RDAs and SMEs_EURADA Review_İDB
-
Upload
dursun-demir -
Category
Documents
-
view
140 -
download
0
Transcript of RDAs and SMEs_EURADA Review_İDB
RDAsRDAs and and SMEsSMEs, EURADA , EURADA ReviewReview
İzleme ve Değerlendirme Birimiİzleme ve Değerlendirme Birimi
Orta Karadeniz Kalkınma Ajansı
The consequences for human welfare involved in questions like these are simply staggering: Once one starts to think about them, it is hard to think about anything else.
— Robert E. Lucas, Jr. *(1988)
* http://en.wikipedia.org/wiki/Robert_Lucas,_Jr.
CONTENTSCONTENTS
i. Analysing the enterprises’ needs
ii. Support services to SMEs
iii. Financing SMEs at regional level
Entrepreneurshipiv. Entrepreneurship
v. Stimulating internationalisation
vi. SME support system in Turkey
vii. SMEs in EU and Turkey
viii. Recommendations
IntroductionIntroduction
i. The raison d’etre of a regional development agency is itscontribution to the creation of an environment that is favorubleto regional economic growth.
ii. … the action of the regional development agencies can only be ii. … the action of the regional development agencies can only be efficient if it is based on the regional analysis of the SME’s trueneeds and the businessman’s true motives.
iii. There is often a sizeable difference between an SME’s obvious, expressed and true needs.
Analysing the enterprises’ Analysing the enterprises’ needs needs
i. There is no easy way of describing what an SME is and to matchneeds to specific programmes.
ii. The needs of enterprises with less than 50 employees arefundamentally different from those of enterprises employing upfundamentally different from those of enterprises employing upto 250 persons.
iii. The result is that different instruments must be implementedaccording to the size of enterprises.
iv. The SMEs do have individual needs of support to establish or to grow.
Analysing the enterprises’ Analysing the enterprises’ needs needs
i. The needs for any kind of company are COMPETENCE-CAPITAL-CONTACTS.
ii. The needs that are familiar to manager(mostly owner) verymuch in the short run and the awareness for the long run is not much in the short run and the awareness for the long run is not very strong.
iii. Consequently , the SME demands services and support for doingbetter business in the short run and there is a market supply in that area.
iv. The role of the public sector must be to fill the gaps of the market, interventions of that sector must aim at creating newservices by the SMEs.
Analysing the enterprises’ Analysing the enterprises’ needs needs
Resource : EURADA
Analysing the enterprises’ Analysing the enterprises’ needs needs
i. Therefore, pilot projects and dissemination projects arenecessary in order to open the market for private sector.
ii. Moreover venture capital markets (business angels, seed capitaland regional venture capital) are not sufficiently developed.and regional venture capital) are not sufficiently developed.
Support services to SMEsSupport services to SMEs
i. …the multiplicity of intermediate organisations
ii. We have the undeniable advantage of adressing all companies in our geographical area whereas most other intermediaries veryoften act only on behalf of their members.often act only on behalf of their members.
iii. …multidisciplinary approach, morever executing regional publicpolicies at regional level ..
iv. A tendency among development agencies consist in focusing in their geographical area of competence. Increasing cooperation to offer internationalisation services to SMEs ?
Support services to SMEsSupport services to SMEs
Notion of support for companies include 7 main categoriesaccording to EURADA members;
i. Informationi. Information
ii. Awareness
iii. Training
iv. Advice
v. Assistance/hands-on management
vi. Financing
vii. Enterprise real estate
In order for these services to SMS to be efficient, they have to be complementary.
Support services to SMEsSupport services to SMEs
Support services for companies can be implemented using fourdifferent but complemantry approaches;
i. Global
ii. Sectoralii. Sectoral
iii. Common to certain types of businesses
iv. Individualised
It is becoming clear that range of services to SMEs has to be specialised and adjusted to company life-cycles..
Creation-Start-up-Growth-MaturityTransmission,Clustering,Diversification
Support services to SMEsSupport services to SMEs
Creation
Awarenessi. Awareness
ii. Training
iii. Business plan consultancy
iv. Financial consultancy
v. Enterprise real estate
vi. Assistance
Support services to SMEsSupport services to SMEs
Start-up
Financial engineeringi. Financial engineering
ii. Management and marketing consultancy
iii. Enterprise real estate
iv. Assistance
Support services to SMEsSupport services to SMEs
Growth
Awareness of internationalisationi. Awareness of internationalisation
ii. Financial engineering
iii. Advice
iv. Training
v. Assistance
Support services to SMEsSupport services to SMEs
Transmission Clustering Diversification
Awarenessi. Awareness
ii. Training
iii. Business plan consultancy
iv. Financial consultancy
v. Assistance
Support services to SMEsSupport services to SMEs
Resource : EURADA
Support services to SMEsSupport services to SMEs
i. In order to be credible and to increase their visibilitydevelopment agencies should become professionals (ISO 9000 Certification ?) and have established partnerships with Certification ?) and have established partnerships with specialised bodies
ii. In the short run it will be certainly usefull to invest in awarenessand consultancy in emerging fields (e-commerce, economicintelligence, venture capital funds etc.)
iii. One of the useful interventions of the intermedaries is reinforcement of business cooperation both at regional level(clusters, industrial districts, value chain) and transnational level.
Support services to SMEsSupport services to SMEs
We can present the following advantages in this field;
i. Reaching the local business community
Learning local business dynamicsii. Learning local business dynamics
iii. Identifiying organizational resources and local experts
iv. Cultivating personel relationships
v. Screeming and assessing potential partners
vi. Forming a match with a company
vii. Supporting the companies after the relationship begins.
FinancingFinancing SMEsSMEs at at regionalregionallevellevel
Agencies invest more and more in the offer of services linked to the notion of financial engineering. Depending on the national legislation, RDAs manage or own shares of financial products such as:
i. Regional business angel networksi. Regional business angel networks
ii. Guarantee funds
iii. Start-up capital funds
iv. Regional venture capital funds
v. Factoring enterprises
vi. Micro-credits
vii. Loans without interests and/or guarantee
viii. Loans for women entrepreneurs
ix. Transnational venture capital funds
FinancingFinancing SMEsSMEs at at regionalregionallevellevel
Agencies need to develop a supply chain concept in the field of SME financing ;
i. Banks divide markets into types of customers instead of intofinancial productsfinancial products
ii. A region needs a true infrastructure to financially supportcompanies along the same lines as investment in infrastructure
iii. Advice on business plans and good practices in theirrelationships with banks.
EntrepreneurshipEntrepreneurship
Traditionally, development agencies have tackled entrepreneurshipfrom the following angles:
i. Economic: … creating businesses in commercial sector
ii. Economic development: … part of an overall regionalii. Economic development: … part of an overall regionaldevelopment agency.
iii. Social/cultural: to increase the awareness of the population
iv. Financial: by introducing various forms of financial engineering
EntrepreneurshipEntrepreneurship
Start-up cycles can be summarised as follows:
i. Awareness of the businessman spirit
ii. Identification of a vocation to be a businessman
Validation of the company concept/projectiii. Validation of the company concept/project
iv. Materialisation of a desire to create a company
v. Training and advice
vi. Own funds/outside financial support for the company
EntrepreneurshipEntrepreneurship
In practice development agencies can undertake projects aimed at:
i. Stimulating entrepreneurship in their region, including with children, teenagers, as well as graduates or undergraduates
ii. Training and advising would be entrepreneursii. Training and advising would be entrepreneurs
iii. Helping them formulate their business plan
iv. Subsidising start-ups
v. Seeking to offer venture capital
vi. Supporting take-overs, transfer of ownership when heads of companies are close to retirement
vii. Fosttering unniversity and other spin-offs
viii. Analysing needs that are not met and determining where thereis scope for new business activities
EntrepreneurshipEntrepreneurship
In practice development agencies can undertake projects aimed at:
i. Stimulating entrepreneurship in their region, including with children, teenagers, as well as graduates or undergraduates
ii. Training and advising would be entrepreneursii. Training and advising would be entrepreneurs
iii. Helping them formulate their business plan
iv. Subsidising start-ups
v. Seeking to offer venture capital
vi. Supporting take-overs, transfer of ownership when heads of companies are close to retirement
vii. Fosttering unniversity and other spin-offs
viii. Analysing needs that are not met and determining where thereis scope for new business activities
EntrepreneurshipEntrepreneurship
Key actions required at a regional level to foster creation of start-upsare:
i. Providing an intelligencce service on new business opportunities, particularly on high growth areas through research, internationalparticularly on high growth areas through research, internationalworkshops etc.
ii. Ensuring that emerging skills match emerging opportunities
iii. Promoting the idea of enterprise to groups and individuals with high skills and a capacity for entrepreneurship
iv. Providing a better service to emerging entrepreneurs by way of advice, targeted informatio, management and technology services
v. Ensuring funding is available at the level required
EntrepreneurshipEntrepreneurship
In order to create a strategic and coherent approach we can use the methodology successfully applied in Regional Innovation Strategyprogramme:
A bottom-up approach: it will be demand driven based on A bottom-up approach: it will be demand driven based on dailogue with all the pprincipal actors
A regional approach. A consensus between all of the regionalactors which takes into account the national and internationalcontext will be necessary
A strategic approach: both short and medium term actions will be included.
StimulatingStimulating thetheinternationalisationinternationalisation of of SMEsSMEsThe concept of internationalisation currently covers more than a single sale:
A. Commercial/Financial
- Plain exporting- Agent and distributor
- Franchising- Franchising
- Co-contracting
- Joint venture
- Acquisition or participation
B. Industrial
- Joint production
- Subcontracting
- Joint tendering
- Licence
-Techonogical development
- Techonology tranfer
C. Inward investment or strategic relocation
StimulatingStimulating thetheinternationalisationinternationalisation of of SMEsSMEsThe concept of internationalisation currently covers more than a single sale:
A. Commercial/Financial
- Plain exporting- Agent and distributor
- Franchising- Franchising
- Co-contracting
- Joint venture
- Acquisition or participation
B. Industrial
- Joint production
- Subcontracting
- Joint tendering
- Licence
-Techonogical development
- Techonology tranfer
C. Inward investment or strategic relocation
StimulatingStimulating thetheinternationalisationinternationalisation of of SMEsSMEs
A vast range of services can be offered:
i. Information (market/sector info) and promotion (organisingcontact missions ) services
ii. Training services (speecific seminars, establishing contacts viaii. Training services (speecific seminars, establishing contacts viaexporters’ clups)
iii. Custom tailored services
iv. Specialist collective services
StimulatingStimulating thetheinternationalisationinternationalisation of of SMEsSMEs
Selecting enterprises for internationalisation:
i. Types of enterprises (the winners, the survivors and local market suppliers)
ii. Attitudes towards internationalisation (the complacent, theii. Attitudes towards internationalisation (the complacent, theinterested and the fearful)
StimulatingStimulating thetheinternationalisationinternationalisation of of SMEsSMEs
Resource : EURADA (Example of Scottish Trade International)
SME SME supportsupport systemsystem in in TurkeyTurkey
Finance Advice Training RTD Innovation Internationalisation
KOSGEBDTMHAZİNE
X
X
X XX
HAZİNETÜBİTAKSAN-TEZKalkınmaAjanslarıTTGV
X
XX
XX
X
XX
X
Not: Sol sütundaki kurum ve destek programı adları gözden geçirilebilir. Ulusal inovasyon sistemi incelemelerinde ve bunun bölgesel yansımaları analiz edilirken her bir kurumun veya destek aracının/programının bütün sistem içerisinde yerinin “net” olarak tanımlanması faydalı olacaktır. Bu açıklama bir sonraki “slide” için de geçerlidir.
SME SME supportsupport systemsystem in in TurkeyTurkey
Creation Start-up Growth Internationalisation
KOSGEBDTMHAZİNETÜBİTAK
X X X
XX
XX
TÜBİTAKSAN-TEZKalkınmaAjanslarıTTGV X
X
XX
X
SMEs in EU and TurkeySMEs in EU and Turkey İşletme Sayıları İstihdam Yaratılan Katma Değer
TR AB-27 TR AB-27 TR AB-27
Sayı Pay Pay Sayı Pay Pay Milyar € Pay Pay
Mikro 2 150 529 %92.8 %91.8 3 518 642 %38.1 %29.7 51 %12.7 %21.1
Küçük 151 034 %6.5 %6.9 2 847 259 %30.8 %20.7 93 %22.9 %18.9
Orta 12 157 %0.5 %1.1 1 181 237 %12.8 %17.0 64 %15.7 %18.0
KOBİ 2 313 720 %99.9 %99.8 7 547 138 %81.7 %67.4 208 %51.3 %57.9 KOBİ 2 313 720 %99.9 %99.8 7 547 138 %81.7 %67.4 208 %51.3 %57.9
Büyük 2 475 %0.1 %0.2 1 693 879 %18.3 %32.6 197 %48.7 %42.1
Toplam 2 316 195 %100.0 %100.0 9 241 017 %100.0 %100.0 405 %100.0 %100.0
Kaynak: SBA Fact Sheet, DG Enterprise and Industry, European Commission, 2008.
RecommendationsRecommendations
i. “All animals are equal but some animals are more equal thanothers”* : Some SMEs are different from others!
ii. The role of the public sector must be to fill the gaps of the market. market.
iii. “Aggregate otherwise separate interventions to add value.” **
* Quoted from G. Orwell.
**Quoted from OECD LEED Principles for development agencies.
RDAsRDAs and and SMEsSMEs, EURADA , EURADA ReviewReview
İzleme ve Değerlendirme Birimiİzleme ve Değerlendirme Birimi
Orta Karadeniz Kalkınma Ajansı