The concept of enterprise innovation goes far outside the once popular but notions are still the backbone of a successful innovation platform, they are only part of a larger process - a process that should always result in measurable business outcomes for your organization. This PPT gives you an overview of Enterprise Innovation, Process innovation, Extent of innovation, Methods for maintaining or increasing the competitiveness for product and process innovations.

1. Enterprise and innovation

2. Assignment:
 Task Details:
This will involve learners selecting one scenario
from three (see Task Scenarios below). All
scenarios will include an analysis of the options
open to the organisation and recommendations
on developing an entrepreneurial/innovative
approach to international market expansion. This
will be an individual assignment, in a business
report format. The report will include an external
international environmental analysis and the use
of relevant frameworks to support the
recommendations made.
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3.  Scenario : Three Over Seven
Three Over Seven is a start-up founded in 2014 by a team of four entrepreneurs;
Tim Brown, Earl Stewart, Nicholas Crouch and Jonathan Spanos. The firm is
headquartered in New Zealand and the UK. Tim Brown, an ex-professional
football player recognised the opportunity for sports shoes made from natural,
biodegradable fibres which would minimise the sweating and odour associated
with traditional sports shoes. Three Over Seven has developed the technology
that will enable the firm to produce the world's first custom made woollen sports
shoes. By using a patent pending process, the firm has been able to convert wool
into a proprietary material, Fitwool, which can be used to manufacture footwear.
The team is aiming at using 3D printing technology coupled with a mobile phone
App (which customers will use to provide their sizing details) to provide their
customised footwear range. They intend to set up their first digital shoe factory in
London. In recognition of the uniqueness, innovativeness and international appeal
of their idea the team has been awarded a 12 month placement on the UKTI
Sirius programme. To date the firm has raised US30000 (approximately £17000)
through their crowd funding campaign on Kick-starter.
The team is excited. They are keen to explore additional avenues for funding. In
addition the firm is interested in gaining an understanding of the international
opportunities which are available for their firm. Tim Brown has been referred to
your consultancy firm by his advisors at the UKTI Sirius accelerator hub. He has
asked you to provide a report which provides a clear outline of the international
and funding opportunities available to the firm. Your report will need to follow the
guidance outlined under the Particular instructions to students section.
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4. Enterprise and innovation
 Independent media brand
 Focused on information needs of other applications
 Reflects the innovative side of the organization
 European Union(EU) : provides information on state of innovation
 Europe 2020 strategy: creates job opportunities, makes
organizations compete in the global market, improves quality of life.
 Community Innovation Survey (CIS): provides statistics
 Innovation and Investment Division: promotes competition
 Development of environment for economy
 Innovation and Investment Division: manages funds and other
agencies namely IDA Ireland, Enterprise Ireland, Science
Foundation Ireland, Shannon Development, InterTrade Ireland and
the Higher Education Authority.
 Whether it's delivered online, or in person, everything produced by
the corporation reflects the company's unshakeable belief in the
power of information to spur innovation.
 Products include digital on-demand video content, live & on-demand
webcasts plus online communities.
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5. Extent of innovation
 Almost half of all enterprises in the EU-28 reported innovation activity (48.9 %)
during the period 2010-12.
 Innovative activities decreased by 3.9 percentages as compared with the financial
year of 2008-2009.
 Ranks of innovative enterprise activities: Germany (66.9 % of all enterprises),
Luxembourg (66.1 %), Ireland (58.7 %) and Italy (56.1 %).
 Lowest rates of innovative enterprise activities: Bulgaria (27.4 %), Poland
(23.0 %) and Romania (20.7 %).
 In EU 28, in the year 2010: 27.5 % of enterprises conducted organizational
innovation, 24.3 % of all enterprises conducted Marketing innovation, 23.7 % of
enterprises conducted Product innovation, 21.4 % of enterprises
implemented process innovations.
 Germany, the Netherlands, Belgium, Sweden, Finland and Luxembourg presented
the highest shares of product innovative enterprises, all over 30.0 % of all
enterprises.
 Enterprises located in Portugal, Luxembourg, Belgium and Italy implemented
process innovation.
 Highest share of organizational innovation: organizations in Greece, Ireland and
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6. Process innovation
 Process innovations were introduced in more than one in five enterprises
(21.4 %) across the EU-28 during the period 2010–12.
 The most common novelty or improvement among process innovators
was related to the methods to manufacture or produce goods and
services.
 Among the EU Member States, Germany, France, Latvia and Lithuania
were the leaders in this specific type of process innovation.
 Various supporting activities for management of processes, like that of
maintenance systems and/or operations for accounting, purchasing
and/or computing have been implemented in nearly three fifths (58.9 %)
of the process innovative enterprises across the EU.
 Process innovations related to new or significantly improved logistics,
delivery or distribution methods for inputs, goods or services were
reported in far lesser numbers.
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7. Sources of information
 Encouraged by the environment, the organizations take
decisions towards the implementation of various
innovative ideas.
 Enterprises may also decide to undertake innovation
activities on their own initiative, as part of development
strategies.
 Open innovation is 'the use of internal and other
enterprises' ideas to develop businesses opportunities'.
 Open innovation is considered to be an important
component of the foreseen European Innovation
System.
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8. Methods for maintaining or increasing the
competitiveness for product and process innovations:
 Data on methods for maintaining or increasing
competitiveness have been provided by 21 EU Member
States in the 2012 data collection exercise.
 More than 6 in 10, that is around 61.9 % of the product and
/ or process innovative enterprises in the EU used lead time
advantage over competitors.
 Slightly more than one quarter (28.5 %) of these
enterprises considered this method as highly important.
 (60.6 %) of product and / or process innovative enterprises
used the complexity of goods or services to maintain or
increase their competitiveness: less than half of these
considered this method highly important.
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9.  Trademarks, patents, copyrights and design registration
seemed to be less used by the product and / or process
innovative enterprises.
 An increase in turnover was considered a highly important
goal by 60.0 % of innovative enterprises between 2010 and
2012, followed by a decrease in costs (55.4 %) and an
increase in profit margins (50.8 %).
 The intensification or improvement of marketing of goods
and services was the strategy most frequently regarded as
being highly important between 2010 and 2012, both for
innovative and non-innovative enterprises.
 The next two most common strategies reported as being
highly important concerned the development of new
markets, either within or outside Europe.
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10.  The strategy of building alliances with other enterprises
and institutions was the strategy least often reported as
being highly important.
 An increase in the market share was reported as a highly
important goal by 41.0 % of innovative enterprises.
 For non-innovative enterprises, the ranking was quite
similar to that for innovative enterprises.
 The use of these methods is more common for enterprises
in certain activities and the extent of their use is also
related to enterprise size: for example, larger enterprises
make more intensive use of patents.
 One notable difference: the share of non-innovative
enterprises reporting an increase in the turnover as a
highly important goal was slightly less than the share
reporting a decrease in costs.
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11. Data sources and availability
 The legal basis for collecting these statistics is Regulation
995/2012 implementing Decision 1608/2003/EC concerning the
production and development of Community statistics on innovation.
 The simple resale of new goods and services purchased from other
enterprises is not considered innovation.
 Innovations should also at least be new to the enterprise concerned.
 Innovative enterprises may cooperate with other parties and the
cooperation partners may be located in other countries or on other
continents.
 In the 2012 data collection exercise, a particular module focused on the
goals of the enterprises and on the strategies they used and the
obstacles they faced to reach these goals.
 Results highlight the differences between innovative and non-innovative
enterprises.
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