Business Support and Financing Structures in Central Macedonia, towards innovation and smart specialization. The case of KEPA and KEPA-ANEM

Transcription

1 Business Support and Financing Structures in Central Macedonia, towards innovation and smart specialization. The case of KEPA and KEPA-ANEM Ιoannis Tsitsopoulos, Head of Information & Publicity, KEPA- ANEM Neoklis Stamkos, European projects officer at the Microcredit Department, Project Manager «microstars», KEPA

2 INDETITY KEPA & KEPA-ANEM The Business and Cultural Development Centre (KEPA) is a private non-profit organization with headquarters in Thessaloniki, Greece. KEPA was founded in 1991, by the Federation of Industries of Northern Greece (FING), and the Greek International Business Association (SEVE). It acts since 1993 as an Intermediate Management Βοdy for National and cofinanced Programmes by EU at national and regional level, (in particular for the Regions of Central and Western Macedonia).

3 In 1997 KEPA with Central and Western Macedonia Chambers of Industry, Commerce and craft Industry, and Western Macedonia Development Company ΑΝΚΟ formed the Union Development of Macedonia Agency (ANEM). In November 2002 KEPA and ANEM formed the consortium KEPA-ANEM. KEPA-ANEM is also an Intermediate Management Body on funded Programmes for SME s under the Operational Programme Competitiveness, NSRF (ESPA) and NSRF (ESPA). Both bodies are certified according to ISO 9001 standard and have sufficient staff with the necessary know-how and expertise in project management. Web-Site :

4 Experience in programme management and evaluation. Qualified staff. KEPA & KEPA-ANEM STRENGTHS Wide network across Greece and Europe (public authorities local-regionalnational, ministries, associations, universities, institutions, research centers, SMEs etc). Significant number of projects. Experience in transferring good business practices. Key actor regarding entrepreneurship in Greece. Recognition by the Greek business world and various decision-making centres (Ministries, Agencies, European Commission, etc), as business bodies providing services with speed, high quality, and efficiency. Point of Reference for small and medium-sized enterprises for action and character development to update their financing opportunities, through National and European programmes.

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6 Current Αctivities KEPA & ΚΕPA-ANEM KEPA Ιndermediate Management Body European Programmes Design Μicrofinance-Microloans Support Social Economy KEPA-ANEM Ιndermediate Management Body in Central and Westrern Macedonia participate as partner of EFEPAE.

7 KEPA & KEPA-ANEM function as a Intermediate Management Bodies Μain Actions/Activities Technical preparation of call of proposals in cooperation with the Authorities (Ministries, Regions, etc.). Publicity, Promotion and Informing SMEs about open calls. Receipt of submitted business plans and support the process of evaluation and the development of specific IT tools. Monitoring and auditing (project management) of approved proposals (technical object and economic control). Disbursement of public funding to final beneficiaries (SME s). Inform stakeholders (Ministry of Development, EU, etc.) for the progress of the project through technical reports and using modern IT tools.

8 Results Management Period Number of Programmes Number of Projects (SMEs) Budget ( ) Grant ( ) Α CSF Β CSF Γ CSF NSRF NSRF , , , , , , , ,57 4* , ,38 Sum , ,96 Elements until 30/9/2017

9 Sectors Programmes towards innovation and smart specialization. FINANCING ΑREAS Manufacturing, Tourism, Commerce, Services, Innovation, Training, Environment, Quality, Energy FINANCING BUSINESS SECTORS Agri-food, Building Materials Information Technology, Chemical Industries, Clothing-Footwear, Hotels- Accommodations Production and Saving Energy, Steel Structures, Plastics, ICT, etc. FINANCING COSTS Building infrastructure, equipment, software, personnel recruitment, promotion, studies, quality systems,, know-how, operating costs, etc. Programmes (Typical examples) Period New Innovative Entrepreneurship Green Enterprise Εnergy Manufacturing under new conditions Exports-Competitiveness Green Tourism Period Start up Entrepreneurship

10 Modernization of a hotel with an environmental footprint

11 Safety holograms production using nanotechnolog

12 Innovative applications in agriculture and geoinformatics using Unmanned Aerial Vehicle (UAV).

13 Handheld Cardiograph

14 Production and processing of industrial steel products

15 Geothermal Greenhouse for tomato production (1)

16 Geothermal Greenhouse for tomato production (2)

17 2. European Programmes In March 2011, the KEPA extended its operational action to the management and implementation of European programmes funded directly by the EU, through the office function in Brussels. Until now, KEPA has been a partner in 17 projects, with a total budget of 12 million, certifying the quality of the organization and its credibility as a partner. Through these projects, KEPA has developed know-how in areas such as design, microfinance and the social economy, while participating in relevant European networks and institutions (ERRIN, EMN, MFC, BEDA).

18 2.1 What is Design? 2.1DESIGN Design is not just about the way things look, it is also about the way they work. Design creates value and contributes to competitiveness, prosperity, and well-being in Europe. The European Commission aims to accelerate the take-up of design in industrial and innovation activities at European, national, and regional level. European Commission, DG GROW A more systematic use of design as a tool for user-centred and marketdriven innovation in all sectors of the economy, complementary to R&D, would improve European competitiveness. Analyses of the contribution of design show that companies that strategically invest in design tend to be more profitable and grow faster. European Commision - Action Plan for Design - Driven Innovation

19 2.2 Why is Design needed? SMEs from diverse industries and across Europe are under pressure to outinnovate global competition as competition based on price is increasingly difficult, notably for those SMEs based in countries with high labour costs. The development of truly user-centred services as well as the integration of creative, cultural and aesthetic elements into products and services is thus ever more important in today s experience economy. SMEs often lack though an in-house expertise and understanding to implement these changes. They can therefore benefit from infrastructures provided externally. Examples of such infrastructures are Design centres that promote and raise awareness regarding the contribution of Design to business success as well as to wider societal progress. The Smart Guide to Service Innovation/ Design centres, European Commission DG Enterprise and Industry / Guidebook Series No 4

20 2.3 KEPA s initiatives on Design KEPA has participated in the following design-led project: 1. SEE Platform 2. Design For Europe 3. Tourism ID 4. Design Shots 5. Worth 6. BEDA Policy Cluster 7. BEDA Tourism Cluster 8. Kapani Pilot Project 9. Design 4 Innovation

21 KEPA has organized a plethora of seminars, workshops and conferences:

22 KEPA s collaborations

23 Hellenic Design Centre The next days KEPA will officially announce the launch of its new initiative, the Hellenic Design Centre. The goal of this project is to accelerate the adoption of design in innovation policies at both national and regional level. At the same time, through a great range of activities to be implemented in its two years implementation, it aims to promote the use of design in the Greek industry and the Greek public sector to create added value, competitiveness and efficient use of resources. Stay alert for more info during the next days!!

24 3. KEPA and microfinance In its efforts to further assist SMEs and entrepreneurs to override the existing crisis, KEPA started in 2012, exploring the possibility of putting in place a micro-finance scheme in the region of Central Macedonia, Greece. Our goal is to establish a Greek model of non-banking micro financing (loans up to without collateral, associated with non financial support to beneficiaries) Microcredit should always be offered alongside with Business Development Services (BDS). Granting just Loans without an adequate business support at the same time and from the same provider will not serve as a real tool to support existing SMEs or unemployed people that are willing to establish their own business.

25 ΔΙΑΔΙΚΑΣΙΑ ΕΝΤΑΞΗΣ ΣΤΟ ΠΡΟΓΡΑΜΜΑ ΕΠΙΚΟΙΝΩΝΙΑ ΕΚΠΑΙΔΕΥΣ Η The microstars Project ΚΙΛΚΙΣ

26 Coaching Individual Counseling Support ΕΡΓΟ ΔΙΑΔΙΚΑΣΙΑ ΕΝΤΑΞΗΣ ΣΤΟ ΠΡΟΓΡΑΜΜΑ Start ups Business Planning Market Research Personnel Selection Funding Existing SME s Marketing Plans Exports Developmen Personnel Training Financing

27 Coaching ΕΡΓΟ ΔΙΑΔΙΚΑΣΙΑ ΕΝΤΑΞΗΣ ΣΤΟ ΠΡΟΓΡΑΜΜΑ

28 Workshops Workshops upon issues of special interest to existing SMEs and start ups Topics : ΕΡΓΟ ΔΙΑΔΙΚΑΣΙΑ ΕΝΤΑΞΗΣ ΣΤΟ ΠΡΟΓΡΑΜΜΑ o How do I start my own business? o Sales Promotion o Internet Use and Social Media Development o Service Design Tools & Business Model Canvas o Family Vs Business Budgeting o Exports Development

29 Workshops Workshops Θεματικά Εργαστήρια ΕΡΓΟ ΔΙΑΔΙΚΑΣΙΑ ΕΝΤΑΞΗΣ ΣΤΟ ΠΡΟΓΡΑΜΜΑ

30 o An indicative Course e - Learning ΕΡΓΟ ΔΙΑΔΙΚΑΣΙΑ ΕΝΤΑΞΗΣ ΣΤΟ ΠΡΟΓΡΑΜΜΑ ΕΚΠΑΙΔΕΥΣ Η ΚΙΛΚΙΣ

31 e - Learning o Indicative courses (of a total of 24 in microstars academy over learning videos in schoox open library more to come by the end of 2017) From the business idea to the enterprise : the business planning Identification of risks / external opportunities The segmentation of potential customers Competitors Analysis The product definition: the tangible and intangible features Pricing policy The Sales and Distribution Strategy Blogs and the blogosphere Job-sharing and cross-platform Company brand and e-commerce 2.0 Profit & Loss account: revenues forecasting and allocation of operating costs Cash flows budget as a tool to assess the liquidity generation or absorption The legal forms of enterprise and how to choose Start-up costs: costs for the purchase of capital goods and other inputs Definition of costs: direct and indirect

32 microloans o Eligible Costs Purchase of Equipment Purchase of Software Purchase of goods and/or first raw materials Staff Costs Other Expenses (i.e. promotional activities, rents, etc.)

33 microloans o On line platform for loan application

34 microloans o First Step Basic information of applicant

35 o Second Step Q&A assessment microloans

36 microloans o Third Step Q&A Business plan submition (Business Model Camvas methodology)

37 microloans o Evaluation Evaluations and loan decisions are based, not only on the financial data presented but also on qualitative characteristics of the borrower (character, skills, personal commitment, integrity, experience), elements that are evaluated in absolute conjunction with the business idea and with a a realistic plan for how the borrower will use the funded amount to generate sufficient cash inflows and be able to repay the loan. A credit scoring system is developed for this purpose, in order to minimize human influence on loan approval, that provides results from the application form.

38 microloans o microloans disbursed

39 Project s Results Actions 01/05-31/12/2016 Dissemination of the project via Direct Mails ( /sms campaigns), Newsletters, 3 rd party agencies / partners Events organized by microstars by others with the project s presence / Number of Participants Meetings with potential beneficiaries / entrepreneurs 01/01-31/08/ / Individual Counseling Support Participations in Workshops Access to the microstars e-learning Academy / Microloan applications / Disbursements/Pending 180/5/- 163/8/14

40 Eνents ΚΙΛΚΙΣ

41 Sponsor Support Banking associates

42 Next Steps Next Steps Geographical Expansion of BDS to Serres, Pella, neighboring prefectures New offerings, e.g.: - Further development of the e-learning platform - Linear Programming Courses - Expansion to new target group (agriculture) - Psychological support facilities for entrepreneurs Joined actions with other initiatives (i.e. linked to subsidies, Fin-tech ΕΚΠΑΙΔΕΥΣ platforms, alternative financing Η initiatives like micro-guarantees, microleasing, micro-venture) Support further development of the legal framework for microcredit

43 Thank you for your attention! Ιoannis Tsitsopoulos, Head of Information & Publicity, KEPA- ANEM Neoklis Stamkos, European projects officer at the Microcredit Department, Project Manager «microstars»,