Project INTRA

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


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


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


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


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


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


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


18. List main success factors referre


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

-------


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


PILOT PROJECTS


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.


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


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


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


BME Srl, Ideeprogetti Soc. Cop., Unive

pa, Novatec Srl, De Paolis Srl, Galeno


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


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


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


elief, grant for exports, etc)


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, �


- -

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


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


Capacity

Export coach

Incentives to

Exports foru

Improving in

Trade visits

International

Other: pleas

SME Internalization


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


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


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


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:


stimulate SME


Venture cap

companies

Public fundin

Improvemen

Other: pleas


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


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 (e.g. financed by business

Crowdsourcing


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


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


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


Perception of public funding mechan

business opportunities on foreign mark


19. Further materials and referenc

press releases, articles, blogs

//


ice is transferable in terms of:

mentation process

inancial support, �.)



volved

thodology


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


rson of the practice (name, e-mail, �)

aceutical Innovation TANK Via Italia c/o Ermes Cente

[email protected]

piling this form (name, e-mail, �)

aceutical Innovation TANK Via Italia c/o Ermes Cente

[email protected]

or Innovative Projects

r SME innovation

PROJECTS, QUADRUPLE HELIX MODEL FOR SM

Center - 64023 Mosciano

Center - 64023 Mosciano

R SMART SPECIALISATION


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


Abruzzo Regione della Vista (Abruzzo Region of sight)


---

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.



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.


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.


� 20.000.000,00

6. Why do you think this could be a good practice?


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


x Entrepreneur training, coaching, mentoring, consultancy


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



-

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


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


Challenges OBJECTIVES Tick where

appropriate

Human


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


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�



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



and networking


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:


stimulate SME


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


10. Source of funding (multiple response)

x Regional funds

x National funds (EU funds � ESF)


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


---

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 Nationalgovernment

Development agency


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


Methodology for the assessment of the problem to be address

x Methodology for the involvement of the targeted stakeholders

Risk management 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



Perception of public funding mechanisms and

business opportunities on foreign markets

x Very relevant

Relevant

Party relevant

Not relevant


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


Globlal Grant "+ Research and innovat


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;


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


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


Metron srl, Ass.For.SEO, KPMG Adviso


� 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


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


x Entrepreneur training, coaching, m


Technology transfer

Open innovation

Cross-sectoral networking

MARKET

x Internationalisation (e.g. Creation o

Cluster development

Incubator/ promotion of start-up



- -

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


riences on interregional and transnational basis amon

pport development.

le response)

ntation


elief, grant for exports, etc)


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


Capacity

Export coach

Incentives to

Exports foru

Improving in

Trade visits

International

Other: pleas

SME Internalization


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


ges/needs is the practice addressing? Please t

onse)1

OBJECTIVES

coaching course

ives to foster internationalization activity

s forums


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


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


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:


stimulate SME


Venture cap

companies

Public fundin

Improvemen

Other: pleas

10. Source of funding (multiple re

x Regional funds


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


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 (e.g. financed by business

Crowdsourcing


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


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


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


National government

Development agency


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


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


x Methodology for the assessment o

x Methodology for the involvement o

Risk management strategy involve


Review and maintenance methodo

Metrics for the evaluation of the im

Marketing strategy

Other (please specify)

18. List the main success factors


Perception of public funding mechan

business opportunities on foreign mark


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




volved

thodology


ctors referred to the context where the practice

Is the success factor relevant for t


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)

[email protected]

actice took place

t for transferability in a

sheet, leaflet, video,

mail)

//



1. Name of the organisation owner of in charge of the practice

TAIPRORA SRL


ABRUZZO (Italy)


NETWORK CONTRACTS FOR INTERNATIONALISATION

SIMUL - "Multitasking System for Industrial Automation"


www.taiprora.it


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,


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.


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.


Taiprora India, Taingenia Kazakistan, NETWORK SIMUL - "Multitasking System for Industrial Automation"


300.000 euros


The SIMUL Networks achieved the goal to create opportunities for all the members of the networks to reach

abroad markets.


POLICY/REGULATION


observatory/benchmarking/monitoring the SME Internalisation activities

dissemination (please specify)

x event/festival

FUNDING


x funding measure

financial measure (e.g. tax relief, grant for exports, etc)



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


x networking, matchmaking, �



The practice shows how the creation of horizontal cluster, networks can be a success factor for

internationalisation.




appropriate

Human


Capacity


Incentives to foster internationalization activity

Exports forums


Trade visits x

1Based onOECD report on � Top Barriers and Drivers to SME Internalization�



appropriate



SME Internalization


and services

Developing technology incubators


Market research support x



Account management support 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)

x


Financing

Insurance solutions & risk management (e.g. covering of exporters and

foreign buyers of exports against commercial and political risks of non-

payment)




Loans



Funding to attend international trade events and exhibitions x




and networking





appropriate


clusters

Fostering the transferability of innovative technologies overseas x

Export promotional activities/marketing x


Trade missions x

Partner search & alliances x

One stop customer centre to assist SME exporters with foreign market

information and contacts x



Market intelligence services x

Other: knowledge and experience collecting and sharing among SMEs

Indirect actions:


stimulate SME



companies


Improvement of technological capabilities of export-oriented SMEs



x regional funds

national funds

EU funds � H2020

EU funds � ERDF

EU funds � COSME


private (e.g. financed by business angels)

crowdsourcing




x focused on the SME Internalisation


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


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?

/


local

x regional

national

European

international


x regional government

national government

development agency

x university or research institution

x SME, enterprises

association of enterprises/professionals


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)

http://www.abruzzosviluppo.it/new/2015/10/28/pubblicato-

il-bando-regionale-per-lagevolazione-dei-progetti-di-

internazionalizzazione-dei-contratti-di-rete/


x organisational model / implementation process

specific tools (e.g. training, financial support, �.)



methodology for the assessment of the problem to be address

methodology for the involvement of the targeted stakeholders

x risk management strategy involved


review and maintenance methodology

metrics for the evaluation of the implementation process



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?



Very relevant

Relevant

x Party relevant

Not relevant


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

www.taiprora.it

20. REFERENCES:


Mr. Francesco Alfieri, email: [email protected]


Mr. Stefano Giannascoli, email: [email protected]

OTHER RELEVANT INFO

/


PALM - Innovation Pole of Wood and F


Abruzzo


MEDINIT - Made In Italy in Esposizione


www.palmabruzzo.it/en


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



and Furniture

ractice takes place

izione a Casablanca


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


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


The Pole Palm participated directly in th

However, four other companies have d


� 22.000,00


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;


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.


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


POLICY/REGULATION


observatory/benchmarking/monitor

x dissemination (please specify)

x event/festival

FUNDING

funding measure




x entrepreneur training, coaching, m

access to knowledge

technology transfer

open innovation


MARKET

x internationalisation (e.g. creation o

cluster development




------------


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


the knowledge was useful to acquire more accurate d

Morocco.

esponse)

tation






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



Challenges

Human


Capacity

Export coachin

Incentives to fo

Exports forums

Improving inter

Trade visits

Internationaliza

Other: please s

SME Internalization


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




1

OBJECTIVES

aching course


orums



ease specify


ng technology parks

search support



management support




l consultancy support (eg advisors who help innovative



lease specify




ment financing

pment financing


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


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:


stimulate SME


Venture capita

companies

Public funding

Improvement o

Other : please


regional funds

national funds


OBJECTIVES

arantee scheme




ease specify







issions

earch & alliances


on and contacts


r support etc)

telligence services





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



crowdsourcing

x Private funding through membersh


focused on the SME Internalisation





ROP ERDF Abruzzo 2007- 2013 (Reg

Fund). Activity I.1.2 "Support for the

01/06/2011 � Domain Wood and Furnit


this field?

----------------


local

regional

national

European

x international


regional government


siness angels)

bership

levant one)

isation

E Internalisation


3 (Regional Operational Programme of the European

or the creation of the Poles of Innovation" call for

Furniture


e one answer)



pean Regional Development

ll for proposal launched on


national government

development agency


x SME, enterprises

association of enterprises/professi




QUANTITATIVE INDICATOR TIM

tim

147 Italian companies exhibitor

and 2.200 qualified visitors 20


organisational model / implementa

specific tools (e.g. training, financia



methodology for the assessment o

methodology for the involvement o











ofessionals





2013 ---


entation process




volved

thodology



Is the success factor relevan


anisms and Very relevant



CE (if available)

place

levant for transferability in





http://www.palmabruzzo.it/en/medinit-

20. REFERENCES:


Palm Coordinator: Giammario Cauti, g.

OTHER RELEVANT INFO

--------------------


arkets Relevant

x Party relevant

Not relevant

x Very relevant

Relevant

Party relevant

Not relevant



-expo-2014-interior-design.html

n of the practice (name, e-mail, �) / person compili

[email protected] , tel. +39 335492895


mpiling this form


ABREX S.r.l.


ITALY


ABREX: Circuito di Credito Commercia


www.circuitoabrex.net


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


----

5.2. 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


---




ractice takes place

erciale


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.

-----


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.


POLICY/REGULATION




event/festival

FUNDING

funding measure




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



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





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, �


----------


--------------



Challenges

Human


Capacity

Export coachin

Incentives to fo

Exports forums

Improving inter

Trade visits

Internationaliza

Other: please s

SME Internalization


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





1

OBJECTIVES

aching course


orums



ease specify


ng technology parks

search support



management support





D output and identify adaptations that might make a



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


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:


Venture capita

companies


OBJECTIVES

lease specify




ment financing

pment financing

arantee scheme




ease specify







issions

earch & alliances


on and contacts


r support etc)

telligence services



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


regional funds

national funds

EU funds � H2020

EU funds � ERDF

EU funds � COSME



crowd sourcing

X Private funding through membersh



X focused on SME support sector




-------------


OBJECTIVES



lease specify

response)

siness angels)

bership

levant one)

isation

E Internalisation


Tick where

appropriate

X

ed SMEs



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.


local

X regional

national

European

international


X regional government

national government

development agency


X SME, enterprises






--- ---


X organisational model / implementa



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)


ofessionals



TIMEFRAME (during which time?) INFO SOUR

---


entation process


ck to affiliated businesses, if

vestments thanks to liquidity

to focus their attention and

ing foreign markets, or start

being known also in foreign



SOURCE (if available)





methodology for the involvement o





marketing strategy









PRESS:

Il Centro

Il Sole 24 Ore

Italia Oggi

l'Espresso

TV6

Rete8





volved

thodology





anisms and

arkets

V Very relevant

Relevant

Party relevant

Not relevant

Very relevant

X Relevant

Party relevant

Not relevant



place



20. REFERENCES:


Mr. Angelo D�Ottavio (President Abrex

Contact Details: person compiling th

Ms. Sara Cicchelli (Resp. Marketing

OTHER RELEVANT INFO

-------


n of the practice (name, e-mail, �)

brex Srl) [email protected]

ling this form (name, e-mail, �)

ting and Communication) comunicazione@circuitoabre

toabrex.net



NRGSYS di D. Ciambrone & C


Canada/USA


NerveVision


https://www.nervevision.com/


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.



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


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


First round 2012-2015: 450k�

Current round 2017-2020: 3.4M�



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


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


RSNA (Radiological Society of North America)

FUNDING

X funding measure

Private investors




X entrepreneur training, coaching, mentoring, consultancy

X access to knowledge

X technology transfer

X open innovation


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





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




appropriate

Human


Capacity

Export coaching course X


Exports forums

Improving interregional technology transfer bodies and mechanisms X

Trade visits X



SME Internalization


and services

Developing technology incubators X


Market research support X

Export/Internalization observatory facilities X

IPR support/ Institutional protection of intellectual property X

Account management support







X


Financing Insurance solutions & risk management (e.g. covering of exporters and




appropriate


payment)




Loans



Getting Ontario government funds to support hiring local people

for high tech activities

X


Hosted by the Ontario government collective booths in

international shows (RSNA Chicago 2015-2016-2017)

X


Funding by private investors


and networking

Improving interregional technology transfer bodies and mechanisms



clusters

Fostering the transferability of innovative technologies overseas X



Trade missions

Partner search & alliances X


information and contacts

JLabs Innovation � technology incubator by Johnson & Johnson

X



· Ontario Trade Offices

X



appropriate

· JLabs Innovation � technology incubator by Johnson & Johnson



Indirect actions:


stimulate SME



companies X

Public funding schemes for start-ups X

Improvement of technological capabilities of export-oriented SMEs



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


focused on the SME Internationalisation


focused on sector specific SME Internationalisation





this field?


local

regional

national

European

X international


X regional government

national government

X development agency


SME, enterprises

X association of enterprises/professionals




QUANTITATIVE INDICATOR TIMEFRAME (during which

time?) INFO SOURCE (if available)



organisational model / implementation process


X policy making process



X methodology for the involvement of the targeted stakeholders





marketing strategy







X Very relevant

Relevant

Party relevant

Not relevant


Very relevant

Relevant

X Party relevant

Not relevant




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:


Nico Ciambrone

[email protected]


Nico Ciambrone

[email protected]

OTHER RELEVANT INFO



SINERGIE Education


Italy - Europe


Training for internationalization


http://www.inergie.education


Internationalization training enables companies to focus on new but necessary issues for working across border.


Since 2 years

5.2. Goals

· Prepare for the management of legal and bureaucratic aspects

· Prepare for the management of foreign trade rules


Companies in Abruzzo Region � SMEs and Big Company


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.



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.


POLICY/REGULATION

x policy + successful implementation

x observatory/benchmarking/monitoring the SME Internalisation activities


event/festival

FUNDING

x funding measure





x access to knowledge

technology transfer

x open innovation


MARKET

internationalisation (e.g. creation of international partnerships, access to foreign markets, �)

cluster development





To acquire competencies. To provide companies with the tools and knowledge they can allowing them to

emerge on foreign markets for Internationalize their business.





appropriate

Human


Capacity


Incentives to foster internationalization activity x

Exports forums


Trade visits



SME Internalization


and services








centres as a key tool for competitive improvement in businesses x






Financing



payment)

Financing short-term exports x






appropriate

Loans




Grants to support any stage of the internationalization activity x



and networking




clusters

Fostering the transferability of innovative technologies overseas

Export promotional activities/marketing x


Trade missions x








Indirect actions:


stimulate SME



companies





x regional funds

x national funds


EU funds � H2020

EU funds � ERDF

EU funds � COSME



crowdsourcing








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


this field?


local

regional


national

x European

international



national government

development agency


x SME, enterprises

x association of enterprises/professionals




QUANTITATIVE INDICATOR



Supporting number of SMEs:

average 7 Company One years Interprofessional Funds



x specific tools (e.g. training, financial support, �.)




methodology for the involvement of the targeted stakeholders






marketing strategy







Very relevant

x Relevant

Party relevant

Not relevant


Very relevant

x Relevant

Party relevant

Not relevant



//

20. REFERENCES:


Elisa Antonioni, [email protected]


Laura Tivolesi, [email protected]

OTHER RELEVANT INFO


SAPERI LOCALI DISTRIBUZIONE SO


Abruzzo / Italy


A market label for certifying the nutrace


www.saperilocali.it (website of project a


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



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


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


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).


Saperi Locali Distribuzione Sostenibile

Sinergie Educations srl (Project Partne

University of Chieti-Pescara (Project Pa


150,000.00


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.



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)


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




event/festival

FUNDING

funding measure




entrepreneur training, coaching, m

access to knowledge

X technology transfer

open innovation


MARKET

internationalisation (e.g. creation o

X cluster development





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


tation



mentoring, consultancy



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



Challenges

Human


Capacity

Export coachin

Incentives to fo

Exports forums

Improving inter

Trade visits

Internationaliza

Other: please s

SME Internalization


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




1

OBJECTIVES

aching course


orums



ease specify


ng technology parks

search support



management support







lease specify




ment financing

pment financing


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


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:


stimulate SME


Venture capita

companies

Public funding

Improvement o

Other: please s


regional funds

national funds


OBJECTIVES

arantee scheme




ease specify







issions

earch & alliances


and contacts

ntres abroad (that can offer market research informatio

ort etc)

telligence services





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



crowdsourcing

X Private funding through membersh



X focused on SME support sector




The project is contributing to the Regio

technological domain AGRIFOOD.


this field?

SME Internationalisation strategy (and

capitalisation and the involving of ventu


local

X regional

X national

European

international


regional government


siness angels)

bership

levant one)

isation

E Internalisation


Regional Strategy of Smart Specialisation (RIS3) in par


(and measures) is the future challenge of this project.

venture capitalists interested on company and its busi

e one answer)



in particular to the


oject. It will follow the

s business growth.

national government

development agency

X university or research institution

X SME, enterprises






time?

6 Certification of agri-food

products year


X organisational model / implementa


X policy making process



X methodology for the involvement o





X marketing strategy






ofessionals





ear Internal certificatio


entation process




volved

thodology





anisms and Very relevant


are listed below:

CE (if available)

cation reports

place






Project PPT

Company LEAFLET

20. REFERENCES:


Francesco Cuddemi, pescara@saperilo


Francesco Cuddemi, pescara@saperilo

OTHER RELEVANT INFO


arkets Relevant

X Party relevant

Not relevant

Very relevant

X Relevant

Party relevant

Not relevant


otos, etc.). Please list and enclose


aperilocali.it


aperilocali.it



Abruzzo Region


Abruzzo


Abruzzo4Export


http://www.abruzzo4export.it/


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.


2013/2017



ractice takes place


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


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


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



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

//


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


POLICY/REGULATION

x policy + successful implementation


x dissemination (please specify)

x event/festival

FUNDING

funding measure




x entrepreneur training, coaching, m


technology transfer

open innovation


MARKET

x internationalisation (e.g. creation o

cluster development



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





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, �)




//

//

//


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



Challenges

Human


Capacity

Export coachin

Incentives to fo

Exports forums

Improving inter

Trade visits

Internationaliza

Other: please s

SME Internalization


and services

Developing tec

Developing tec

Market research

Export/Internal

IPR support/ In

Account mana




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.


1

OBJECTIVES

aching course


orums



ease specify


ng technology parks

search support



management support


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


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


OBJECTIVES







lease specify




ment financing

pment financing

arantee scheme




ease specify







issions

earch & alliances


on and contacts


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:


stimulate SME


Venture capita

companies

Public funding

Improvement o

Other : please


x regional funds

national funds

EU funds � H2020

x EU funds � ESF

EU funds � COSME



crowdsourcing








Yes, ROP � ESF 2007/2013, OP 2012/


OBJECTIVES

r support etc)

telligence services





lease specify

response)

siness angels)

bership

levant one)

isation

E Internalisation


2012/2013

Tick where

appropriate

mong SMEs x

wth

ed SMEs



this field?

//


local

x regional

national

European

international



national government

x development agency


x SME, enterprises

x association of enterprises/professi



quantitative indicators that are


/ /


x organisational model / implementa







e one answer)


ofessionals



TIMEFRAME (during which time?) INFO SOURC

/


entation process






URCE (if available)

x methodology for the involvement o














http://www.abruzzo4export.it/wp-conten

Regione-Abruzzo.pdf

20. REFERENCES:


/


Michele Di Massimo; michele.dimassim



volved

thodology





anisms and

arkets

Very relevant

x Relevant

Party relevant

Not relevant

Very relevant

x Relevant

Party relevant

Not relevant



content/uploads/2015/05/Pubblicazione_Iniziative-inter



[email protected]

place



internazionalizzazione-

OTHER RELEVANT INFO

//


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8!



Università degli Studi dell�Aquila


Abruzzo


�Innovation as a driver for internationalization�



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�.


5.2. Goals





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.


POLICY/REGULATION


observatory/benchmarking/monitoring the SME Internalisation activities


event/festival

FUNDING

funding measure






x technology transfer

x open innovation


MARKET

x internationalisation (e.g. creation of international partnerships, access to foreign markets, �)

cluster development






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




appropriate


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



appropriate

Human


Capacity



Exports forums


Trade visits



SME Internalization


and services













x


Financing



payment)




Loans





appropriate





and networking




clusters x

Fostering the transferability of innovative technologies overseas



Trade missions








Indirect actions:


stimulate SME



companies





regional funds

national funds

EU funds � H2020

EU funds � ERDF

EU funds � COSME




crowdsourcing








no


this field?


local

regional

national

European

x international



national government

development agency



x SME, enterprises

x association of enterprises/professionals




QUANTITATIVE INDICATOR TIMEFRAME (during which







x methodology for the assessment of the problem to be address

x methodology for the involvement of the targeted stakeholders





marketing strategy







Very relevant

x Relevant

Party relevant

Not relevant



Very relevant

x Relevant

Party relevant

Not relevant



20. REFERENCES:


Luciano Fratocchi; [email protected]


Michele Di Massimo: [email protected]

OTHER RELEVANT INFO

/

Documents

Project INTRA