Typologies of Interventions in Knowledge Exchange and Enterprise Network (KEEN) projects. Report 6a

WHAT TYPOLOGIES AND HIERACHIES OF INTERVENTIONS ARE IN A KEEN PROJECT? 1
Typologies of Interventions in
Knowledge Exchange and
Enterprise Network (KEEN)
projects
An analysis of the typologies and hierarchies of interventions applied
within KEEN projects funded by the European Regional Development
Fund and managed by the University of Wolverhampton
Research undertaken by Dr D Boucher, Dr A Jones, Dr G Lyons, K Royle, S Saleem, P Simeon and Dr M Stokes.

Acknowledgements
This research was supported by the European Regional Development Fund and
undertaken by the University of Wolverhampton under the project
management of the Centre for Developmental and Applied Research in
Education (CeDARE) on behalf of the Wolverhampton Business Solutions
Centre.
The research team wishes to acknowledge the contribution of Paula Simeon
for her lead role in the authorship of Typology and Hierarchies of Interventions
and the Technical data reports. I am grateful to the contributions of Shazad
Saleem, David Boucher, and Andrew Jones for their help in extracting the
information from the original hardcopy and electronic documentation.
The research team is grateful to the support provided by other university
partner’s in facilitating the data collection process. The team would like to
thank Tony Jay and Emily Wakefield from Aston University; Derek Hall, Porvi
Sadrani, Sam Carter and Nigel Potter from Coventry University; Jill Middleton
and Dr Shane Walker from Birmingham City University; Sue Semple and
Dominic Collins from Staffordshire University; Dr Helen Watts and Katherine
Jones from the University of Worcester and Emma Pearson, Sandra Simpson
and Alana Correa from the University of Wolverhampton for their assistance in
providing contact details and liaising with project companies to inform them
about the research.

Table of Contents
Acknowledgements..................................................................................................................................................2
1.1 Introduction .........................................................................................................................................................6
1.2 Number and Breakdown of KEEN Projects..............................................................................................10
Pie Chart of Number and Percentage of KEEN Projects Per University................................................................10
1.3 Main Business Interventions – Top - Level 1 Interventions..................................................................11
Schematic diagram of the level 1 business intervention categories....................................................................11
1.4 Number of Business Intervention Per University Partner....................................................................12
Pie Chart of Level 1 Business areas of Intervention for all KEEN projects............................................................13
Pie Chart of Level 1 Business Area of Intervention for Coventry University KEEN Projects.................................14
Pie Chart of Level 1 Business area of Intervention for University of Wolverhampton KEEN projects.................15
Pie Chart of Level 1 Business area of Intervention for Birmingham City University KEEN Projects.....................16
Pie Chart of Level 1 Business Area of Intervention for Aston University KEEN Projects......................................17
Business Area of Intervention for the Staffordshire University KEEN Project......................................................17
Business Area of Intervention for the University of Worcester KEEN Project .....................................................17
1.5 Analysis of the Number of Projects and Interventions Per University .............................................18
Bar Chart of Projects and Business Interventions for all KEEN Projects...............................................................18
2.1 Typology of Interventions ..............................................................................................................................19
Mapping of Typology of Intervention Overview by Levels 1, 2............................................................................20
2.2 Level 2 Intervention Detail.............................................................................................................................21
Typology of Intervention – Operations Management..........................................................................................21
Typology of Intervention – Business Process Reengineering...............................................................................21
Typology of Intervention – Product and Service Development ...........................................................................22
Typology of Intervention – Research and Development......................................................................................22
Typology of Intervention – Product Commercialization.......................................................................................23
Typology of Intervention – CAD/CAM Technologies............................................................................................23
Typology of Intervention – Mechanical Engineering............................................................................................24
Typology of Intervention – Architectural Design..................................................................................................24
Typology of Intervention – Information Technology............................................................................................25
Typology of Intervention – Marketing Interventions ...........................................................................................25
Typology of Intervention – Strategic Marketing...................................................................................................26
Typology of Intervention – Marketing Management...........................................................................................26
Typology of Intervention – Professional Support, Expertise and Advice .............................................................27

Typology of Intervention – Human Capital Management....................................................................................27
3.1 Business Intervention Per Project (Level 3).............................................................................................28
4.1 Levels of Intervention .....................................................................................................................................30
4.2 Business Area of Intervention.................................................................................................................................30
Pie Chart of Operations Management Interventions for all KEEN Projects .........................................................31
Pie Chart of Business Process Reengineering Interventions for all KEEN Projects...............................................32
Pie Chart of Product and Service Development Interventions for all KEEN Projects...........................................33
Pie Chart of Information Technology Interventions for All KEEN Projects...........................................................34
Pie Chart of Professional Support Expertise and Advice ......................................................................................35
Pie Chart of Marketing Interventions...................................................................................................................36
Pie Chart of Business Process Reengineering.......................................................................................................37
Human Capital Management................................................................................................................................37
5.0 Conclusions .......................................................................................................................................................38
5.0 Appendices – Tables.......................................................................................................................................40
Table 1: Number of KEEN Projects Per University....................................................................................................40
Table 2: Number of Main Interventions Per University ...........................................................................................40
Table 3: Business Area of Intervention.....................................................................................................................40
Table 4: Operations Management............................................................................................................................41
Table 5: Product Development.................................................................................................................................42
Table 6: Information Technology..............................................................................................................................43
Table 7: Professional Support Expertise and Advice ................................................................................................44
Table 8: Marketing Interventions.............................................................................................................................45
Table 9: Business Process Reengineering.................................................................................................................46
Table 10: Business Intervention Analysis .................................................................................................................47
6.0 References.........................................................................................................................................................49
Research Team Biographies……..………………………………………………………….……………….. 51

List of Figures
Figure 1: Number and Percentage of KEEN Projects Per University .............................................................10
Figure 2: Main Business Interventions ..........................................................................................................11
Figure 3: Project/ Business Area of Intervention Per University Partner......................................................12
Figure 4: Business Areas of Intervention for All Keen Projects .....................................................................13
Figure 5: Business Area of Intervention – Coventry University.....................................................................14
Figure 6: Business Area of Intervention – University of Wolverhampton ....................................................15
Figure 7: Business Area of Intervention – Birmingham City University ........................................................16
Figure 8: Business Area of Intervention – Aston University..........................................................................17
Figure 9: Number of Business Interventions Per University .........................................................................18
Figure 10: Typology of Intervention Overview by Levels 1, 2 .......................................................................20
Figure 11: Typology of Intervention – Operations Management..................................................................21
Figure 12: Typology of Intervention – Business Process Reengineering.......................................................21
Figure 13: Typology of Intervention – Product and Service Development ...................................................22
Figure 14: Typology of Intervention – Research and Development..............................................................22
Figure 15: Typology of Intervention – Product Commercialization ..............................................................23
Figure 16: Typology of Intervention – CAD/CAM Technologies....................................................................23
Figure 17: Typology of Intervention – Mechanical Engineering....................................................................24
Figure 18: Typology of Intervention – Architectural Design .........................................................................24
Figure 19: Typology of Intervention – Information Technology ...................................................................25
Figure 20: Typology of Intervention – Marketing Interventions...................................................................25
Figure 21: Typology of Intervention – Strategic Marketing ..........................................................................26
Figure 22: Typology of Intervention – Marketing Management...................................................................26
Figure 23: Typology of Intervention – Professional Support, Expertise, and Advice....................................27
Figure 24: Typology of Intervention – Human Capital Management............................................................27
Figure 25: Operations Management Interventions for all KEEN Projects.....................................................31
Figure 26: Operations Management Interventions for All KEEN Projects.....................................................32
Figure 27: Product Development Interventions............................................................................................33
Figure 28: Information Technology Interventions for All KEEN Projects ......................................................34
Figure 29: Professional support expertise and advice ..................................................................................35
Figure 30: Marketing Interventions...............................................................................................................36
Figure 31: Business Process Reengineering...................................................................................................37

1.1 Introduction
This report analyses the type and range of business interventions provided through the
Knowledge Exchange and Enterprise Network (KEEN) programme to SMEs in the West
Midlands region.
KEEN is a three way partnership between a university, a business, and a graduate. KEEN
programmes are collaborative projects which provide assistance to enterprises at various
stages of development but mostly for those at pre-innovation stage. Projects primarily
focus on assisting companies that are seeking to transform and grow their businesses, but
are unable to do so due to inadequate capacity, proficiencies, and a lack of fundamental
facilities or systems and in-house processes.
KEEN projects support SMEs with expertise and advice. They offer business support in the
areas of new product or service development, business process reengineering, operations
management, performance improvements, technology, technical or premises related
problem solving, and marketing interventions designed to help increase business market
share.
According to Webb (2014), “Business intervention methods target the area of weakness in
the company in question. Whether the company is in a downward spiral and needs to be
saved, or moderately successful and trying to reach the next level, understanding how to
implement appropriate business intervention strategies can help make the effort
successful.” This is the raison d’etre of the KEEN programme.
Six university partners participated in the KEEN programme: the University of
Wolverhampton (which led the KEEN initiative), Coventry University, Aston University,
Birmingham City University, the University of Worcester, and Staffordshire University.
There were 126 KEEN projects in total, through which a range of business interventions
were provided to the participating companies. The analysis constructed a hierarchy for the
interventions which comprised three levels conceptualised in a pyramid structure. At the
base (Level 3) the total range of intervention activities for each project were identified.
These were then summarised into Level 2 which contained the activities for the whole
programme (intervention class 2). Then at a final top level (Level 1) the activities were
grouped into main intervention areas (intervention class 1). Finally, for each project a
single principal intervention was selected from the class 1 groups as the main
intervention. These are listed below.

Project
Reference
Main Intervention Top Level 1 - Class 1 Interventions
KEEN/042/A Computer Aided Design Product and Service Development
KEEN/042/B Business process reengineering Business process reengineering
KEEN/107/A Product evaluation and testing Product and Service Development
KEEN/047/A Business process reengineering Business process reengineering
KEEN/057/A Software programming and application development Product and Service Development
KEEN/078/A Learning disability diagnosis and training Professional support expertise and
advice
KEEN/059/A Software application programming and application development Product and Service Development
KEEN/059/B Software application programming and application development Product and Service Development
KEEN/068/A Product development Product and Service Development
KEEN/121/A Business development through University consultancy and advice Professional support expertise and
advice
KEEN/099/A Design systems for building and renewable energy systems,
building information modelling management
Product and Service Development
KEEN/099/B Architectural design of low carbon buildings from a fabric first
approach
KEEN/088/A Business process improvement Business process reengineering
KEEN/097/A New product development Product and Service Development
KEEN/142/A Customer relationship management Marketing Intervention
KEEN/123/A 3D Building modelling Product and Service Development
KEEN/061/B Software programming and application development Product and Service Development
KEEN/015/A Digital book publishing platform Information Technology
KEEN/001/A Electrical and electronic design Product and Service Development
KEEN/043/B Business process reengineering Business process reengineering
KEEN/043/A Computer aided design and implementation of new IT system Product and Service Development
KEEN/098/A Marketing strategy and business model development Marketing Intervention
KEEN/098/B Business account management Operations management
KEEN/098/C Business process improvement Business process reengineering
KEEN/098/D Business account management Operations management
KEEN/168/A Business sustainability, development and growth Professional support expertise and
advice
KEEN/054/A Strategic marketing plan Marketing Intervention
KEEN/062/B New product development Product and Service Development
KEEN/039/A Business process audit and reengineering Business process reengineering
KEEN/077/B Staff coordinator Human capital management
KEEN/077/A Strategic marketing Marketing Intervention

Project
Reference
Main Intervention Top Level 1
KEEN/094/A Building information modelling (BIM) and low carbon
technology.
KEEN/150/A Web design Information Technology
KEEN/073/A Sales and marketing, social media presence and client
management
Marketing Intervention
KEEN/049/A Strategic marketing and market research Marketing Intervention
KEEN/046/A Architectural design of low carbon buildings Product and Service Development
KEEN/046/B Strategic marketing and business model development Marketing Intervention
KEEN/069/A Strategic marketing and brand development Marketing Intervention
KEEN/173/A Market research and business model development Marketing Intervention
KEEN/078/B Occupational therapy and learning disability diagnosis
assistance
Professional support expertise and
advice
KEEN/121/B Business account management Operations management
KEEN/063/C Implementation of new IT system – Web development and
programming
Information Technology
KEEN/063/D Implementation of new IT system – Web development and
programming
Information Technology
KEEN/104/C Computerization of manual process Business process reengineering
KEEN/131/A Implementation of new IT system Information Technology
KEEN/176/A New product development – Software application development Product and Service Development
KEEN/177/A Market research and business model development Marketing Intervention
KEEN/177/B Business development through University consultancy and
advice
Professional support expertise and
advice
KEEN/174/A Sales and marketing systems Marketing Intervention
KEEN/039/B Strategic marketing Marketing Intervention
KEEN/025/A Client management Operations management
KEEN/139/A Mechanical technical and engineering support Product and Service Development
KEEN/048/A Marketing strategy Marketing Intervention
KEEN/138/A Computer aided design Product and Service Development
KEEN/018/A Marketing strategy and market research Marketing Intervention
KEEN/075/A New markets and new product development Product and Service Development

Project
Reference
Main Intervention Top Level 1
KEEN/064/A Risk management Operations Management
KEEN/135/A Information technology security Information Technology
KEEN/016/A Research and development Product and Service Development
KEEN/043/D Marketing strategy Marketing Intervention
KEEN/182/A Sales strategy development Marketing Intervention
KEEN/182/B Marketing strategy Marketing Intervention
KEEN/159/A IT technical support Information Technology
KEEN/134/A Business process improvement Business Process Reengineering
KEEN/024/A Strategic marketing and brand development Marketing Intervention
KEEN/038/B Website development Information Technology
KEEN/038/C Product development Product and Service Development
KEEN/037/A New product design and development Product and Service Development
KEEN/157/A Computer assisted design Product and Service Development
KEEN/184/A Business process audit and process improvement Business process reengineering
KEEN/035/A Business performance evaluation and business process audit Operations management
KEEN/048/A New health and safety product development Product and Service Development
KEEN/136/A Marketing strategy development Marketing Intervention
KEEN/027/A Sales and marketing system development Marketing Intervention
KEEN/093/A Health and safety management Operations management
KEEN/100/A System development Product and Service Development
The typology of intervention is made up the following reports:
 Typology of Intervention (this document)
 Technical Data on Typologies of Interventions

1.2 Number and Breakdown of KEEN Projects
There were 126 KEEN projects distributed between six participating universities as represented by Figure
1 below, and in Table 1 under Appendices.
Pie Chart of Number and Percentage of KEEN Projects Per University
Figure 1: Number and Percentage of KEEN Projects Per University
Coventry University had the highest number of KEEN projects at 68 representing 54% of all KEEN projects;
this was followed by the University of Wolverhampton with 44 projects accounting for 35% of all KEEN
Projects; Birmingham City University had eight projects (6%); Aston University had four projects (3%), and
both Staffordshire University and the University of Worcester each had one project, representing 1%
each of the total KEEN projects.
Coventry University,
68, 54%
University of
Wolverhampton, 44,
35%
Aston University, 4,
3%
Birmingham City
University, 8, 6%
Staffordshire
University, 1, 1% Worcester Universtiy,
1, 1%
Number and Percentage of KEEN Projects Per
University

1.3 Main Business Interventions – Top - Level 1 Interventions
The result of analysis of the business interventions for all KEEN projects showed there were seven main
areas of business interventions (Class 1), as follows:
 Operations management
 Business process reengineering
 Product and service development
 Information technology
 Marketing interventions
 Professional support, expertise and advice
 Human capital management
These are represented by Figure 2 below.
Schematic diagram of the level 1 business intervention categories.
Figure 2: Main Business Interventions

1.4 Number of Business Intervention Per University Partner
Further analysis showed that each project had several interventions beyond the initial focus. 617
interventions were provided to SMEs through the 126 KEEN projects. These were categorised into the
different classifications presented in Level 1. The number of interventions per university is shown by
Figures 3-8 below.
Cov UoW Aston BCU Staff Worc. Total %
Number of Projects 68 44 4 8 1 1 126
Project / Business area
of Intervention
Cov UoW Aston BCU Staff Worc. Total %
Operations Management 27 11 5 4 0 0 47 8%
Business Process Reengineering 44 18 4 4 1 1 72 12%
Product Development 112 73 0 9 0 2 196 32%
Human Capital Management 4 3 0 0 0 0 7 1%
Information Technology 28 10 0 3 0 0 41 7%
Marketing Interventions 63 106 5 21 3 1 199 32%
Professional Support Expertise and
Advice 44 10 0 1 0 0 55 9%
322 231 14 42 4 4 617 100%
Figure 3: Project/ Business Area of Intervention Per University Partner

Pie Chart of Level 1 Business areas of Intervention for all KEEN projects
Figure 4: Business Areas of Intervention for All Keen Projects
Figure 4 above showed the overall breakdown of intervention for all KEEN projects. Marketing
interventions and product development were the highest intervention area at 32% each of the overall
interventions, with marketing leading in numbers by three, this is followed by business process
reengineering at 12%, professional support expertise and advice at 9%, operations management at 8%,
information technology at 7%, and human capital management at 1%.
The percentage of area of intervention differs among each university partner. The breakdown for each
university is shown in Figures 5-8 below.
Operations
Management
7%
Business Process
Reengineering
12%
Product
Development
32%
Human Capital
Management
1%
Information
Technology
7%
Marketing
Interventions
32%
Professional Support
Expertise and Advice
9%
BUSINESS AREAS OF INTERVENTION - ALL KEEN
PROJECTS

Pie Chart of Level 1 Business Area of Intervention for Coventry University KEEN Projects
Figure 5: Business Area of Intervention – Coventry University
The breakdown of business areas of interventions for Coventry University, as shown in Figure 5 above,
reveals that product development at 35% was the highest area of intervention for Coventry University,
followed by marketing interventions at 19%, then business process reengineering and professional
support at 14% each, information technology at 9%, operations management at 8%, and human capital
management at 1%.
Operations
Management
8%
Business Process
Reengineering
14%
Product
Development
35%
Human Capital
Management
1%
Information
Technology
9%
Marketing
Interventions
19%
14%
Business Area of Invention
- Coventry University

Pie Chart of Level 1 Business area of Intervention for University of Wolverhampton KEEN projects
Figure 6: Business Area of Intervention – University of Wolverhampton
Marketing interventions (46%), was the highest area of business intervention provided by the University
of Wolverhampton, followed by product development at 32%, business process reengineering at 8%,
operations management at 5%, and information technology and professional support, which each
accounted for 4%.
Operations
Management
5%
Business Process
Reengineering
8%
Product
Development
32%
Human Capital
Management
1%
Information
Technology
4%
Marketing
Interventions
46%
4%
Business area of Interventions - University of
Wolverhampton

Pie Chart of Level 1 Business area of Intervention for Birmingham City University KEEN Projects
Figure 7: Business Area of Intervention – Birmingham City University
Birmingham City University had a total of eight keen projects, 50% of which were based on marketing,
21% on product development, and for operations management and business process reengineering this
figure was 10% each, followed by information technology at 7%, and professional support at 2%.
Operations
Management
10%
Business Process
Reengineering
10%
Product
Development
21%
Information
Technology
7%
Marketing
Interventions
50%
2%
Business Area of Intervention - Birmingham City
University

Pie Chart of Level 1 Business Area of Intervention for Aston University KEEN Projects
Figure 8: Business Area of Intervention – Aston University
Aston University had three main areas of business intervention from its four projects, which were
marketing (36%), operations management (36%), and business process reengineering at 28%.
Business Area of Intervention for the Staffordshire University KEEN Project
Staffordshire University had one project which provided marketing interventions (75%) and business
process reengineering (25%).
Business Area of Intervention for the University of Worcester KEEN Project
University of Worcester had one project, the intervention provide through this project was product
development (50%), business process reengineering (25%) and marketing interventions (25%).
Operations
Management
36%
Business Process
Reengineering
28%
Marketing
Interventions
36%
Business Area of Intervention - Aston University

1.5 Analysis of the Number of Projects and Interventions Per University
KEEN projects were analysed and classified under the seven main intervention areas, as noted in section
1.3 above: operations management, business process reengineering, product and service development,
information technology, marketing interventions, professional support, expertise and advice, and human
capital management.
Figure 9 below shows the number of interventions, the number of projects, and average intervention per
project for each university.
Bar Chart of Projects and Business Interventions for all KEEN Projects
Figure 9: Number of Business Interventions Per University
The number of business interventions provided by each university partner’s KEEN projects was analysed,
and the findings show that Coventry University, which had 68 projects and offered the highest number of
business interventions to SMEs, provided a total of 322 business supports through their 68 projects, an
average of five interventions per project.
The University of Wolverhampton provided 231 interventions through its 44 KEEN projects, an average of
five interventions per project. Aston University provided 14 business interventions through their four
KEEN projects giving an average of four interventions per project. Birmingham City University provided 42
Cov Uow Aston BCU Staff
Worceste
r
Projects (Number). 68 44 4 8 1 1
Business Interventions (Number) 322 231 14 42 4 4
Average number of interventions
per project (rounded up)
5 5 4 5 4 4
0
50
100
150
200
250
300
350
NumberofProjects/Intervetntions
Projects and Business Interventions

interventions through their eight KEEN projects, giving an average of five interventions per project. Both
Staffordshire University and the University of Worcester each provided four interventions for their single
project. It is should be noted that although Stafford University and University of Worcester each had one
KEEN project, each offered four business interventions to each of their SMEs.
For example, Staffordshire University provided the company it assisted through KEEN with:
1. Strategic marketing
2. Market research
3. Marketing communication
4. Business process development
The University of Worcester provided its SME with:
1. Computer assisted design (CAD)
2. New product development
3. Business process improvement
4. Marketing communication
2.1 Typology of Interventions
The typology of interventions is a classification and detailed analysis of the types of business
interventions provided to companies through the KEEN programme. An analysis of KEEN project
documentation and project plans was conducted, which showed the types of business interventions
provided to companies through KEEN. These interventions ranged from operations management related
interventions, business process reengineering, product and service development, information
technology, marketing interventions, professional support, expertise and advice, and human capital
management.
The typology has three levels:
 Level 1 classifies by intervention type
 Level 2 gives more detail about the range of activities in each intervention type
 Level 3 gives detail about the range of activities in each individual intervention (see the Technical
Data report, which is an addendum to this report).
Figure 10 shows a typology map (levels 1 and 2), and graphs 11-24 map the interventions by type (level
2).

Mapping of Typology of Intervention Overview by Levels 1, 2
Figure 10: Typology of Intervention Overview by Levels 1, 2
6

WHAT TYPOLOGIES AND HIERACHIES OF INTERVENTIONS ARE IN A KEEN PROJECT?
21
2.2 Level 2 Intervention Detail
Typology of Intervention – Operations Management
Figure 11: Typology of Intervention – Operations Management
Typology of Intervention – Business Process Reengineering
Figure 12: Typology of Intervention – Business Process Reengineering

22
Typology of Intervention – Product and Service Development
Figure 13: Typology of Intervention – Product and Service Development
Typology of Intervention – Research and Development
Figure 14: Typology of Intervention – Research and Development

23
Typology of Intervention – Product Commercialization
Figure 15: Typology of Intervention – Product Commercialization
Typology of Intervention – CAD/CAM Technologies
Figure 16: Typology of Intervention – CAD/CAM Technologies

24
Typology of Intervention – Mechanical Engineering
Figure 17: Typology of Intervention – Mechanical Engineering
Typology of Intervention – Architectural Design
Figure 18: Typology of Intervention – Architectural Design

25
Typology of Intervention – Information Technology
Figure 19: Typology of Intervention – Information Technology
Typology of Intervention – Marketing Interventions
Figure 20: Typology of Intervention – Marketing Interventions

26
Typology of Intervention – Strategic Marketing
Figure 21: Typology of Intervention – Strategic Marketing
Typology of Intervention – Marketing Management
Figure 22: Typology of Intervention – Marketing Management

27
Typology of Intervention – Professional Support, Expertise and Advice
Figure 23: Typology of Intervention – Professional Support, Expertise, and Advice
Typology of Intervention – Human Capital Management
Figure 24: Typology of Intervention – Human Capital Management

28
3.1 Business Intervention Per Project (Level 3)
Our analysis shows that although there was a main focus of intervention on each project,
typically more than one type of business intervention was provided for each project. An
example of this is project reference KEEN/042/A, which had 16 areas of business support
provided to the company. This was analysed and classified into eight areas of business
intervention.
Business Support
 Research and Development [1]
 Improve efficiencies [4]
 Identify and evaluate time efficiencies in CAD [1] [2]
 Part automation of specific tasks through software or add-ins [enhancement] [4] [2] [3]
 Assist and plan-ahead of company introduction of new electrode sparking machine [1]
 Plan for future growth [6]
 Increase company capacity for growth [6]
 Improve efficiencies and management of digital data [5]
 Integrate design function onto the shop floor [2] [4]
 Build market and software knowledge of CAD and modern software systems [7]
 Build relationship with local motorsport supplier[8]
 Provide opportunity for experience and employment of a local graduate [KT]
 Improve links and working relationships with local industry [8].
 Fill knowledge gap – due to skill shortage in tooling manufacture for the automotive,
motorsport, and aerospace industries [2]
 Knowledge transfer of skills to evaluate different technical software solutions [1]
 Optimising the design of tools, patterns and electrodes [1] [2]
 Implementation of software and integration into existing standard working procedures
[2] [5].
Note: the number(s) in square brackets provide an audit trail to the business intervention
and the business support was classified as below:
Business Intervention
1. Research and development
2. Computer aided design (CAD)
3. Product development
4. Business process reengineering
5. Business process improvement
6. Business development and growth
7. Strategic marketing
8. Customer relationship management

29
A company often requires more than one area of business intervention. As in the case
above, while the primary focus of the project was CAD, the company also required
assistance with research and development, business process improvement, strategic
marketing, customer relationship management, which are four of the eight areas of
intervention provided.
A detailed analysis of each project’s interventions is available in the Technical Data on
Typologies of Interventions report, Dataset 1, which is an addendum to this report.
This provides a detailed analysis of each project; it includes:
 Project reference and the university partner managing the project
 Proposed project
 Business support
 Main interventions
 Classification of interventions into strategic, tactical, and operational types
This is followed by Dataset 2 in the Technical Data report, which is a summary of the main
interventions in all KEEN projects.

30
4.1 Levels of Intervention
The level of intervention for all KEEN projects was analysed to identify the hierarchies of
intervention. The hierarchy of intervention shows levels of interventions from the main area
of business intervention to sub-classification of interventions. The hierarchies of
interventions for all KEENs projects were completed based on the 617 main interventions
provided to the 126 KEEN projects.
The analysis clearly demonstrates the depth and breadth of business interventions, and the
support and assistance offered by KEEN to SMEs in the West Midlands Region.
4.2 Business Area of Intervention
Level one intervention is the main business areas where KEEN support was provided. The
analysis of the business area of KEEN Intervention was conducted on six university partners,
which are Coventry University, the University of Wolverhampton, Aston University,
Birmingham City University, Staffordshire University, and the University of Worcester. Seven
main business areas of interventions were identified as follows:
 Operations management
 Business process reengineering
 Product and service development
 Information technology
 Marketing interventions
 Professional support, expertise and advice
 Human capital management
The total breakdown of business area of interventions for all projects can be seen in Table 3
of Appendices.
Figures 25-31 below provide the level two interventions provided under each of the main
areas of interventions.

Pie Chart of Operations Management Interventions for all KEEN Projects
Figure 25: Operations Management Interventions for all KEEN Projects
Project management had the greatest percentage at 30%, which was the highest area of operations
management interventions; Coventry University had 57% of all operations management interventions (see
Table 4 in the Appendices).
Project Management,
14, 30%
Operations
management, 7, 15%
Business Account
Management, 4, 9%
Client Management,
6, 13%
Logistic Planning, 2,
4%
Risk Management, 2,
4%
Health and safety
management, 1, 2%
Supply Chain
Management, 3, 6%
Financial Analysis and
Management, 1, 2%
Business Process
Audit, 5, 11%
Business performance
evaluation, 1, 2%
Events Management,
1, 2%
Operations Management Interventions - ALL KEEN
Projects

Pie Chart of Business Process Reengineering Interventions for all KEEN Projects
Figure 26: Operations Management Interventions for All KEEN Projects
Business process improvement at 58.3% followed by business process reengineering at 16.7% are the
highest type of intervention in this category. Coventry University accounted for 61% of all business process
reengineering interventions. See Table 5 in the Appendices.
Business process
reengineering, 12,
17%
Business Process
Development, 5, 7%
Business Process
Innovation, 5, 7%
Business Process
improvements, 42,
58%
Improve Production
and Manufacturing
Processes, 2, 3%
Computerization of
Manual Process, 6,
8%
Business Process Reengineering
- All KEEN Projects

Pie Chart of Product and Service Development Interventions for all KEEN Projects
Figure 27: Product Development Interventions
New product and service development at 23%, followed by research and development at 16%, were the
two highest areas of intervention the under product and service development category.
Research & Development,
31, 16%
New Product Development/
New Service Development,
46, 23%
Product Innovation and
Improvement, 10, 5%
Software programming and
application development,
12, 6%
Hardware development and
programming, 4, 2%
Development of Prototype
product, services, or
application, 11, 6%
Product Evaluation and
testings, 28, 14%
Product Commercialization
and Product launch, 9, 5%
Computer Assisted Designs
(CAD), 19, 10%
Computer Aided
Manufacturing (CAM), 7, 4%
Computer Aided Engineering
/ Finite Element Analysis /
Simulation, 2, 1%
Mechanical Engineering, 1,
1%
Building modelling
information management ,
5, 3%
Quality control, 3, 2%
Architectural design of low
carbon buildings, buiding
physics expertise, and
contruction design, 6, 3%
Electrical and electronic
design, 1, 1%
Product life cycle
management, 1, 1%
- All KEEN Projects

Pie Chart of Information Technology Interventions for All KEEN Projects
Figure 28: Information Technology Interventions for All KEEN Projects
Web development, design, programming, and content updates at 29.27%, followed by implementation of
new IT systems at 19.5% were the two highest areas of intervention under information technology.
Coventry University had the highest number of information technology interventions as 68%. See Table 6
in Appendix 3.
Implementation of a new IT
system, 8, 20%
System evaluation and
testing, 3, 7%
Management Information
System (MIS), 1, 3%
Enterprise Resource Planning
(ERP), 4, 10%
Safeguard IT intellectual
property, 1, 3%
IT Support, helpdesk and
technical support, 4, 10%Information Technology (IT)
security, 1, 2%
Database architecture and
design, 4, 10%
Web development, design,
programming and content
updates, 12, 29%
Search Engine Optimization,
1, 2%
Designer Specialist - Graphics
and film production after
effects, 1, 2% Digital book publishing
platform, 1, 2%
Information Technology Interventions
- All KEEN Projects

Pie Chart of Professional Support Expertise and Advice
The highest area of intervention in this category was business development and growth at 41.82%,
followed by professional support skills and expertise. Coventry University accounted for 80% of all
professional support expertise and advice interventions offered through KEEN, followed by the University
of Wolverhampton at 18%. See Table 7 in the Appendices.
Professional support, skills
and expertise, 13, 24%
Intellectual Capital and
knowledge transfer for
future project, 1, 2%
Business Development and
Growth, 23, 42%
Increase business capacity, 1,
2%
Business Administrative
Support, 1, 2%
Business continuity and
sustainability, 4, 7%
University consultancy,
expertise and advice, 8, 14%
Compliance with new
government regulations, 4,
7%
Professional support expertise and advice
-All KEEN Projects
Figure 29: Professional support expertise and advice

Pie Chart of Marketing Interventions
Figure 30: Marketing Interventions
The two highest areas of marketing interventions were strategic marketing, marketing plan and
business plans at 22.6%, and marketing research, analysis and market intelligence at 15.58%. The
University of Wolverhampton had the highest number of marketing interventions at 53%,
followed by Coventry University at 32%. See Table 8 in the Appendices.
Strategic marketing,
marketing plan and business
plan, 45, 23%
Business Model
Development, 6, 3%
New market penetration, 7,
3%
Sales and Marketing System,
8, 4%
Sales strategy development,
1, 0%
Brand development and
positioning, 13, 7%
Marketing Management, 14,
7%
Marketing research, market
analysis and market
intelligence, 31, 16%
Marketing Communication,
23, 12%
Relationship marketing, 3,
1%
Sales Promotions, 4, 2%
Marketing Promotional
Activities and Initiatives, 9,
4%
Digital and Online marketing
campaigns, 2, 1%
Social Media and Online
Presence enhancement, 12,
6%
Customer Relations
Management, 21, 11%
Marketing Interventions - All KEEN Projects

Pie Chart of Business Process Reengineering
Figure 31: Business Process Reengineering
The highest type of intervention in this category was business process improvement at 58.3%, followed
by business process reengineering at 16.7%. Coventry University accounted for 61% of all business
process reengineering interventions. See Table 9 in the Appendices.
Human Capital Management
Coventry University accounted for three of seven (57%) of the human capital management interventions,
followed by the University of Wolverhampton which also had three of seven (43%).
Business process
reengineering, 12, 17%
Business Process
Development, 5, 7%
Business Process
Innovation, 5, 7%
Business Process
improvements, 42, 58%
Improve Production and
Manufacturing Processes, 2,
3%
Computerization of Manual
Process, 6, 8%
Business Process Reengineering - All KEEN Projects

5.0 Conclusions
The overall findings from the hierarchies of interventions showed that 617 main interventions were
provided through 126 KEEN projects.
Coventry University had the highest number of KEEN projects at 68, representing 54% of all KEEN
projects; this was followed by the University of Wolverhampton with 44, accounting for 35% of all KEEN
projects, Birmingham City University with eight (6%), Aston University with four (3%), and both
Staffordshire University and the University of Worcester with one project, representing 1% each of the
total KEEN projects.
Coventry University had 68 projects and offered the highest number of business interventions to SMEs,
and provided a total of 322 business supports through their 68 projects, an average of five interventions
per project. The University of Wolverhampton provided 231 interventions through its 44 KEEN projects,
and an average of five interventions per project. Aston University provided 14 business interventions
through their four KEEN projects giving an average of four interventions per project. Birmingham City
University provided 42 interventions through their eight KEEN projects, giving an average of five
interventions per project. Both Staffordshire University and the University of Worcester each provided
four interventions for the one KEEN project they had, and hence had an average of four interventions per
project. See Table 10 in the Appendices.
Marketing interventions and product development were the highest intervention area at 32% each of the
overall interventions, with marketing leading in numbers by three. This is followed by business process
reengineering at 12%, professional support expertise and advice at 9%, operations management at 8%,
information technology at 7% and human capital management at 1%.
The percentage of area of intervention differs with each university partner. At the University of
Wolverhampton, marketing interventions accounted for 46%, followed by product development at 32%,
as the two highest areas of business intervention provided through KEEN. At Coventry University, product
development at 35% was the highest area of intervention, followed by marketing interventions at 19%,
and business process reengineering at 14%.

Birmingham City University had a total of eight keen projects, of which 50% were based on marketing,
21% product development, operations management, and business process reengineering at 10% each,
followed by information technology at 7%, and professional support at 2%.
Aston University had three main areas of business intervention from its four projects, which were
marketing (36%), operations management (36%), and business process reengineering at 28%.
Staffordshire University had one project which provided marketing interventions (75%) and business
process reengineering (25%).
The University of Worcester had one project, and the intervention provided through this project was
product development (50%), business process reengineering (25%) and marketing interventions (25%).
Other significant findings are noted underneath each graph/table in this report.

5.0 Appendices – Tables
Table 1: Number of KEEN Projects Per University
No. of KEEN Projects Per University
No. %
Coventry University 68 54%
University of Wolverhampton 44 35%
Aston University 4 3%
Birmingham City University 8 6%
Staffordshire University 1 1%
University of Worcester 1 1%
Totals 126 100%
Table 2: Number of Main Interventions Per University
No. of Main Interventions Per
University
No. %
Coventry University 322 52%
University of Wolverhampton 231 37%
Aston University 14 2%
Birmingham City University 42 7%
Staffordshire University 4 1%
University of Worcester 4 1%
Totals 617 100%
Table 3: Business Area of Intervention
Business Area of Intervention Cov UoW Aston BCU Staff Worc Total Percentage
of Total
Intervention
Operations Management 27 11 5 4 0 0 47 8%
Business Process
Reengineering 44 18 4 4 1 1 72 12%
Product Development 112 73 0 9 0 2 196 32%
Human Capital Management 4 3 0 0 0 0 7 1%
Information Technology 28 10 0 3 0 0 41 7%
Marketing Interventions 63 106 5 21 3 1 199 32%
Professional Support Expertise
and Advice 44 10 0 1 0 0 55 9%
322 231 14 42 4 4 617 100%

Table 4: Operations Management
Operations Management Cov Uow Aston BCU Staff Worce Total % of
Operations
Management
Interventions
Project Management 9 4 1 14 29.79%
Operations Management 5 1 1 7 14.89%
Business Account Management 4 4 8.51%
Client Management 2 2 2 6 12.77%
Logistic Planning 2 2 4.26%
Risk Management 1 1 2 4.26%
Health and Safety Management 1 1 2.13%
Supply Chain Management 2 1 3 6.38%
Financial Analysis and Management 1 1 2.13%
Business Process Audit 1 1 2 1 5 10.64%
Business Performance Evaluation 1 1 2.13%
Events Management 1 1 2.13%
Sub-totals 27 11 5 4 0 0 47 100%
Percentage of Operations
Management Interventions per
University
57% 23% 11% 9% 0% 0% 100%

Table 5: Product Development
Product Development
Interventions
Cov UoW Aston BCU Staff Worcester Total % of Product
Development
Interventions
Research & Development 15 15 1 31 15.82%
New Product Development/ New
Service Development 25 18 2 1
46 23.47%
Product Innovation and
Improvement 6 4
10 5.10%
Software Programming and
Application Development 11 1
12 6.12%
Hardware Development and
Programming 1 2 1
4 2.04%
Development of Prototype
Product, Services, or Application 8 2 1
11 5.61%
Product Evaluation and Testing 17 9 2 28 14.29%
Product Commercialization and
Product Launch 8 1
9 4.59%
Computer Assisted Designs (CAD) 2 16 1 19 9.69%
Computer Aided Manufacturing
(CAM) 3 4
7 3.57%
Computer Aided Engineering /
Finite Element Analysis /
Simulation 2
2 1.02%
Mechanical Engineering 1 1 0.51%
Building Modelling Information
Management 5
5 2.55%
Quality Control 3 3 1.53%
Architectural Design of Low
Carbon Buildings, Building Physics
Expertise, and Construction Design 6
6 3.06%
Electrical and Electronic Design 1 1 0.51%
Product Life Cycle Management 1 1 0.51%
Sub-totals 112 73 0 9 0 2 196 100%
Percentage of Product
Development Interventions per
University
57% 37% 0% 5% 0% 1% 100%

Table 6: Information Technology
Information
Technology
Interventions
Cov UoW Aston BCU Staff Worcester Total % of
Information
Technology
Interventions
Implementation of a New IT
System 8
8 19.51%
System Evaluation and Testing 2 1 3 7.32%
Management Information System
(Mis) 1
1 2.44%
Enterprise Resource Planning (Erp) 4 4 9.76%
Safeguard IT Intellectual Property 1 1 2.44%
IT Support, Helpdesk and Technical
Support 3 1
4 9.76%
Information Technology (IT)
Security 1
1 2.44%
Database Architecture and Design 2 1 1 4 9.76%
Web Development, Design,
Programming and Content
Updates 7 4 1
12 29.27%
Search Engine Optimization 1 1 2.44%
Designer Specialist - Graphics and
Film Production After Effects 1
1 2.44%
Digital Book Publishing Platform 1 1 2.44%
Sub-Totals 28 10 0 3 0 0 41 100%
Percentage Of Information
Technology Interventions Per
University
68% 24% 0% 7% 0% 0% 100%
Coventry University had the highest number of information technology interventions as 68%. The two
highest areas in technology interventions were web development at 29.27%, followed by implementation
of new IT systems.

Table 7: Professional Support Expertise and Advice
Interventions
Professional
Support
Expertise
and Advice
Interventions
Professional Support, Skills and
Expertise
11 2 13 23.64%
Intellectual Capital and Knowledge
Transfer for Future Project
1 1 1.82%
Business Development and Growth 19 3 1 23 41.82%
Plan for Future Growth 0 0.00%
Increase Business Capacity 1 1 1.82%
Business Administrative Support 1 1 1.82%
Business Continuity and
Sustainability
2 2 4 7.27%
University Consultancy, Expertise
and Advice
7 1 8 14.55%
Compliance with New Government
Regulations
3 1 4 7.27%
Sub-Totals 44 10 0 1 0 0 55 100%
Percentage of Professional
Support Expertise and Advice per
University 80% 18% 0% 2% 0% 0% 100%
Coventry University accounted for 80% of all professional support expertise and advice interventions
offered through KEEN, followed by the University of Wolverhampton at 18%. The highest area of
intervention in this category was business development and growth at 41.82%, followed by professional
support skills and expertise.

Table 8: Marketing Interventions
Marketing
Interventions
Marketing
Interventions
Strategic Marketing, Marketing
Plan and Business Plan 11 24 3 6 1
45 22.61%
Business Model Development 6 6 3.02%
New Market Penetration 1 4 2 7 3.52%
Sales and Marketing System 1 3 4 8 4.02%
Sales Strategy Development 1 1 0.50%
Brand Development and
Positioning 2 8 3
13 6.53%
Marketing Management 9 5 14 7.04%
Marketing Research, Market
Analysis and Market Intelligence 6 22 2 1
31 15.58%
Marketing Communication 2 16 1 2 1 1 23 11.56%
Relationship Marketing 3 3 1.51%
Sales Promotions 2 2 4 2.01%
Marketing Promotional Activities
and Initiatives 8 1
9 4.52%
Digital and Online Marketing
Campaigns 2
2 1.01%
Social Media and Online Presence
Enhancement 6 6
12 6.03%
Customer Relations Management 9 9 1 2 21 10.55%
Sub-totals 63 106 5 21 3 1 199 100%
Percentage of Marketing
Interventions per University
32% 53% 3% 11% 2% 1% 100%
The two highest areas of marketing interventions were strategic marketing, marketing plan, and
business plans at 22.6%, and marketing research, analysis and market intelligence at 15.58%.
The University of Wolverhampton had the highest number of marketing interventions at 53%,
followed by Coventry University at 32%.

Table 9: Business Process Reengineering
Business Process
Reengineering
Interventions
Cov UoW Aston BCU Staff Worcester Total % of Business
Process
Reengineering
Interventions
Business Process Reengineering 10 2 12 16.67%
Business Process Development 3 1 1 5 6.94%
Business Process Innovation 2 3 5 6.94%
Business Process improvements 23 11 3 4 1 42 58.33%
Improve Production and
Manufacturing Processes 2
2 2.78%
Computerization of Manual
Process 4 1 1
6 8.33%
Sub-totals 44 18 4 4 1 1 72 100%
Percentage of Business Process
Reengineering Interventions per
University
61% 25% 6% 6% 1% 1% 100%
Business process improvement at 58.3% followed by business process reengineering at 16.7% were the
highest type of intervention in this category. Coventry University accounted for 61% of all business
process reengineering interventions.

Table 10: Business Intervention Analysis
Business Area of
Intervention
No %
Interventions Cov Uow Aston BCU Staff Worcester Total Percentage of
total
Interventions
Operations Management 47 8% Project Management 9 4 1 14 2.27%
Operations Management 5 1 1 7 1.13%
Business Account Management 4 4 0.65%
Client Management 2 2 2 6 0.97%
Logistic Planning 2 2 0.32%
Risk Management 1 1 2 0.32%
Health and Safety Management 1 1 0.16%
Supply Chain Management 2 1 3 0.49%
Financial Analysis and Management
1
1 0.16%
Business Process Audit 1 1 2 1 5 0.81%
Business Performance Evaluation
1
1 0.16%
Events Management 1 1 0.16%
Sub-totals 27 11 5 4 0 0 47 8%
As a percentage of total intervention
per university
8% 5% 36% 10% 0% 0% 8%
Business Process Reengineering 72 12% Business Process Reengineering 10 2 12 1.94%
Business Process Development 3 1 1 5 0.81%
Business Process Innovation 2 3 5 0.81%
Business Process Improvements 23 11 3 4 1 42 6.81%
Improve Production and Manufacturing
Processes 2
2 0.32%
Computerization of Manual Process
4 1 1
6 0.97%
Sub-totals 44 18 4 4 1 1 72 12%
per university
14% 8% 29% 10% 25% 25% 12%
Product Development 196 32% Research & Development 15 15 1 31 5.02%
New Product Development/ New
Service Development 25 18 2 1
46 7.46%
Product Innovation and Improvement
6 4
10 1.62%
Software Programming and Application
Development 11 1
12 1.94%
Hardware Development and
Programming 1 2 1
4 0.65%
Development of Prototype Product,
Services, or Applications 8 2 1
11 1.78%
Product Evaluation and Testing 17 9 2 28 4.54%
Product Commercialization and Product
Launch 8 1
9 1.46%
Computer Assisted Designs (CAD) 2 16 1 19 3.08%
Computer Aided Manufacturing (CAM)
3 4
7 1.13%
Computer Aided Engineering / Finite
Element Analysis / Simulation
2
2 0.32%
Mechanical Engineering 1 1 0.16%
Building Modelling Information
Management 5
5 0.81%
Quality Control 3 3 0.49%
Architectural Design of Low Carbon
Buildings, Building Physics Expertise,
and Construction Design
6
6 0.97%
Electrical and Electronic Design 1 1 0.16%
Product Life Cycle Management 1 1 0.16%
Sub-totals 112 73 0 9 0 2 196 32%
per university
35% 32% 0% 21% 0% 50% 32%
Human Capital Management 7 1%
Human resource management, staff
training and development 4 3
7 1.13%
Sub-totals 4 3 0 0 0 0 7 1%
per university
1% 1% 0% 0% 0% 0% 1%

Business Area of
Intervention
No %
Interventions Cov Uow Aston BCU Staff Worcester Total Percentage of
total
Interventions
Information Technology 41 7% 0 0.00%
Implementation of a New IT System
8
8 1.30%
System Evaluation and Testing 2 1 3 0.49%
Management Information System (Mis)
1
1 0.16%
Enterprise Resource Planning (Erp)
4
4 0.65%
Safeguard IT Intellectual Property
1
1 0.16%
IT Support, Helpdesk and Technical
Support 3 1
4 0.65%
Information Technology (IT) Security
1
1 0.16%
Database Architecture and Design
2 1 1
4 0.65%
Web Development, Design,
Programming and Content Updates
7 4 1
12 1.94%
Search Engine Optimization 1 1 0.16%
Designer Specialist - Graphics and Film
Production After Effects 1
1 0.16%
Digital Book Publishing Platform 1 1 0.16%
Sub-totals 28 10 0 3 0 0 41 7%
per university
9% 4% 0% 7% 0% 0% 7%
Marketing Interventions 199 32%
Strategic Marketing, Marketing Plan and
Business Plan 11 24 3 6 1
45 7.29%
Business Model Development 6 6 0.97%
New Market Penetration 1 4 2 7 1.13%
Sales and Marketing System 1 3 4 8 1.30%
Sales Strategy Development 1 1 0.16%
Brand Development and Positioning
2 8 3
13 2.11%
Marketing Management 9 5 14 2.27%
Marketing Research, Market Analysis
and Market Intelligence 6 22 2 1
31 5.02%
Marketing Communication 2 16 1 2 1 1 23 3.73%
Relationship Marketing 3 3 0.49%
Sales Promotions 2 2 4 0.65%
Marketing Promotional Activities and
Initiatives 8 1
9 1.46%
Digital and Online Marketing Campaigns
2
2 0.32%
Social Media and Online Presence
enhancement 6 6
12 1.94%
Customer Relations Management
9 9 1 2
21 3.40%
Sub-totals 63 106 5 21 3 1 199 32%
per university
20% 46% 36% 50% 75% 25% 32%
Professional Support Expertise and
Advice 55 9%
Professional Support, Skills and
Expertise 11 2 13
2.11%
Intellectual Capital and Knowledge
Transfer for Future Project
1
1 0.16%
Business Development and Growth
19 3 1
23 3.73%
Increase Business Capacity 1 1 0.16%
Business Administrative Support 1 1 0.16%
Business Continuity and Sustainability
2 2
4 0.65%
University Consultancy, Expertise and
Advice 7 1
8 1.30%
Compliance with New Government
Regulations 3 1
4 0.65%
Sub-totals 44 10 0 1 0 0 55 9%
per university 14% 4% 0% 2% 0% 0% 9%
617 100% Grand – Total 322 231 14 42 4 4 617 100%
Percentage Intervention per University 52% 37% 2% 7% 1% 1%

6.0 References
Webb, C. (2014) What are business intervention strategies? Small Business Chronicles. Accessed [online] on [9
th
April 2015] < http://smallbusiness.chron.com/business-intervention-strategies-5151.html>

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