://een.ec.europa.eu/succes-story/novihum-sustainable-soil-solution-feed-future

Yes

Spreading mobile security solutions

Spain 2017 https://een.ec.europa.eu/succes-story/spreading-mobile-security-solutions

Powering electric cars with a portable power source

France 2017 https://een.ec.europa.eu/succes-story/powering-electric-cars-portable-power-source

Scottish SME beats big multinationals to tidal energy market

UK 2017 https://een.ec.europa.eu/succes-story/scottish-sme-beats-big-multinationals-tidal-energy-market

Yes

Fast charging electric bus paves way for cleaner public transport

Netherlands 2017 https://een.ec.europa.eu/succes-story/fast-charging-electric-bus-paves-way-cleaner-public-transport

Yes

New blood test brings tailor-made cancer treatment a step closer

Spain 2017 https://een.ec.europa.eu/succes-story/new-blood-test-brings-tailor-made-cancer-treatment-step-closer

Yes

Finnish wind power sets sail for new markets

Finland 2017 https://een.ec.europa.eu/succes-story/finnish-wind-power-sets-sail-new-markets

Yes

Helping boost Europe’s organic grain market

Poland 2017 https://een.ec.europa.eu/succes-story/helping-boost-europe-organic-grain-market

Yes

Estonian SME grows into green housing market

Estonia 2017 https://een.ec.europa.eu/succes-story/estonian-sme-grows-green-housing-market

Yes

Energy efficient cookware could repel bacteria and water

Italy 2017 https://een.ec.europa.eu/succes-story/energy-efficient-cookware-could-repel-bacteria-and-water

Yes

Breaking down barriers with on-screen sign language avatar

Austria 2017 https://een.ec.europa.eu/succes-story/breaking-down-barriers-screen-sign-language-avatar

Yes

Guiding Spanish robotic technology towards global markets

Spain 2017 https://een.ec.europa.eu/succes-story/guiding-spanish-robotic-technology-towards-global-markets

Yes

Croatian hypercar innovation steps up a gear with EU funding

Croatia 2018 https://een.ec.europa.eu/succes-story/croatian-hypercar-innovation-steps-gear-eu-funding

17 | Enterprise Europe Network Improving the Network’s visibility: analysis and recommendations

een.ec.europa.eu

Ready to Grow stories

Title Country Company Year Link

Handcrafting your way into

the fashion industry

Hungary Faludi G 2018 https://een.ec.europa.eu/news/handcrafti

ng-your-way-fashion-industry

Entering the automotive market with intelligent

storage solutions

Sweden Svenska

Lager 2018

https://een.ec.europa.eu/news/entering-automotive-market-intelligent-storage-

solutions

Expanding high-tech research

globally Malta

AquaBioTech Group

2018 https://een.ec.europa.eu/news/expanding

-high-tech-research-globally

Transforming bee products with high-tech

solutions

Romania Apivest 2018 https://een.ec.europa.eu/news/hive-

market-organic-bee-products-high-tech-solutions

Born global: how to scale up

and stay up Denmark Napp 2018

https://een.ec.europa.eu/news/born-global-how-scale-and-stay

Smart partnerships for Smart Spaces

Finland Oi Oi 2018 https://een.ec.europa.eu/news/smart-

partnerships-smart-spaces

Lessons on innovation and crowdfunding from Magnic

Light

Germany Magnic Light 2018 https://een.ec.europa.eu/news/lessons-

innovation-and-crowdfunding-magnic-light

Wearable technology that

makes our workplaces

safer

Spain ENGIDI 2018 https://een.ec.europa.eu/news/wearable-technology-makes-our-workplaces-safer

How fashion entrepreneurs

can stay on trend in 2018

Slovenia Ziggie Bag 2017 https://een.ec.europa.eu/news/how-

fashion-entrepreneurs-can-stay-trend-2018

3 tips to turn a great idea into a great success

United Kingdom

Terraseed 2017 https://een.ec.europa.eu/news/3-tips-turn-

great-idea-great-success

18 | Enterprise Europe Network Improving the Network’s visibility: analysis and recommendations

een.ec.europa.eu

Outter space is within your

reach! Italy EICAS 2017

https://een.ec.europa.eu/news/outer-space-within-your-reach

How to scale up your business

Estonia Lingvist 2017 https://een.ec.europa.eu/news/how-scale-

your-business

Women entrepreneurs: 5

tips for international

success

Finland Belightful Design

2017 https://een.ec.europa.eu/news/women-

entrepreneurs-5-tips-international-success

How to grow your business: 3 lessons learned

from Think Silicon

Greece Think Silicon 2017 https://een.ec.europa.eu/news/how-grow-your-business-3-lessons-learned-think-

silicon

Five tips to make a five star

pitch to investors

Belgium Alberts 2017 https://een.ec.europa.eu/news/five-tips-

make-five-star-pitch-investors

How transport entrepreneurs

can go the extra mile in 2018

Croatia Rimac

Automobili 2017

https://een.ec.europa.eu/news/how-transport-entrepreneurs-can-go-extra-

mile-2018

Food and drink on the go!

Denmark Cold Hand

Winery 2017

https://een.ec.europa.eu/news/food-and-drink-go

How to put your water business

on the international stage in 2018

France InMAN 2017 https://een.ec.europa.eu/news/how-put-your-water-business-international-stage-

2018

19 | Enterprise Europe Network Improving the Network’s visibility: analysis and recommendations

een.ec.europa.eu

Materials and templates available to be adapted for local

communication

1. Visual identity and branding: guidelines and templates

2. Building a communication strategy with your consortium

3. Seven steps plan: Positioning the Network vis-à-vis Host Organisations

4. Communication materials for the 10-year anniversary campaign

List of communication training sessions of the Communication

Champions

March 2015 – Messaging workshop: creating messages for the Network

June 2015 – Storytelling workshop: learning how to tell an impactful story

September 2015 - Media relations workshop: how to deal with media interviews

March 2016 – Social Media strategy and Planning, Google Adwords, Twitter, Linked In, Stakeholder

Engagement

June 2016 – Communicating the Network brand with impact

December 2016 – Communication Strategy Design: how to create an inclusive and collaborative

communication strategy

March 2017 – Messaging workshop follow-up: deepening the Network’s messages

June 2017 – Storytelling workshop: recap on how to tell an impactful story

October 2017 – Social media for live events, Building user-firendly websites, LinkedIn

March 2018 – Presentations skills workshop: how to present the Network with clarity and confidence

June 2018 – Media relations workshop: Building sustainable relations with the media

20 | Enterprise Europe Network Improving the Network’s visibility: analysis and recommendations

een.ec.europa.eu

List of Communication Champions

Country Name Partner City

Austria Mario Weikenkas Standortagentur Tirol Innsbruck

Belgium Vincent Van Breusegem

Agence pour l’entreprise et l’innovation

Liège

Bulgaria Christina Shotekova Bulgarian Chamber of Commerce and Industry

Sofia

Croatia Marija Wisely The Business Innovation Croatian Agency – BICRO

Zagreb

Cyprus George Christou Research Promotion Foundation (RPF)

Nicosia

Czech Republic

Lenka Podzimkova Technology Centre ASCR Prague

Denmark Mette Toft Christensen

Agro Business Park Tjele

Estonia Epp Joala Estonian Chamber of Commerce and Industry

Tallinn

Finland Teija Pakanen FINPRO Helsinki

France Loubna Bentamy Chambre de commerce et d’industrie de Bretagne

Rennes

Germany Ellen Horstmann WFB Wirtschaftsförderung Bremen GmbH

Bremen

Greece Maria Karatzia PRAXI network Athens

Hungary Kata Suto Nagy Hungarian Trade Development Ltd

Budapest

Iceland Katrín Jónsdóttir Innovation Center Iceland Reykjavík

Ireland Joe Fox Enterprise Ireland Dublin

Italy Antonella Marras S.I. Impresa (Chamber of Commerce of

Naples)

Rome

Latvia Dzintra Svarcbaha Latvian Technology Centre

Riga

21 | Enterprise Europe Network Improving the Network’s visibility: analysis and recommendations

een.ec.europa.eu

Lithuania Agne Jaraite Kaunas Chamber of Commerce, Industry and

Crafts

Kunas

Luxembourg Annelore Domingos Chambre de Commerce du Grand-Duché de

Luxembourg

Luxembourg

Malta Kevin Mizzi Malta Chamber of Commerce, Enterprise

and Industry

Valletta

Netherlands Mylène Mesters Agentschap NL The Hague

Poland Mariusz Idzikowski PARP Warsaw

Portugal Helena Moura IAPMEI Lisbon

Romania Gabriela Macoveiu Nord-East Regional Development Agency

Piatra Neamt

Slovakia Veronika Somolanyiova

BIC Bratislava Bratislava

Slovenia Spelca Kompara Jožef Stefan Institute Ljubljana

Spain Carmen Gilabert González

Fundación Parque Científico de Madrid

Madrid

Sweden Ellen Mildaeus Tillväxtverket Stockholm

United Kingdom

James Harper Innovate UK London

United Kingdom

Lorna Maclean Scottish Enterprise Glasgow

Norway (BCC rep)

Silje Horrisland Whist Innovation Norway Oslo

Serbia Ivana Vukotic CCI Serbia Belgrade

Former Yugoslav

Republic of Macedonia

Sofce Jovanovska Economic Chamber of Macedonia

Skopje

Bosnia & Herzegovina

Vladimir Blagojevic Chamber of Commerce Srpska

Banja Luka

Turkey Eren Ataberk Agean Region Chamber of Industry

Izmir