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Project INTRA: Good Practice Template | 1 / 206
Project INTRA:
Collection of good practices from Extremadura region in Spain
internationalisation plan for Extremadura’s enterprises (PIMEX) 2
Training for new professionals in foreign trade (FORMACOEX) 15
Consolidation plan in international markets 27
Aids addressed to the internationalisation of the Extremadura economic activity 40
Promotional brands: “Alimentos de Extremadura” 50
Export consortiums 60
International public tender programme 70
Transversal services for internationalisation: Extremadura exports 80
Transversal services for internationalisation: i-Export 98
Transversal services for internationalisation: Commercial delegations (external network) 107
International promotion plan 117
Support program for the international expansion of SMEs (Xpande) 127
Digital Xpande support program 137
Outsourcing of export services for fine foods producers 148
Innovation as a driver to access new markets 157
Customized raw meat products from Iberian pork’s, for the Japanese market 166
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1. Name of the organisation owner of in charge of the practice
EXTREMADURA AVANTE
2. Region/country where the practice takes place
Extremadura (Spain)
3. Title of the case/practice
INTERNATIONALISATION PLAN FOR EXTREMADURA�S ENTERPRISES (PIMEX)
4. Website (If available)
www.extremaduraavante.es
5. Description of the case/practice (around 2000-2500 characters)
The Internationalisation Plan for Extremadura Enterprises (hereinafter PIMEX) and the Training
Program for New Professionals in Foreign Trade (hereinafter FORMACOEX) make up an
integral tool to support the business fabric and to a certain unemployed profile with high
qualification in the Region.
With PIMEX, SMEs with motivation to internationalise their products and/ or services are
reached. It provides the target audience (SMEs) with the tools needed to achieve their
objectives: for SMEs, their start abroad.
The success of this practice lies in the combination of both programs, as it is created the contact
between a company with motivation BUT no foreign trade department with a professional with
training and skills BUT in search of a company where to work.
PIMEX is a Support Program to help Extremadura companies to initiate and go forward in
their internationalisation process. It also seeks participating companies assume international
strategic planning as profitable and achievable in their business plans.
PIMEX objectives are:
Project INTRA: Good Practice #1 � Boosting internationalisation in SMEs | 3 / 14
· Start to Extremadura companies coming from different sectors and sizes in the export
path.
· Increase the amount of their exports.
· Professionalize Extremadura companies in the field of foreign trade and establish the
bases of the foreign trade departments, accompanying them in their internationalisation
process.
Companies susceptible of participating in PIMEX are those already in an initial stage of
internationalisation, with sporadic exports or no exports at all, and that meet the requirements
established in the program. These requirements are listed below:
· Companies or self-employed whose activity resides in Extremadura.
· Companies that have not participated in the PIMEX Plan in the last 5 years.
· To have a regular business activity during the last year.
· In the case of self-employed, they must be of legal age.
· Producer of goods / services or marketers with their own brand.
Interested companies in PIMEX should register through an on-line questionnaire via the web
page of Extremadura Avante www.extremaduraavante.es.
An Evaluation criterion (technical analysis) is established in order to select the companies
participating in the program. The valuation criteria used as reference in 2016 were the following:
1. INTERNATIONALISATION POTENTIAL (MAX 50 POINTS).
- Exportable product or service according to their characteristics
and competitive advantages _____________________________________ 25 points
- Financial, organisational and productive capacity of the company
and management team _________________________________________ 25 points
2. SALES DISTRIBUTION (MAX 20 POINTS)
- More than 30% of sales outside Extremadura ________________________ 15 points
- Less than 15% of sales outside Spain ______________________________ 5 points
This criterion rewards companies that are already operating out of the region, and that if
exporting, they are doing it in an initial way.
3. DO NOT HAVE PARTICIPATED IN THE PIMEX IN PREVIOUS EDITIONS (MAX 20
Project INTRA: Good Practice #1 � Boosting internationalisation in SMEs | 4 / 14
POINTS)
4. MOTIVATION FOR FOREING TRADE (MAX. 10 POINTS)
In case of tie between punctuation obtained, the order is established according to the highest
score regarding: internationalisation potential, sales distribution and, in last place,
reception date of application via web.
Extremadura Avante Advanced Services to SMEs, S.L.U., may require clarification or
rectification, through the provision of documents, interviews or visits, in order to facilitate the
assessment and accredit compliance with the requirements.
As for the specific support offered to the companies participating in PIMEX, we can talk about
technical, training and commercial support.
· Technical support. Technical staff of the International Area within Extremadura Avante
supports the participating company in the development of the plan, personalized follow-
up and resolution of consultations regarding its internationalisation process.
· Training support based on training pills regarding strategic planning and addressed to
management or commercial director. Its objectives are:
o Qualify in foreign trade, professionalizing international business management,
especially in Strategic Planning.
o Develop a medium-term and individual International Roadmap.
· Support in actions for external promotion: Actions and expenses valued at a
maximum of 2,500� per company are supported. Extremadura Avante Advanced
Services to SMEs, S.L.U. will start with the concession procedure applicable for each
case.
In order to become beneficiary from external promotion actions, and as minimum criteria, the
planned training plans and commitments must be met and the actions will always be linked to
the international commercial work.
Among the possible actions are considered: commercial trips, promotional material,
specialized consultancy or legal advice, among others.
Extremadura Avante Advanced Services to SMEs, SLU, is the entity managing the contracting
procedures of the services, whose users are the companies participating in PIMEX.
Participants in PIMEX commit themselves to participate in the following formative actions:
Project INTRA: Good Practice #1 � Boosting internationalisation in SMEs | 5 / 14
- Assistance to three face-to-face group trainings, with a length of approximately
4 hours in strategic planning, sales techniques and access to distribution
channels�among others.
- Assistance to three individual tutorials in the facilities of the participating
company, and with length of approximately 2 hours each to work with experts in
their internationalisation plan.
After the training, the companies participating in PIMEX will have a SWOT analysis of their
company, an appropriate selection of the markets to export, as well as an action plan or
international roadmap for internationalisation in the medium term.
Project INTRA: Good Practice #1 � Boosting internationalisation in SMEs | 6 / 14
5.1. Duration (start-end)
The PIMEX program begins in the first quarter of the year with the incorporation of the
company to the program and ends on December 31st of the current year.
The programme has been running since 2002.
5.2. Goals
Regarding PIMEX and since 2002, more than 500 Extremadura companies have participated
in these programs and have received the adequate support to strengthen their foreign trade
departments.
5.3. Partners involved
Extremadura Regional Government
Extremadura Avante Advanced Services to SMEs, S.L.U.
5.4. Total cost of the practice
For the 2016 annuity, the PIMEX Plan has a cost/budget of 88,280 euros (75,000 for actions
+ 5,000 for training + 8,280 � for consultancy) aimed at the participation of 30 Extremadura
SMEs.
In the past, the total investment in these instruments was as follows:
INVESTMENT 2012 2013 2014 2015
PIMEX/FORMACOEX 252.208,12 � 506.784,71 � 583.103,50 � 513.740,88 �
6. Why do you think this could be a good practice?
PIMEX Plan gives the company a �push� for its international activity not only in economic terms,
but also, by supporting them at the beginning of its international strategy with the monitoring and
supervision by Extremadura Avante technicians and consultants specialized in foreign trade who
work in group and individual way with the companies participating in the program.
Project INTRA: Good Practice #1 � Boosting internationalisation in SMEs | 7 / 14
Finally, it is important to point out that the ratios obtained regarding level of satisfaction are
around 8 points out of 10 in all editions.
7. Type of practice (multiple response)
POLICY/REGULATION
x policy + successful implementation
observatory/benchmarking/monitoring the SME Internationalisation activities
dissemination (please specify)
event/festival
FUNDING
funding measure
x financial measure (e.g. tax relief, grant for exports, etc)
investment attraction measure
KNOWLEDGE & INNOVATION
x entrepreneur training, coaching, mentoring, consultancy
access to knowledge
technology transfer
open innovation
cross-sectoral networking
MARKET
x internationalisation (e.g. creation of international partnerships, access to foreign markets, �)
cluster development
incubator/ promotion of start-up
networking, matchmaking, �
OTHER (please specify)
8. How does the practice support and help enhance the SME Internationalisation?
Project INTRA: Good Practice #1 � Boosting internationalisation in SMEs | 8 / 14
With PIMEX the company is given training, technical and economic support to develop its
international activity, which allows it to acquire skills and abilities in order to face
internationalisation in an autonomous way in the short / medium term.
Synergy between both programs allows that expectations of company and student are fulfilled,
and therefore, at institutional level, that objectives of professionalizing SMEs in their international
trade strategies and students trained as foreign trade technicians are also achieved.
Project INTRA: Good Practice #1 � Boosting internationalisation in SMEs | 9 / 14
9. Which problems/challenges/needs is the practice addressing? Please tick the appropriate
objectives (multiple response)1
Challenges OBJECTIVES Tick where
appropriate
Human
Resources /
Managerial
Capacity
Export coaching course x
Incentives to foster internationalisation activity x
Exports forums
Improving interregional technology transfer bodies and
mechanisms
Trade visits x
Internationalisation/Export Academies x
Other: please specify
SME
Internationalisat
ion support
infrastructure
and services
Developing technology incubators
Developing technology parks
Market research support X
Export/Internationalisation observatory facilities X
IPR support/ Institutional protection of intellectual property
Account management support
Developing technology centres/competence centres/applied
research centres as a key tool for competitive improvement in
businesses
Diversifying and specializing technology centres and services
High level consultancy support ( eg advisors who help innovative
SMEs to boost R&D output and identify adaptations that might
make a product suitable for new overseas markets)
Other : please specify
Financing
Insurance solutions & risk management (e.g. covering of exporters
and foreign buyers of exports against commercial and political
risks of non-payment)
Financing short-term exports
Pre-Shipment financing
Post-Shipment financing
Loans
Credit guarantee scheme
1 Based on OECD report on � Top Barriers and Drivers to SME Internalization�
Project INTRA: Good Practice #1 � Boosting internationalisation in SMEs | 10 / 14
Funding/grants for recruitment of advisors, researchers,
accountants
Funding to attend international trade events and exhibitions X
Grants to support any stage of the internationalisation activity X
Other: please specify
Information
provision and
networking
Improving interregional technology transfer bodies and
mechanisms
Creation of thematic critical masses and cluster development
Establishing interregional innovative business clusters and mega-
clusters
Fostering the transferability of innovative technologies overseas
Export promotional activities/marketing X
Regularly updated analysis reports on foreign markets
Trade missions X
Partner search & alliances
One stop customer centre to assist SME exporters with foreign
market information and contacts
X
Trade centres abroad ( that can offer market research information,
trade fair support etc)
X
Market intelligence services
Other: please specify
Indirect actions:
proactive
measures to
stimulate SME
internationalisat
ion
Venture capital funds that finance innovative and high-growth
companies
Public funding schemes for start-ups
Improvement of technological capabilities of export-oriented SMEs
Other : please specify
10. Source of funding (multiple response)
X regional funds
national funds
EU funds � H2020
EU funds � ERDF
X EU funds � other (please specify) European Social Fund
Project INTRA: Good Practice #1 � Boosting internationalisation in SMEs | 11 / 14
private funding (self-financed)
private (e.g. financed by business angels)
crowdsourcing
other (please specify)
11. Focus (choose the most relevant one)
X focused on the SME Internationalisation
focused on SME support sector
X focused on sector specific SME Internationalisation
focused on other sector (please specify)
12. Is the practice linked to a specific policy? Please add a short description of the policy and
its link to the strategy/programme here.
PIMEX comes directly from the Regional Government policies to encourage the region's export
activity, as reflected in the Extremadura general budgets year after year.
13. If this practice is not focused on the SME Internationalisation, why do you think it is
applicable in this field?
It is a practice directly related to SMEs internationalisation.
14. Geographical focus (choose one answer)
X local
X regional
national
European
international
Project INTRA: Good Practice #1 � Boosting internationalisation in SMEs | 12 / 14
15. Actors involved in the practice (multiple response)
X regional government
national government
X development agency
university or research institution
X SME, enterprises
association of enterprises/professionals
other (please specify)
16. Outputs: direct consequences of the practice. Depending on the practice goals, please
provide quantitative indicators that are available for your practice. Some examples are listed
below:
QUANTITATIVE
INDICATOR
TIMEFRAME (during which
time?)
INFO SOURCE (if
available)
Nº of participating companies
(PIMEX): 500
2002-2016 Internal records, project
reports
17. Please state if this practice is transferable in terms of:
X organisational model / implementation process
X specific tools (e.g. training, financial support, �.)
policy making process
definition of financial feasibility
X methodology for the assessment of the problem to be address
methodology for the involvement of the targeted stakeholders
X risk management strategy involved
exit strategy involved
review and maintenance methodology
X metrics for the evaluation of the implementation process
marketing strategy
other (please specify)
18. List main success factors referred to the context where the practice took place
Project INTRA: Good Practice #1 � Boosting internationalisation in SMEs | 13 / 14
SUCCESS FACTOR DESCRIPTION IS THE SUCCESS FACTOR
RELEVANT FOR
TRANSFERABILITY IN A
DIFFERENT LOCAL CONTEXT?
Legislation that favours the internationalisation of companies
and active policies of training and employment generation
Very relevant
x Relevant
Party relevant
Not relevant
Existence of a support organisation for internationalisation
recognised by SMEs in the region
Very relevant
x Relevant
Party relevant
Not relevant
Team formed by professionals with great experience and
closeness to the SME of Extremadura as executors of the
programs
x Very relevant
Relevant
Party relevant
Not relevant
Not relevant
19. Further materials and reference available (paper, PPT, information sheet, leaflet, video,
press releases, articles, blogs, photos,...). Please list and enclose
Final Report PIMEX 2015
Extremadura Avante website: www.extremaduraavante.es
Project INTRA: Good Practice #1 � Boosting internationalisation in SMEs | 14 / 14
20. REFERENCES:
Contact Details: contact person of the practice (name, e-mail, �)
Cristina Yárritu: [email protected]
Phone: +34 924 319 159
Rocío Esteban: [email protected]
Phone: +34 924 005 838
Contact Details: person compiling this form (name, e-mail, �)
Cristina Fernandez: [email protected]
Tel.: +34 924 319 159
OTHER RELEVANT INFO
The strong commitment of Extremadura Regional Government with the tools to support the
internationalisation of companies in the region is a fact for more than 20 years now. Their survival is
due, to a large degree, to the level of satisfaction shown by the companies participating in these
programs, as well as the need to bring companies in our region to professionalization standards
regarding foreign trade departments, that would placed us at a level of competitiveness comparable
to our European partners.
Project INTRA: Good Practice #1 � Boosting internationalisation in SMEs | 2 / 13
1. Name of the organisation owner of in charge of the practice
EXTREMADURA AVANTE
2. Region/country where the practice takes place
Extremadura (Spain)
3. Title of the case/practice
TRAINING FOR NEW PROFESSIONALS IN FOREIGN TRADE (FORMACOEX)
4. Website (If available)
www.extremaduraavante.es
5. Description of the case/practice (around 2000-2500 characters)
The Internationalisation Plan for Extremadura Enterprises (hereinafter PIMEX) and the Training
Program for New Professionals in Foreign Trade (hereinafter FORMACOEX) make up an
integral tool to support the business fabric and to a certain unemployed profile with high
qualification in the Region.
With FORMACOEX it is provided theoretical and practical training to unemployed people with
higher degree and knowledge of languages (other than Spanish). The programme provides to
the target audience (skilled unemployed) with the tools needed to achieve their objectives: their
insertion in the labour market as foreign trade technicians.
The success of this practice lies in the combination of both programs, as it is created the contact
between a company with motivation BUT no foreign trade department with a professional with
training and skills BUT in search of a company where to work.
The Training Plan for New Professionals in Foreign Trade, FORMACOEX, is aimed at
graduates in unemployment situation with interest in foreign trade, knowledge of languages and
commercial attitudes.
Project INTRA: Good Practice #1 � Boosting internationalisation in SMEs | 3 / 13
The main objectives of FORMACOEX are the following:
· Training to future export professionals, equipping them with the skills,
qualifications and practical vision necessary for the performance of their future work
in regional companies.
· Fostering the inclusion of Extremadura students into the labor market, reducing
unemployment among this segment of regional population.
Among the specific objectives we can highlight:
· Training participants in foreign trade operations as well as in the development of
international marketing plans.
· Development of a training period in regional companies, so that the participant
can complete his/her training and initiates activities focused on foreign trade, based
on the reality of an Extremadura company.
FORMACOEX provides both theoretical training for those interested in acquiring theoretical
fundaments in the field of foreign trade, as well as practical training aimed at those interested in
putting into practice their previous theoretical knowledge in foreign trade operations and
internationalisation. The practical training will be developed in a regional company adhering to
the FORMACOEX program. In this sense, the companies that participate in the PIMEX program
are offered the possibility of hosting one of the participants in FORMACOEX program.
During the development of FORMACOEX practical training, a technical team of permanent
tutoring and monitoring of each student will be created with the objective of guaranteeing the
assimilation of contents and the fulfilment of tasks for the accomplishment of an international
marketing plan simulation. This team will also ensure the proper training and acquisition of
practical knowledge in foreign trade matters of the students.
During the theoretical training, face-to-face, aspects such as export in the regional SMEs, the
selection of markets to export, international marketing, customs and international taxation will be
attended.
This training is carried out in person by both, specialized teachers in international operation and
consultants with proven experience in internationalisation strategies. From each of the modules,
an evaluation to the students will be made. Those students that exceed 50% of the approved
subjects will overcome the course.
On the other hand, during the practical training in companies, the students are incorporated to
Project INTRA: Good Practice #1 � Boosting internationalisation in SMEs | 4 / 13
regional companies with exporting potential and vocation during a period of approximately 6
months. During this period, the participants perform tasks related to the implementation of a
foreign trade department in a company. They begin with the knowledge of the product / service
offered by the company, perform documentary research to analyze the most attractive markets
for those products / services offered, collect information about the company's international
communication, sales channels, potential clients, etc. Participants are also given the possibility
to attend international promotion actions as a training exercise. The practical training period
ends with the delivery of a road map or presentation of the company's international strategy and
a final report in which the activities developed by the participant during his/her internship period
are collected.
To sum up, the synergies and complementarities between PIMEX and FORMACOEX make
them very useful tools to support SMEs in their first steps in internationalisation.
Project INTRA: Good Practice #1 � Boosting internationalisation in SMEs | 5 / 13
5.1. Duration (start-end)
In FORMACOEX, the student who performs the theoretical training does it during the first
semester of the year, and in the second semester, it will take place his/her incorporation to
the company for practical training.
The programme has been running since 2002.
5.2. Goals
Around 500 of participants have joined the practical training also since 2002.
As a result of the combination of both programs in the different editions, the recruitment index
of the FORMACOEX by the companies participating in PIMEX has varied from a 20 to 40%
success rate of recruitment. This indicates on the one hand that a significant percentage of
students have been inserted in the labour market, and on the other hand, that an equally
important number of companies ends up betting to strengthen their international strategy.
5.3. Partners involved
Extremadura Regional Government
Extremadura Avante Advanced Services to SMEs, S.L.U.
5.4. Total cost of the practice
The costs/budget of FORMACOEX program ascend to 82,000� in 2016, comprising the
theoretical course (120 students), monetary deliveries without compensation of the practical
training (26 participants) and the complementary training activities to be performed during this
period.
In the past, the total investment in these instruments was as follows:
INVESTMENT 2012 2013 2014 2015
PIMEX/FORMACOEX 252.208,12 � 506.784,71 � 583.103,50 � 513.740,88 �
6. Why do you think this could be a good practice?
Project INTRA: Good Practice #1 � Boosting internationalisation in SMEs | 6 / 13
Likewise, companies and participants in FORMACOEX are in direct contact with the other tools
of support to the foreign trade placed by the public institutions, concretely from Extremadura
Avante, in such a way that they have first hand information.
Finally, it is important to point out that the ratios obtained regarding level of satisfaction are
around 8 points out of 10 in all editions.
7. Type of practice (multiple response)
POLICY/REGULATION
x policy + successful implementation
observatory/benchmarking/monitoring the SME Internationalisation activities
dissemination (please specify)
event/festival
FUNDING
funding measure
x financial measure (e.g. tax relief, grant for exports, etc)
investment attraction measure
KNOWLEDGE & INNOVATION
x entrepreneur training, coaching, mentoring, consultancy
access to knowledge
technology transfer
open innovation
cross-sectoral networking
MARKET
x internationalisation (e.g. creation of international partnerships, access to foreign markets, �)
cluster development
incubator/ promotion of start-up
networking, matchmaking, �
OTHER (please specify)
Project INTRA: Good Practice #1 � Boosting internationalisation in SMEs | 7 / 13
8. How does the practice support and help enhance the SME Internationalisation?
With FORMACOEX, students are given training, technical and economic support to develop their
international activity, which allows them to acquire skills and abilities in order to face
internationalisation in an autonomous way in the short / medium term.
Synergy between both programs allows that expectations of company and student are fulfilled,
and therefore, at institutional level, that objectives of professionalizing SMEs in their international
trade strategies and students trained as foreign trade technicians are also achieved.
Project INTRA: Good Practice #1 � Boosting internationalisation in SMEs | 8 / 13
9. Which problems/challenges/needs is the practice addressing? Please tick the appropriate
objectives (multiple response)1
Challenges OBJECTIVES Tick where
appropriate
Human
Resources /
Managerial
Capacity
Export coaching course x
Incentives to foster internationalisation activity x
Exports forums
Improving interregional technology transfer bodies and
mechanisms
Trade visits x
Internationalisation/Export Academies x
Other: please specify
SME
Internationalisat
ion support
infrastructure
and services
Developing technology incubators
Developing technology parks
Market research support X
Export/Internationalisation observatory facilities X
IPR support/ Institutional protection of intellectual property
Account management support
Developing technology centres/competence centres/applied
research centres as a key tool for competitive improvement in
businesses
Diversifying and specializing technology centres and services
High level consultancy support ( eg advisors who help innovative
SMEs to boost R&D output and identify adaptations that might
make a product suitable for new overseas markets)
Other : please specify
Financing
Insurance solutions & risk management (e.g. covering of exporters
and foreign buyers of exports against commercial and political
risks of non-payment)
Financing short-term exports
Pre-Shipment financing
Post-Shipment financing
Loans
Credit guarantee scheme
1 Based on OECD report on � Top Barriers and Drivers to SME Internalization�
Project INTRA: Good Practice #1 � Boosting internationalisation in SMEs | 9 / 13
Funding/grants for recruitment of advisors, researchers,
accountants
Funding to attend international trade events and exhibitions X
Grants to support any stage of the internationalisation activity X
Other: please specify
Information
provision and
networking
Improving interregional technology transfer bodies and
mechanisms
Creation of thematic critical masses and cluster development
Establishing interregional innovative business clusters and mega-
clusters
Fostering the transferability of innovative technologies overseas
Export promotional activities/marketing X
Regularly updated analysis reports on foreign markets
Trade missions X
Partner search & alliances
One stop customer centre to assist SME exporters with foreign
market information and contacts
X
Trade centres abroad ( that can offer market research information,
trade fair support etc)
X
Market intelligence services
Other: please specify
Indirect actions:
proactive
measures to
stimulate SME
internationalisat
ion
Venture capital funds that finance innovative and high-growth
companies
Public funding schemes for start-ups
Improvement of technological capabilities of export-oriented SMEs
Other : please specify
10. Source of funding (multiple response)
X regional funds
national funds
EU funds � H2020
EU funds � ERDF
X EU funds � other (please specify) European Social Fund
Project INTRA: Good Practice #1 � Boosting internationalisation in SMEs | 10 / 13
private funding (self-financed)
private (e.g. financed by business angels)
crowdsourcing
other (please specify)
11. Focus (choose the most relevant one)
X focused on the SME Internationalisation
focused on SME support sector
X focused on sector specific SME Internationalisation
focused on other sector (please specify)
12. Is the practice linked to a specific policy? Please add a short description of the policy and
its link to the strategy/programme here.
FORMACOEX comes directly from the Regional Government policies to encourage the region's
export activity, as reflected in the Extremadura general budgets year after year.
13. If this practice is not focused on the SME Internationalisation, why do you think it is
applicable in this field?
It is a practice directly related to SMEs internationalisation.
14. Geographical focus (choose one answer)
X local
X regional
national
European
international
Project INTRA: Good Practice #1 � Boosting internationalisation in SMEs | 11 / 13
15. Actors involved in the practice (multiple response)
X regional government
national government
X development agency
university or research institution
X SME, enterprises
association of enterprises/professionals
other (please specify)
16. Outputs: direct consequences of the practice. Depending on the practice goals, please
provide quantitative indicators that are available for your practice. Some examples are listed
below:
QUANTITATIVE
INDICATOR
TIMEFRAME (during which
time?)
INFO SOURCE (if
available)
Nº of participants in training
sessions (FORMACOEX):
500
2002-2016 Internal records, project
reports
17. Please state if this practice is transferable in terms of:
X organisational model / implementation process
X specific tools (e.g. training, financial support, �.)
policy making process
definition of financial feasibility
X methodology for the assessment of the problem to be address
methodology for the involvement of the targeted stakeholders
X risk management strategy involved
exit strategy involved
review and maintenance methodology
X metrics for the evaluation of the implementation process
marketing strategy
other (please specify)
Project INTRA: Good Practice #1 � Boosting internationalisation in SMEs | 12 / 13
18. List main success factors referred to the context where the practice took place
SUCCESS FACTOR DESCRIPTION IS THE SUCCESS FACTOR
RELEVANT FOR
TRANSFERABILITY IN A
DIFFERENT LOCAL CONTEXT?
Legislation that favours the internationalisation of companies
and active policies of training and employment generation
Very relevant
x Relevant
Party relevant
Not relevant
Existence of a support organisation for internationalisation
recognised by SMEs in the region
Very relevant
x Relevant
Party relevant
Not relevant
Team formed by professionals with great experience and
closeness to the SME of Extremadura as executors of the
programs
x Very relevant
Relevant
Party relevant
Not relevant
Not relevant
19. Further materials and reference available (paper, PPT, information sheet, leaflet, video,
press releases, articles, blogs, photos,...). Please list and enclose
Final Report FORMACOEX 2015
Extremadura Avante website: www.extremaduraavante.es
Project INTRA: Good Practice #1 � Boosting internationalisation in SMEs | 13 / 13
20. REFERENCES:
Contact Details: contact person of the practice (name, e-mail, �)
Cristina Yárritu: [email protected]
Phone: +34 924 319 159
Rocío Esteban: [email protected]
Phone: +34 924 005 838
Contact Details: person compiling this form (name, e-mail, �)
Cristina Fernandez: [email protected]
Tel.: +34 924 319 159
OTHER RELEVANT INFO
The strong commitment of Extremadura Regional Government with the tools to support the
internationalisation of companies in the region is a fact for more than 20 years now. Their survival is
due, to a large degree, to the level of satisfaction shown by the companies participating in these
programs, as well as the need to bring companies in our region to professionalization standards
regarding foreign trade departments, that would placed us at a level of competitiveness comparable
to our European partners.
Project INTRA: Good Practice #2 � Consolidating internationalisation in SMEs | 2 / 14
1. Name of the organisation owner of in charge of the practice
EXTREMADURA AVANTE
2. Region/country where the practice takes place
Extremadura (Spain)
3. Title of the case/practice
Consolidation Plan in International Markets
4. Website (If available)
http://www.extremaduraavante.es/index.php/internacionalizacion/servicios-de-
internacionalizacion/planes-de-ayuda-al-comercio-exterior/plan-de-consolidacion
5. Description of the case/practice (around 2000-2500 characters)
The Consolidation Plan in International Markets (from this point forward �Consolidation Plan�)
in combination with the aid line for hiring foreign trade technicians within the Order 31/2014,
from 11th March, (from this point forward �the Order�), form a comprehensive tool to support the
Extremadura�s SMEs that have the objective to consolidate their internationalisation strategy and
strengthen the export department.
In order to understand the good practice it is necessary to describe the Consolidation Plan and
the Order in an independent way.
The Consolidation Plan is an aid programme created by the Regional Government of
Extremadura, through Extremadura Avante, for the regional SMEs to accompany them in the
international market until they are mature enough to be on their own.
The main objective of the Consolidation Plan is to support the regional enterprises to
consolidate not only the international sales, but also the export department and training in
international marketing and strategy.
Project INTRA: Good Practice #2 � Consolidating internationalisation in SMEs | 3 / 14
The enterprises that are willing to participate in the Consolidation Plan must be motivated and
interested in getting forward in their internationalisation process, pending the satisfaction of the
conditions required in the programme. These conditions are the following:
· Enterprises or self-employers whose activity is developed in Extremadura.
· To prepare or have designed a business internationalisation project in international
markets.
· To have regular business activity during the last 2 years.
· In the case of self-employers, they must be of legal age.
· To be producer of the good or service to be marketed or trading company with own
brand of exportable products or services and with internationalisation potential.
· To have funding, organizational and productive capacity, both the company and
management team.
The proposals applying to the Consolidation Plan are registered through an on-line questionnaire
in the website of Extremadura Avante www.extremaduraavante.es The interested enterprises
must fulfil the mentioned questionnaire. Valuation criteria established for 2016 are the following:
1. INTERNATIONALISATION PROJECT OF THE CANDIDATE. (MAX. 40 POINTS).
*Definition of new markets introduction strategies __________________________ 15 points.
*Definition of activities to develop in those markets _________________________ 15 points.
*Definition of markets to be consolidated _________________________________ 10 points.
To value these criteria, the applicant enterprises fulfil a specific Action Plan document given by
Extremadura Avante, together with the application form.
2. EXISTING EXPORT DEPARTMENT. (MAX. 30 POINTS).
* At least 1 full time foreign trade technician in staff _________________________ 30 points.
* At least 1 part time foreign trade technician in staff ________________________ 15 points.
* Outsourcing of export services (professional or company) in exclusivity ________ 15 points.
Project INTRA: Good Practice #2 � Consolidating internationalisation in SMEs | 4 / 14
* Outsourcing of export services (professional or company) without exclusivity ____ 5 points.
Accumulative if several of the above criteria are met, with a general maximum of 30 points.
3. TO ALREADY HAVE PARTICIPATED IN ONE OF THE LAST THREE EDITIONS OF THE SUPPORT
PROGRAMME FOR INTERNATIONALISATION OF ENTERPRISES FROM EXTREMADURA (PIMEX)
(0-20 POINTS).
By this criterion, the participation in the Consolidation Plan is rewarded to those enterprises
which had previous contact with the Extremadura Avante support tools to start foreign trade.
4. FOREIGN SALES OVER 5 % ON INVOICING IN THE LAST 3 YEARS (MAX. 10 POINTS)
In case of tie, the order is established by the higher score in: Internationalisation Project,
foreign trade department and in the last case, the submission date via web.
Extremadura Avante Servicios may request clarification or correction, through the presentation
of documents, interviews or visits, with the aim to facilitate the valuation and confirm the
fulfilment of the required conditions.
In relation to the specific support offered to the participating enterprises in the Consolidation
Plan, we can distinguish among technical, training and commercial support.
· Technical support: technicians of Extremadura Avante support the participant in the
development of a plan, through a personalised monitoring and by answering questions.
· Group and individual Training support: focus on the management team and foreign
trade technician. The objectives are:
o To qualify in foreign trade, especially in Marketing and Communication
Strategies and New Sales Models.
o To develop an International Road Map on Marketing and Communication
Strategies and New Sales Models.
· Support in promotion actions abroad: aid for activities and expenses for a maximum
of 3.000�/company.
Minimum criteria to be met: to achieve the foreseen training programmes and commitments
Project INTRA: Good Practice #2 � Consolidating internationalisation in SMEs | 5 / 14
made, always related to the international commercial work.
Some of the possible activities are: commercial trips, promotional material, specialized
consultancy or legal advice, among others.
Extremadura Avante is the institution managing the service�s hiring procedures, where the users
are the participating enterprises in the Consolidation Plan.
The participants in the Consolidation Plan can take part in the following training activities:
· General Training Plan:
- Attendance to three group in-person trainings by Extremadura Avante
· Individual Training Plan: The individual Training Plan will consist in two individual
classes, finishing with the following deliverables:
- Deliverable 1.- Action Plan 2016, including marketing and communication
strategies to develop in the selected markets.
- Deliverable 2.- Design of an International Road Map, including new sales
channels in the selected markets.
5.1. Duration (start-end)
The Consolidation Plan starts during the first trimester of the year and ends on the 31st
December of the current year. The enterprises can apply to this programme for two years in a
row.
5.2. Goals
Project INTRA: Good Practice #2 � Consolidating internationalisation in SMEs | 6 / 14
Consolidation Plan: over 200 enterprises have participated in this programme and have
received support to consolidate their foreign trade department since 2004.
5.3. Partners involved
Junta de Extremadura (Regional Government of Extremadura)
Extremadura Avante Servicios Avanzados a Pymes, S.L.U.
5.4. Total cost of the practice
In 2016, the Consolidation Plan has a cost of 103.280 euro (90.000 for activities + 5.000 for
training + 8.280 � for consultancy) for the participation of 30 regional enterprises.
In the past, the total investment in these instruments was as follows:
INVESTMENT 2012 2013 2014 2015
CONSOLIDATION PLAN 86.420,18 � 95.635,35 � 125.634,30 � 93.345,81 �
6. Why do you think this could be a good practice?
Project INTRA: Good Practice #2 � Consolidating internationalisation in SMEs | 7 / 14
The Consolidation Plan is a boost to develop the international activity of the SMEs, not only at an
economic level, but also in the support to the international strategy through the monitoring and
protection given by the Extremadura Avante technicians and the foreign trade consultants
working within the programme.
Project INTRA: Good Practice #2 � Consolidating internationalisation in SMEs | 8 / 14
7. Type of practice (multiple response)
POLICY/REGULATION
x policy + successful implementation
observatory/benchmarking/monitoring the SME Internationalisation activities
dissemination (please specify)
event/festival
FUNDING
funding measure
x financial measure (e.g. tax relief, grant for exports, etc)
investment attraction measure
KNOWLEDGE & INNOVATION
x entrepreneur training, coaching, mentoring, consultancy
access to knowledge
technology transfer
open innovation
cross-sectoral networking
MARKET
x internationalisation (e.g. creation of international partnerships, access to foreign markets, �)
cluster development
incubator/ promotion of start-up
networking, matchmaking, �
OTHER (please specify)
8. How does the practice support and help enhance the SME Internationalisation?
Through the Consolidation Plan the SME receives training, technical support, commercialization
tools and staff to develop its international activity. This allows the enterprise to have a more
profitable internationalisation process. Without this support, many companies would not have the
capacity to give these first steps in the foreign markets and therefore could desist in developing
an international strategy.
Project INTRA: Good Practice #2 � Consolidating internationalisation in SMEs | 9 / 14
9. Which problems/challenges/needs is the practice addressing? Please tick the appropriate
objectives (multiple response)1
Challenges OBJECTIVES Tick where
appropriate
Human
Resources /
Managerial
Capacity
Export coaching course x
Incentives to foster internationalisation activity x
Exports forums
Improving interregional technology transfer bodies and
mechanisms
Trade visits
Internationalisation/Export Academies
Other: please specify
SME
Internationalisat
ion support
infrastructure
and services
Developing technology incubators
Developing technology parks
Market research support x
Export/Internationalisation observatory facilities
IPR support/ Institutional protection of intellectual property
Account management support
Developing technology centres/competence centres/applied
research centres as a key tool for competitive improvement in
businesses
Diversifying and specializing technology centres and services
High level consultancy support ( eg advisors who help innovative
SMEs to boost R&D output and identify adaptations that might
make a product suitable for new overseas markets)
x
Other : please specify
1 Based on OECD report on � Top Barriers and Drivers to SME Internationalisation�
Project INTRA: Good Practice #2 � Consolidating internationalisation in SMEs | 10 / 14
Financing
Insurance solutions & risk management (e.g. covering of exporters
and foreign buyers of exports against commercial and political
risks of non-payment)
Financing short-term exports
Pre-Shipment financing
Post-Shipment financing
Loans
Credit guarantee scheme
Funding/grants for recruitment of advisors, researchers,
accountants
Funding to attend international trade events and exhibitions x
Grants to support any stage of the internationalisation activity x
Other: please specify
Information
provision and
networking
Improving interregional technology transfer bodies and
mechanisms
Creation of thematic critical masses and cluster development
Establishing interregional innovative business clusters and mega-
clusters
Fostering the transferability of innovative technologies overseas
Export promotional activities/marketing x
Regularly updated analysis reports on foreign markets
Trade missions x
Partner search & alliances
One stop customer centre to assist SME exporters with foreign
market information and contacts
Trade centres abroad ( that can offer market research information,
trade fair support etc)
x
Market intelligence services
Other: please specify
Indirect actions:
proactive
measures to
stimulate SME
internationalisat
ion
Venture capital funds that finance innovative and high-growth
companies
Public funding schemes for start-ups x
Improvement of technological capabilities of export-oriented SMEs
Other : please specify
Project INTRA: Good Practice #2 � Consolidating internationalisation in SMEs | 11 / 14
10. Source of funding (multiple response)
x regional funds
national funds
EU funds � H2020
EU funds � ERDF
x EU funds � other (please specify) European Social Fund
private funding (self-financed)
private (e.g. financed by business angels)
crowdsourcing
other (please specify)
11. Focus (choose the most relevant one)
x focused on the SME Internationalisation
focused on SME support sector
focused on sector specific SME Internationalisation
focused on other sector (please specify)
12. Is the practice linked to a specific policy? Please add a short description of the policy and
its link to the strategy/programme here.
The Consolidation Plan comes directly from the Regional Government of Extremadura policy for the
stimulation of the export activity in the region, as included in the Extremadura general budget year
after year.
13. If this practice is not focused on the SME Internationalisation, why do you think it is
applicable in this field?
It is a practice directly related to the SME Internationalisation.
Project INTRA: Good Practice #2 � Consolidating internationalisation in SMEs | 12 / 14
14. Geographical focus (choose one answer)
local
x regional
national
European
international
15. Actors involved in the practice (multiple response)
x regional government
national government
x development agency
university or research institution
x SME, enterprises
x association of enterprises/professionals
other (please specify)
16. Outputs: direct consequences of the practice. Depending on the practice goals, please
provide quantitative indicators that are available for your practice. Some examples are
listed below:
QUANTITATIVE
INDICATOR
TIMEFRAME (during which
time?)
INFO SOURCE (if
available)
No. SMEs participating in the
Consolidation Plan: 165
2002-2016 Internal registers, project
reports
17. Please state if this practice is transferable in terms of:
x organisational model / implementation process
x specific tools (e.g. training, financial support, �.)
policy making process
definition of financial feasibility
methodology for the assessment of the problem to be address
methodology for the involvement of the targeted stakeholders
Project INTRA: Good Practice #2 � Consolidating internationalisation in SMEs | 13 / 14
risk management strategy involved
exit strategy involved
review and maintenance methodology
x metrics for the evaluation of the implementation process
marketing strategy
other (please specify)
18. List main success factors referred to the context where the practice took place
SUCCESS FACTOR DESCRIPTION IS THE SUCCESS FACTOR
RELEVANT FOR
TRANSFERABILITY IN A
DIFFERENT LOCAL CONTEXT?
Favourable laws for the creation and consolidation of SMEs in
the region, specially to internationalisation
Very relevant
Relevant
x Party relevant
Not relevant
Already existing body to support internationalisation and
recognized by the regional enterprises
Very relevant
x Relevant
Party relevant
Not relevant
Team of professionals with wide experience and close to the
regional SMEs as managers of the project
x Very relevant
Relevant
Party relevant
Not relevant
Project INTRA: Good Practice #2 � Consolidating internationalisation in SMEs | 14 / 14
19. Further materials and reference available (paper, PPT, information sheet, leaflet, video,
press releases, articles, blogs, photos,...). Please list and enclose
Consolidation Plan 2015 � Final Report
Extremadura Avante website: www.extremaduraavante.es
20. REFERENCES:
Contact Details: contact person of the practice (name, e-mail, �)
Cristina Yárritu: [email protected]
Tel.: +34 924 319 159
Rocío Esteban: [email protected]
Tel.: +34 924 005 633
Contact Details: person compiling this form (name, e-mail, �)
Cristina Fernández Gallardo: [email protected]
Tel.: +34 924 319 159
OTHER RELEVANT INFO
The firm commitment of the Regional Government of Extremadura to the support tools for the
regional SMEs internationalisation is a fact for more than 20 years, when this type of support
programs started in Extremadura. Their continuation is due in great measure to the level of
satisfaction shown by the companies participating in these programs, as well as to the need to bring
companies in our region to our European partners� professionalization standards in their foreign
trade departments.
Project INTRA: Good Practice #2 � Consolidating internationalisation in SMEs | 2 / 11
1. Name of the organisation owner of in charge of the practice
EXTREMADURA AVANTE
2. Region/country where the practice takes place
Extremadura (Spain)
3. Title of the case/practice
Order 31/2014: aids addressed to the internationalisation of the Extremadura economic activity.
4. Website (If available)
http://www.extremaduraavante.es/index.php/internacionalizacion/servicios-de-
internacionalizacion/planes-de-ayuda-al-comercio-exterior/plan-de-consolidacion
5. Description of the case/practice (around 2000-2500 characters)
The Consolidation Plan in International Markets (from this point forward �Consolidation Plan�)
in combination with the aid line for hiring foreign trade technicians within the Order 31/2014,
from 11th March, (from this point forward �the Order�), form a comprehensive tool to support the
Extremadura�s SMEs that have the objective to consolidate their internationalisation strategy and
strengthen the export department.
In order to understand the good practice it is necessary to describe the Consolidation Plan and
the Order in an independent way.
Complementing the Consolidation Plan, enterprises can apply to the Order 31/2014, an aid to
grant the recruitment of foreign trade technicians for a period of 3 years minimum, taking into
account the following specific conditions:
a) The recruitment will respond to clearly defined objectives and to an
internationalisation plan to be developed by the company.
Project INTRA: Good Practice #2 � Consolidating internationalisation in SMEs | 3 / 11
b) The technician must have higher education (bachelor�s degree) or higher
vocational qualification in foreign trade and/or a minimum experience in that field
of 6 months. He must also prove a foreign language, because it�s his mother
tongue or by being accredited with a B2 CEFR (Common European Framework
of Reference for Languages) certificate, or equivalent.
c) It will be an employment contract, full-time, for a minimum period of 3 years. In
case the contract is rescinded, the beneficiary can still receive the aid to recruit
another technician in replacement of the other. In that case, the beneficiary must
fill the vacancy within 3 months since the date the first contract is cancelled.
This aid is a 30.000 euro direct grant to be paid in three years (15.000, 10.000 and 5.000
respectively) for the first, second and third year contract. This aid is only one once per
beneficiary.
5.1. Duration (start-end)
The Order starts with the publication of the call and usually ends a year after or when the
assigned credit finishes.
5.2. Goals
Order: a total of 27 enterprises have been beneficiaries (16 in 2015 call and 11 in 2016 call)
since 2014.
5.3. Partners involved
Project INTRA: Good Practice #2 � Consolidating internationalisation in SMEs | 4 / 11
Junta de Extremadura (Regional Government of Extremadura)
Extremadura Avante Servicios Avanzados a Pymes, S.L.U.
5.4. Total cost of the practice
The Order, in the line for foreign trade technicians� recruitment counts, with 30.000 euro for
the last trimester of the running year (2016), 240.000 euro for 2017, 160.000 for 2018 and
80.000 for 2019.
6. Why do you think this could be a good practice?
The aid line to grant the recruitment of foreign trade technicians of the Order is a boost to
develop the international activity of the SMEs, not only at an economic level, but also in the
support to the international strategy through the monitoring and protection given by the
Extremadura Avante technicians and the foreign trade consultants working within the
programme.
Project INTRA: Good Practice #2 � Consolidating internationalisation in SMEs | 5 / 11
7. Type of practice (multiple response)
POLICY/REGULATION
x policy + successful implementation
observatory/benchmarking/monitoring the SME Internationalisation activities
dissemination (please specify)
event/festival
FUNDING
funding measure
x financial measure (e.g. tax relief, grant for exports, etc)
investment attraction measure
KNOWLEDGE & INNOVATION
x entrepreneur training, coaching, mentoring, consultancy
access to knowledge
technology transfer
open innovation
cross-sectoral networking
MARKET
x internationalisation (e.g. creation of international partnerships, access to foreign markets, �)
cluster development
incubator/ promotion of start-up
networking, matchmaking, �
OTHER (please specify)
8. How does the practice support and help enhance the SME Internationalisation?
Through the Order, the SME receives training, technical support, commercialization tools and
staff to develop its international activity. This allows the enterprise to have a more profitable
internationalisation process. Without this support, many companies would not have the capacity
to give these first steps in the foreign markets and therefore could desist in developing an
international strategy.
Project INTRA: Good Practice #2 � Consolidating internationalisation in SMEs | 6 / 11
9. Which problems/challenges/needs is the practice addressing? Please tick the appropriate
objectives (multiple response)1
Challenges OBJECTIVES Tick where
appropriate
Human
Resources /
Managerial
Capacity
Export coaching course x
Incentives to foster internationalisation activity x
Exports forums
Improving interregional technology transfer bodies and
mechanisms
Trade visits
Internationalisation/Export Academies
Other: please specify
SME
Internationalisat
ion support
infrastructure
and services
Developing technology incubators
Developing technology parks
Market research support x
Export/Internationalisation observatory facilities
IPR support/ Institutional protection of intellectual property
Account management support
Developing technology centres/competence centres/applied
research centres as a key tool for competitive improvement in
businesses
Diversifying and specializing technology centres and services
High level consultancy support ( eg advisors who help innovative
SMEs to boost R&D output and identify adaptations that might
make a product suitable for new overseas markets)
x
Other : please specify
1 Based on OECD report on � Top Barriers and Drivers to SME Internationalisation�
Project INTRA: Good Practice #2 � Consolidating internationalisation in SMEs | 7 / 11
Financing
Insurance solutions & risk management (e.g. covering of exporters
and foreign buyers of exports against commercial and political
risks of non-payment)
Financing short-term exports
Pre-Shipment financing
Post-Shipment financing
Loans
Credit guarantee scheme
Funding/grants for recruitment of advisors, researchers,
accountants
Funding to attend international trade events and exhibitions x
Grants to support any stage of the internationalisation activity x
Other: please specify
Information
provision and
networking
Improving interregional technology transfer bodies and
mechanisms
Creation of thematic critical masses and cluster development
Establishing interregional innovative business clusters and mega-
clusters
Fostering the transferability of innovative technologies overseas
Export promotional activities/marketing x
Regularly updated analysis reports on foreign markets
Trade missions x
Partner search & alliances
One stop customer centre to assist SME exporters with foreign
market information and contacts
Trade centres abroad ( that can offer market research information,
trade fair support etc)
x
Market intelligence services
Other: please specify
Indirect actions:
proactive
measures to
stimulate SME
internationalisat
ion
Venture capital funds that finance innovative and high-growth
companies
Public funding schemes for start-ups x
Improvement of technological capabilities of export-oriented SMEs
Other : please specify
Project INTRA: Good Practice #2 � Consolidating internationalisation in SMEs | 8 / 11
10. Source of funding (multiple response)
x regional funds
national funds
EU funds � H2020
EU funds � ERDF
x EU funds � other (please specify) European Social Fund
private funding (self-financed)
private (e.g. financed by business angels)
crowdsourcing
other (please specify)
11. Focus (choose the most relevant one)
x focused on the SME Internationalisation
focused on SME support sector
focused on sector specific SME Internationalisation
focused on other sector (please specify)
12. Is the practice linked to a specific policy? Please add a short description of the policy and
its link to the strategy/programme here.
The support lines of the Order come directly from the Regional Government of Extremadura policy
for the stimulation of the export activity in the region, as included in the Extremadura general budget
year after year.
13. If this practice is not focused on the SME Internationalisation, why do you think it is
applicable in this field?
It is a practice directly related to the SME Internationalisation.
Project INTRA: Good Practice #2 � Consolidating internationalisation in SMEs | 9 / 11
14. Geographical focus (choose one answer)
local
x regional
national
European
international
15. Actors involved in the practice (multiple response)
x regional government
national government
x development agency
university or research institution
x SME, enterprises
x association of enterprises/professionals
other (please specify)
16. Outputs: direct consequences of the practice. Depending on the practice goals, please
provide quantitative indicators that are available for your practice. Some examples are
listed below:
QUANTITATIVE
INDICATOR
TIMEFRAME (during which
time?)
INFO SOURCE (if
available)
No. Foreign trade
technicians recruited: 27
2014-2016 Internal registers, project
reports
17. Please state if this practice is transferable in terms of:
x organisational model / implementation process
x specific tools (e.g. training, financial support, �.)
policy making process
definition of financial feasibility
methodology for the assessment of the problem to be address
methodology for the involvement of the targeted stakeholders
Project INTRA: Good Practice #2 � Consolidating internationalisation in SMEs | 10 / 11
risk management strategy involved
exit strategy involved
review and maintenance methodology
x metrics for the evaluation of the implementation process
marketing strategy
other (please specify)
18. List main success factors referred to the context where the practice took place
SUCCESS FACTOR DESCRIPTION IS THE SUCCESS FACTOR
RELEVANT FOR
TRANSFERABILITY IN A
DIFFERENT LOCAL CONTEXT?
Favourable laws for the creation and consolidation of SMEs in
the region, specially to internationalisation
Very relevant
Relevant
x Party relevant
Not relevant
Already existing body to support internationalisation and
recognized by the regional enterprises
Very relevant
x Relevant
Party relevant
Not relevant
Team of professionals with wide experience and close to the
regional SMEs as managers of the project
x Very relevant
Relevant
Party relevant
Not relevant
Project INTRA: Good Practice #2 � Consolidating internationalisation in SMEs | 11 / 11
19. Further materials and reference available (paper, PPT, information sheet, leaflet, video,
press releases, articles, blogs, photos,...). Please list and enclose
Consolidation Plan 2015 � Final Report
Extremadura Avante website: www.extremaduraavante.es
20. REFERENCES:
Contact Details: contact person of the practice (name, e-mail, �)
Cristina Yárritu: [email protected]
Tel.: +34 924 319 159
Rocío Esteban: [email protected]
Tel.: +34 924 005 633
Contact Details: person compiling this form (name, e-mail, �)
Cristina Fernández Gallardo: [email protected]
Tel.: +34 924 319 159
OTHER RELEVANT INFO
The firm commitment of the Regional Government of Extremadura to the support tools for the
regional SMEs internationalisation is a fact for more than 20 years, when this type of support
programs started in Extremadura. Their continuation is due in great measure to the level of
satisfaction shown by the companies participating in these programs, as well as to the need to bring
companies in our region to our European partners� professionalization standards in their foreign
trade departments.
Project INTRA: Good Practice #3 � Promotional brands | 2 / 11
1. Name of the organisation owner of in charge of the practice
EXTREMADURA AVANTE
2. Region/country where the practice takes place
Extremadura (Spain)
3. Title of the case/practice
PROMOTIONAL BRANDS: �Alimentos de Extremadura� (Foods from Extremadura).
4. Website (If available)
www.alimentosextremadura.com
5. Description of the case/practice (around 2000-2500 characters)
�Alimentos de Extremadura�, what is it?
· It is a seal of identity for the agricultural products of the companies of Extremadura.
· It is a common element for the promotion of the agricultural products of Extremadura.
· It is a marketing brand created by the Junta (Regional Government) of Extremadura so that
consumers can identify its products.
Identity
Extremadura is renowned today for its environment, characterized by its water reserves and natural
diversity, making it a unique region in Europe. The above, together with the avant-garde nature and the
technology of its companies, committed to food safety, gives rise to safe, healthy and wholesome
products, recognized by their �Alimentos de Extremadura� seal of identity.
Value
�Alimentos de Extremadura� contains a comprehensive, rich and varied range of food products and drinks
from our region. �Alimentos de Extremadura� enhances the value of regional agricultural products,
promotes awareness and perception of them among consumers and increases their reputation.
Objectives
· To dynamise the marketing of the agricultural products of Extremadura.
Project INTRA: Good Practice #3 � Promotional brands | 3 / 11
· To perform promotional activities at points of sale.
· To carry out joint advertising campaigns in some of the media.
· To perform sponsorship of acts and events.
· Collaboration with other institutions.
Benefits
A NEW SEAL is not a substitute for anything; it is complementary to the company brand, by means of
which it can make itself different and also link itself to the Generic Communication Plan of the �Alimentos
de Extremadura� brand.
The opportunity to promote the sector in a joint and coordinated manner, pooling efforts so that broader
horizons can be undertaken at a promotional and advertising level, in which the main sales argument to be
emphasized will be the Extremadura origin.
5.1. Duration (start-end)
The program has an annual duration. It starts at the beginning of the year and ends on December 31.
5.2. Goals
1. Support the commercialization of agricultural products from Extremadura.
2. Carry out promotional activities at points of sale.
3. Carry out joint advertising campaigns in different media.
4. Promote the differentiation of branded products by participating in national and
international fairs.
5. Provide a brand prestige that they can display at their point of sale, in addition to an
effective claim to attract the consumer.
6. To promote an effective territorial identification that guarantees its elaboration in
Extremadura and that is endorsed by the regional government.
Project INTRA: Good Practice #3 � Promotional brands | 4 / 11
5.3. Partners involved
There are currently 306 companies under the �Alimentos de Extremadura� brand, belonging
to the following sectors: Rice; Paprika and spices; Ham and sausages; Fruits and vegetables;
Oils and vinegars; Cheese and cakes; Wines; Honey and jams; Drinks; Canned and pickles;
Bakery and confectionery; Fresh meat; Nougat; chocolates; nuts; Confectionery; and Other
products.
5.4. Total cost of the practice
6. Why do you think this could be a good practice?
The promotional brand �Alimentos de Extremadura� supposes for companies Extremadura a
stamp of identity for any product that has been produced, processed and packaged in
Extremadura. As it is a common element of promotion, it aims to value regional food production
and promote its knowledge among consumers, thus increasing their perception and increasing
their consideration, with the ultimate goal of promoting consumption.
7. Type of practice (multiple response)
POLICY/REGULATION
X policy + successful implementation
X observatory/benchmarking/monitoring the SME Internationalisation activities
dissemination (please specify)
event/festival
FUNDING
funding measure
financial measure (e.g. tax relief, grant for exports, etc)
X investment attraction measure
Project INTRA: Good Practice #3 � Promotional brands | 5 / 11
KNOWLEDGE & INNOVATION
entrepreneur training, coaching, mentoring, consultancy
access to knowledge
technology transfer
open innovation
cross-sectoral networking
MARKET
X internationalisation (e.g. creation of international partnerships, access to foreign markets, �)
cluster development
incubator/ promotion of start-up
X networking, matchmaking, �
OTHER (please specify)
8. How does the practice support and help enhance the SME Internationalisation?
The brand �Alimentos de Extremadura� offers Extremadura producers a series of advantages,
enhancing and improving the brand image through a complementary seal that allows a clear
differentiation, in addition to linking to the generic communication plan of the brand.
From the point of view of distribution, the brand �Alimentos de Extremadura� offers a
consolidated brand prestige that can be displayed at the point of sale, in addition to an effective
claim to attract the international consumer.
Another way to improve the internationalisation of SMEs is through actions of joint and
coordinated promotion in international sales points, concentrating efforts towards broader
horizons at the advertising and promotional level.
Project INTRA: Good Practice #3 � Promotional brands | 6 / 11
9. Which problems/challenges/needs is the practice addressing? Please tick the appropriate
objectives (multiple response)1
Challenges OBJECTIVES Tick where
appropriate
Human
Resources /
Managerial
Capacity
Export coaching course
Incentives to foster internationalisation activity X
Exports forums X
Improving interregional technology transfer bodies and
mechanisms
Trade visits X
Internationalisation/Export Academies X
Other: please specify
SME
Internationalisat
ion support
infrastructure
and services
Developing technology incubators
Developing technology parks
Market research support
Export/Internationalisation observatory facilities X
IPR support/ Institutional protection of intellectual property
Account management support
Developing technology centres/competence centres/applied
research centres as a key tool for competitive improvement in
businesses
Diversifying and specializing technology centres and services
High level consultancy support ( eg advisors who help innovative
SMEs to boost R&D output and identify adaptations that might
make a product suitable for new overseas markets)
Other : please specify
Financing
Insurance solutions & risk management (e.g. covering of exporters
and foreign buyers of exports against commercial and political
risks of non-payment)
Financing short-term exports
Pre-Shipment financing
Post-Shipment financing
Loans
Credit guarantee scheme
1 Based on OECD report on � Top Barriers and Drivers to SME Internationalisation�
Project INTRA: Good Practice #3 � Promotional brands | 7 / 11
Funding/grants for recruitment of advisors, researchers,
accountants
Funding to attend international trade events and exhibitions
Grants to support any stage of the internationalisation activity
Other: please specify
Information
provision and
networking
Improving interregional technology transfer bodies and
mechanisms
Creation of thematic critical masses and cluster development
Establishing interregional innovative business clusters and mega-
clusters
Fostering the transferability of innovative technologies overseas
Export promotional activities/marketing X
Regularly updated analysis reports on foreign markets
Trade missions X
Partner search & alliances
One stop customer centre to assist SME exporters with foreign
market information and contacts
Trade centres abroad ( that can offer market research information,
trade fair support etc)
Market intelligence services
Other: please specify
Indirect actions:
proactive
measures to
stimulate SME
internationalisat
ion
Venture capital funds that finance innovative and high-growth
companies
Public funding schemes for start-ups
Improvement of technological capabilities of export-oriented SMEs
Other : please specify
10. Source of funding (multiple response)
X regional funds
national funds
EU funds � H2020
X EU funds � ERDF
EU funds � other (please specify)
Project INTRA: Good Practice #3 � Promotional brands | 8 / 11
private funding (self-financed)
private (e.g. financed by business angels)
crowdsourcing
other (please specify)
11. Focus (choose the most relevant one)
focused on the SME Internationalisation
X focused on SME support sector
focused on sector specific SME Internationalisation
focused on other sector (please specify)
12. Is the practice linked to a specific policy? Please add a short description of the policy and
its link to the strategy/programme here.
This good practice responds to the needs derived from the ERDF Operational Program of
Extremadura 2014-2020 and is included under the Priority Axis 3 �Enhancing the competitiveness of
SMEs�, Investment Priority 3 (d) �Supporting the capacity of small and medium sized enterprises to
grow in regional, national and international markets and to engage in innovation processes�.
13. If this practice is not focused on the SME Internationalisation, why do you think it is
applicable in this field?
14. Geographical focus (choose one answer)
local
regional
national
European
X international
Project INTRA: Good Practice #3 � Promotional brands | 9 / 11
15. Actors involved in the practice (multiple response)
X regional government
X national government
development agency
university or research institution
X SME, enterprises
association of enterprises/professionals
other (please specify)
16. Outputs: direct consequences of the practice. Depending on the practice goals, please
provide quantitative indicators that are available for your practice. Some examples are
listed below:
QUANTITATIVE INDICATOR TIMEFRAME (during which
time?)
INFO SOURCE (if
available)
Number of companies benefiting
from the brand: 306
Internal records. Project
Reports.
17. Please state if this practice is transferable in terms of:
organisational model / implementation process
specific tools (e.g. training, financial support, �.)
policy making process
definition of financial feasibility
methodology for the assessment of the problem to be address
methodology for the involvement of the targeted stakeholders
risk management strategy involved
exit strategy involved
review and maintenance methodology
metrics for the evaluation of the implementation process
X marketing strategy
other (please specify)
Project INTRA: Good Practice #3 � Promotional brands | 10 / 11
18. List main success factors referred to the context where the practice took place
SUCCESS FACTOR DESCRIPTION IS THE SUCCESS FACTOR
RELEVANT FOR
TRANSFERABILITY IN A
DIFFERENT LOCAL CONTEXT?
Favourable socioeconomic context for the creation and
promotion of the promotional brand �Alimentos de
Extremadura�.
X Very relevant
Relevant
Party relevant
Not relevant
Consolidated and prestigious identity seal for food products of
Extremadura companies.
X Very relevant
Relevant
Party relevant
Not relevant
Common promotion tool and brand image recognisable and
prestigious among consumers.
X Very relevant
Relevant
Party relevant
Not relevant
Human Resources with knowledge and experience in the
professional field required.
Very relevant
X Relevant
Party relevant
Not relevant
19. Further materials and reference available (paper, PPT, information sheet, leaflet, video,
press releases, articles, blogs, photos,...). Please list and enclose
Project INTRA: Good Practice #3 � Promotional brands | 11 / 11
20. REFERENCES:
Contact Details: contact person of the practice (name, e-mail, �)
Nieves Franco
Contact Details: person compiling this form (name, e-mail, �)
Manuel Gallardo
OTHER RELEVANT INFO
Project INTRA: Good Practice #4 � Export Consortiums | 2 / 11
1. Name of the organisation owner of in charge of the practice
EXTREMADURA AVANTE
2. Region/country where the practice takes place
Extremadura (Spain)
3. Title of the case/practice
EXPORT CONSORTIUMS
4. Website (If available)
www.extremaduraavante.es
5. Description of the case/practice (around 2000-2500 characters)
The Export Consortiums Program has been created by the Extremadura Regional Government
through Extremadura Avante and it is a tool to encourage the dimensioning and training of SMEs
in complementary and / or related sectors with a common objective in Internationalisation. In
order to achieve the objectives established by the program, a series of possible actions are
handled, such as commercial trips, promotional material, specific promotion actions, etc.
All the actions carried out will be directly related to the internationalisation of the consortium and
the necessary tools for it. The export consortia involve the creation of a business group, which
will be responsible for the design of strategies and management of actions to achieve a general
objective. This objective will be the improvement of the presence abroad of all its members.
For the consortium to be formed it is necessary to have at least three companies with a
registered office in Extremadura and with their activity focused on manufacturing or processing,
as well as companies whose final product is a service, interested all of them in introducing and
consolidating their products or services In the international market.
Project INTRA: Good Practice #4 � Export Consortiums | 3 / 11
Companies wanted to be part of the consortium must be motivated on the international trade and
have an interest in tackling new markets jointly with related companies.
The 2016 Export Consortium Program differentiates between:
· Initiation Consortiums - Consortiums whose member companies have not yet
developed promotion and internationalisation actions jointly.
· Consortiums in Development - Consortiums between one and three years old since
their establishment and that have developed demonstrable promotional and marketing
actions.
· Consolidated Consortiums - Consortiums with more than three years of seniority that
have developed demonstrable promotional and marketing actions.
5.1. Duration (start-end)
The program begins in the first quarter of the year, since the incorporation of the company to
the program, and closes on December 31st of the current year.
5.2. Goals
The main objective of the program is to allow Extremadura companies to join forces in order
to approach external markets accompanied by partners who support them and minimize costs
and possible risks. This objective is shared both by companies that have international
trajectory and by those companies that are initiating their internationalisation processes.
5.3. Partners involved
Extremadura Regional Government
Extremadura Avante Advanced Services to SMEs, S.L.U.
Project INTRA: Good Practice #4 � Export Consortiums | 4 / 11
5.4. Total cost of the practice
Up to 58.000 �
6. Why do you think this could be a good practice?
It is a tool that allows Extremadura companies (SMEs in the majority) to make the leap to
external markets together with partners who support them and in this way minimize costs and
risks. It should be noted that some of these companies would not be able to tackle this type of
actions on their own, so the potential barriers of the international market are easier to save.
7. Type of practice (multiple response)
POLICY/REGULATION
policy + successful implementation
X observatory/benchmarking/monitoring the SME Internationalisation activities
dissemination (please specify)
event/festival
FUNDING
funding measure
financial measure (e.g. tax relief, grant for exports, etc)
investment attraction measure
KNOWLEDGE & INNOVATION
entrepreneur training, coaching, mentoring, consultancy
access to knowledge
technology transfer
open innovation
X cross-sectoral networking
MARKET
X internationalisation (e.g. creation of international partnerships, access to foreign markets, �)
cluster development
incubator/ promotion of start-up
X networking, matchmaking, �
Project INTRA: Good Practice #4 � Export Consortiums | 5 / 11
OTHER (please specify)
8. How does the practice support and help enhance the SME Internationalisation?
From the moment companies approach the foreign market together, they begin to minimize
costs and potential risks. The participating companies receive technical support, training support
and support in external promotion actions.
Three categories are established according to the degree of development of the consortium, with
different economic support for each of them.
Initiation Consortiums: Group of companies that have not developed activities jointly. Economic
support up to � 8000.
Consortiums in Development: Groups between 1 and 3 years old that have developed activities
jointly. Economic support up to 5000 �.
Consolidated Consortiums: Groups with more than 3 years of seniority that have developed
activities jointly. Economic support up to 3000 �.
9. Which problems/challenges/needs is the practice addressing? Please tick the appropriate
objectives (multiple response)1
Challenges OBJECTIVES Tick where
appropriate
Human
Resources /
Managerial
Capacity
Export coaching course X
Incentives to foster internationalisation activity
Exports forums X
Improving interregional technology transfer bodies and
mechanisms
Trade visits X
Internationalisation/Export Academies
Other: please specify
SME Developing technology incubators
1 Based on OECD report on � Top Barriers and Drivers to SME Internationalisation�
Project INTRA: Good Practice #4 � Export Consortiums | 6 / 11
Internationalisat
ion support
infrastructure
and services
Developing technology parks
Market research support X
Export/Internationalisation observatory facilities
IPR support/ Institutional protection of intellectual property
Account management support
Developing technology centres/competence centres/applied
research centres as a key tool for competitive improvement in
businesses
Diversifying and specializing technology centres and services
High level consultancy support ( eg advisors who help innovative
SMEs to boost R&D output and identify adaptations that might
make a product suitable for new overseas markets)
Other : please specify
Financing
Insurance solutions & risk management (e.g. covering of exporters
and foreign buyers of exports against commercial and political
risks of non-payment)
Financing short-term exports
Pre-Shipment financing
Post-Shipment financing
Loans
Credit guarantee scheme
Funding/grants for recruitment of advisors, researchers,
accountants
Funding to attend international trade events and exhibitions X
Grants to support any stage of the internationalisation activity X
Other: please specify
Information
provision and
networking
Improving interregional technology transfer bodies and
mechanisms
Creation of thematic critical masses and cluster development
Establishing interregional innovative business clusters and mega-
clusters
Fostering the transferability of innovative technologies overseas
Export promotional activities/marketing X
Regularly updated analysis reports on foreign markets
Trade missions X
Project INTRA: Good Practice #4 � Export Consortiums | 7 / 11
Partner search & alliances
One stop customer centre to assist SME exporters with foreign
market information and contacts
Trade centres abroad ( that can offer market research information,
trade fair support etc)
X
Market intelligence services
Other: please specify
Indirect actions:
proactive
measures to
stimulate SME
internationalisat
ion
Venture capital funds that finance innovative and high-growth
companies
Public funding schemes for start-ups
Improvement of technological capabilities of export-oriented SMEs
Other : please specify
10. Source of funding (multiple response)
X regional funds
national funds
EU funds � H2020
X EU funds � ERDF
EU funds � other (please specify)
private funding (self-financed)
private (e.g. financed by business angels)
crowdsourcing
other (please specify)
11. Focus (choose the most relevant one)
X focused on the SME Internationalisation
focused on SME support sector
focused on sector specific SME Internationalisation
focused on other sector (please specify)
Project INTRA: Good Practice #4 � Export Consortiums | 8 / 11
12. Is the practice linked to a specific policy? Please add a short description of the policy and
its link to the strategy/programme here.
This good practice responds to the needs derived from the ERDF Operational Program of
Extremadura 2014-2020 and is included under the Priority Axis 3 �Enhancing the competitiveness of
SMEs�, Investment Priority 3 (d) �Supporting the capacity of small and medium sized enterprises to
grow in regional, national and international markets and to engage in innovation processes�.
13. If this practice is not focused on the SME Internationalisation, why do you think it is
applicable in this field?
14. Geographical focus (choose one answer)
local
regional
national
European
X international
15. Actors involved in the practice (multiple response)
X regional government
national government
development agency
university or research institution
X SME, enterprises
association of enterprises/professionals
other (please specify)
Project INTRA: Good Practice #4 � Export Consortiums | 9 / 11
16. Outputs: direct consequences of the practice. Depending on the practice goals, please
provide quantitative indicators that are available for your practice. Some examples are
listed below:
QUANTITATIVE
INDICATOR
TIMEFRAME (during which
time?)
INFO SOURCE (if
available)
Nº of companies
participating: 31
(13 in Initiation Consortiums,
12 in Consortiums in
Development, and 6 in
Consolidated Consortiums)
2016 Internal records. Project
Reports.
17. Please state if this practice is transferable in terms of:
organisational model / implementation process
X specific tools (e.g. training, financial support, �.)
policy making process
definition of financial feasibility
methodology for the assessment of the problem to be address
methodology for the involvement of the targeted stakeholders
risk management strategy involved
exit strategy involved
review and maintenance methodology
metrics for the evaluation of the implementation process
X marketing strategy
other (please specify)
Project INTRA: Good Practice #4 � Export Consortiums | 10 / 11
18. List main success factors referred to the context where the practice took place
SUCCESS FACTOR DESCRIPTION IS THE SUCCESS FACTOR
RELEVANT FOR
TRANSFERABILITY IN A
DIFFERENT LOCAL CONTEXT?
Favourable socioeconomic context that allows Extremadura
companies access to the foreign market.
X Very relevant
Relevant
Party relevant
Not relevant
Support tool for access to the foreign market that responds to
the needs of the regional business fabric taking into account
their characteristics.
X Very relevant
Relevant
Party relevant
Not relevant
Human Resources with knowledge and experience in the
professional field required.
Very relevant
X Relevant
Party relevant
Not relevant
19. Further materials and reference available (paper, PPT, information sheet, leaflet, video,
press releases, articles, blogs, photos,...). Please list and enclose
EXTREMADURA AVANTE webpage: www.extremaduraavante.es
20. REFERENCES:
Contact Details: contact person of the practice (name, e-mail, �)
Granada Rodríguez
Project INTRA: Good Practice #4 � Export Consortiums | 11 / 11
Contact Details: person compiling this form (name, e-mail, �)
Manuel Gallardo
OTHER RELEVANT INFO
Project INTRA: Good Practice #5 � International Public Tender Program | 2 / 10
1. Name of the organisation owner of in charge of the practice
EXTREMADURA AVANTE
2. Region/country where the practice takes place
Extremadura (Spain)
3. Title of the case/practice
International Public Tender Programme
4. Website (If available)
www.extremaduraavante.es
5. Description of the case/practice (around 2000-2500 characters)
The International Public Tender Programme 2016, created by the Regional Government of
Extremadura through Extremadura Avante, is a tool to support those regional enterprises that
consider the international public tender markets as an axe in its global internationalisation
strategy.
The International Public Contracting comprises all works and services done or goods provided
by the multilateral bodies or institutions working in cooperation or international aid, and that are
executed by the public institutions or governments of the destination country.
The International Public Tender Programme is directed to facilitate the access and participation
of the regional enterprises in international tenders published by multilateral public bodies and, in
some cases, by national governments.
Moreover, it is expected to promote the location and collaboration with potential partners and/or
strategic experts, with the aim to increase the internationalisation grade and the international
presence of the regional enterprises participating in the programme. The conditions for the
Project INTRA: Good Practice #5 � International Public Tender Program | 3 / 10
participating enterprises are: to have their activity in the Extremadura region and to be
producers/providers of the goods/services addressed to the international markets.
5.1. Duration (start-end)
The programme starts during the first trimester of the year, with the incorporation of the
Enterprise to the programme, and closes on the 31st December of the running year.
5.2. Goals
- To intensify and optimize the participation of enterprises from Extremadura in international tenders, by direct tendering of by providing products or services and, therefore, establishing business alliances.
- To significantly improve the access possibilities to international public and private tenders, in addition to expenses reduction and diversification of the risks involved in the introduction in high competitive abroad markets.
- To give support in methodology and procedures on tenders to the enterprises.
- To help the enterprises from Extremadura to increase the success rate in the awarding of public and private contracts.
5.3. Partners involved
Extremadura Regional Government
Extremadura Avante Advanced Services to SMEs, S.L.U.
5.4. Total cost of the practice
20.000�
Project INTRA: Good Practice #5 � International Public Tender Program | 4 / 10
6. Why do you think this could be a good practice?
This programme is a very useful tool for the regional enterprises, SMEs most of them, that not
always have the necessary knowledge or human resources to make the leap to the international
market. The technicians of the International Area in Extremadura Avante SAP are in charge of
the monitoring and personalized advice to each of the participating enterprises. The programme
also includes an information tool to search those tenders in the centre of interest of each
enterprise. The programme tries to achieve an appropriate qualification in the field of
international public tender, through different work groups by activity sector. These working
groups will analyze the more suitable methodology to successfully apply to multilateral tenders.
7. Type of practice (multiple response)
POLICY/REGULATION
policy + successful implementation
X observatory/benchmarking/monitoring the SME Internationalisation activities
X dissemination (please specify) In case of success in international tender projects, the
dissemination at regional level will produce a positive �infection effect� in the rest of the business
fabric.
event/festival
FUNDING
X funding measure
financial measure (e.g. tax relief, grant for exports, etc)
X investment attraction measure
KNOWLEDGE & INNOVATION
X entrepreneur training, coaching, mentoring, consultancy
X access to knowledge
technology transfer
open innovation
X cross-sectorial networking
MARKET
X internationalisation (e.g. creation of international partnerships, access to foreign markets, �)
cluster development
incubator/ promotion of start-up
X networking, matchmaking, �
Project INTRA: Good Practice #5 � International Public Tender Program | 5 / 10
OTHER (please specify)
8. How does the practice support and help enhance the SME Internationalisation?
Besides the personalized advice to each of the participating enterprises, this good practice will help to improve the SMEs internationalisation through the support of certain activities and/or expenses, pending the satisfaction of certain conditions related to works developed by the beneficiary in participating in international public tenders. Some of the possible activities are:
Access to International Public Tenders, among others, personalized advice in preparation of tender procedures and legal advice.
Commercial travels related to a International Public Tender project.
Personalized visits to each of the participating enterprises to develop a correct monitoring of the programme.
On time information about conferences or events related to the programme and interesting for the participant enterprises.
Organization of training sessions related with the programme to allow the participant enterprises to improve their knowledge and qualification.
9. Which problems/challenges/needs is the practice addressing? Please tick the appropriate
objectives (multiple response)1
Challenges OBJECTIVES Tick where
appropriate
Human
Resources /
Managerial
Capacity
Export coaching course
Incentives to foster internationalisation activity X
Exports forums
Improving interregional technology transfer bodies and
mechanisms
Trade visits
1 Based on OECD report on � Top Barriers and Drivers to SME Internationalisation�
Project INTRA: Good Practice #5 � International Public Tender Program | 6 / 10
Internationalisation/Export Academies X
Other: please specify
SME
Internationalisat
ion support
infrastructure
and services
Developing technology incubators
Developing technology parks
Market research support X
Export/Internationalisation observatory facilities X
IPR support/ Institutional protection of intellectual property
Account management support
Developing technology centres/competence centres/applied
research centres as a key tool for competitive improvement in
businesses
Diversifying and specializing technology centres and services
High level consultancy support ( eg advisors who help innovative
SMEs to boost R&D output and identify adaptations that might
make a product suitable for new overseas markets)
X
Other : please specify
Financing
Insurance solutions & risk management (e.g. covering of exporters
and foreign buyers of exports against commercial and political
risks of non-payment)
Financing short-term exports
Pre-Shipment financing
Post-Shipment financing
Loans X
Credit guarantee scheme
Funding/grants for recruitment of advisors, researchers,
accountants X
Funding to attend international trade events and exhibitions X
Grants to support any stage of the internationalisation activity X
Other: please specify
Information
provision and
networking
Improving interregional technology transfer bodies and
mechanisms
Creation of thematic critical masses and cluster development
Establishing interregional innovative business clusters and mega-
clusters
Fostering the transferability of innovative technologies overseas
Export promotional activities/marketing X
Project INTRA: Good Practice #5 � International Public Tender Program | 7 / 10
Regularly updated analysis reports on foreign markets X
Trade missions
Partner search & alliances X
One stop customer centre to assist SME exporters with foreign
market information and contacts
Trade centres abroad ( that can offer market research information,
trade fair support etc)
Market intelligence services
Other: please specify
Indirect actions:
proactive
measures to
stimulate SME
internationalisat
ion
Venture capital funds that finance innovative and high-growth
companies
Public funding schemes for start-ups
Improvement of technological capabilities of export-oriented SMEs
Other : please specify
10. Source of funding (multiple response)
X regional funds
national funds
EU funds � H2020
X EU funds � ERDF
EU funds � other (please specify)
private funding (self-financed)
private (e.g. financed by business angels)
crowdsourcing
other (please specify)
11. Focus (choose the most relevant one)
X focused on the SME Internationalisation
focused on SME support sector
focused on sector specific SME Internationalisation
focused on other sector (please specify)
Project INTRA: Good Practice #5 � International Public Tender Program | 8 / 10
12. Is the practice linked to a specific policy? Please add a short description of the policy and
its link to the strategy/programme here.
This good practice responds to the needs derived from the ERDF Operational Program of
Extremadura 2014-2020 and is included under the Priority Axis 3 �Enhancing the competitiveness of
SMEs�, Investment Priority 3 (d) �Supporting the capacity of small and medium sized enterprises to
grow in regional, national and international markets and to engage in innovation processes�.
13. If this practice is not focused on the SME Internationalisation, why do you think it is
applicable in this field?
14. Geographical focus (choose one answer)
local
X regional
national
European
X international
15. Actors involved in the practice (multiple response)
X regional government
national government
development agency
university or research institution
X SME, enterprises
association of enterprises/professionals
other (please specify)
Project INTRA: Good Practice #5 � International Public Tender Program | 9 / 10
16. Outputs: direct consequences of the practice. Depending on the practice goals, please
provide quantitative indicators that are available for your practice. Some examples are
listed below:
QUANTITATIVE
INDICATOR
TIMEFRAME (during which
time?)
INFO SOURCE (if
available)
Participating enterprises: 10 2016 Internal register. Project
summaries.
17. Please state if this practice is transferable in terms of:
organisational model / implementation process
specific tools (e.g. training, financial support, �.)
policy making process
definition of financial feasibility
X methodology for the assessment of the problem to be address
X methodology for the involvement of the targeted stakeholders
risk management strategy involved
exit strategy involved
review and maintenance methodology
metrics for the evaluation of the implementation process
X marketing strategy
other (please specify)
18. List main success factors referred to the context where the practice took place
SUCCESS FACTOR DESCRIPTION IS THE SUCCESS FACTOR
RELEVANT FOR
TRANSFERABILITY IN A
DIFFERENT LOCAL CONTEXT?
Favourable socio-economic context for the participation of the
enterprises in the tender market.
X Very relevant
Relevant
Party relevant
Not relevant
Project INTRA: Good Practice #5 � International Public Tender Program | 10 / 10
Support institution in accessing to the multilateral market
recognized by the participating enterprises.
X Very relevant
Relevant
Party relevant
Not relevant
Human Resources with knowledge and experience in the
required professional area.
Very relevant
X Relevant
Party relevant
Not relevant
Party relevant
Not relevant
19. Further materials and reference available (paper, PPT, information sheet, leaflet, video,
press releases, articles, blogs, photos,...). Please list and enclose
Extremadura Avante website: www.extremaduraavante.es
20. REFERENCES:
Contact Details: contact person of the practice (name, e-mail, �)
Manuel Gallardo.
Contact Details: person compiling this form (name, e-mail, �)
Manuel Gallardo.
OTHER RELEVANT INFO
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 2 / 11
1. Name of the organisation owner of in charge of the practice
EXTREMADURA AVANTE
2. Region/country where the practice takes place
Extremadura (Spain)
3. Title of the case/practice
TRANSVERSAL SERVICES FOR INTERNATIONALISATION: Extremadura Exports.
4. Website (If available)
www.extremaduraavante.es
5. Description of the case/practice (around 2000-2500 characters)
These transversal services are intended to cater to the entire business network in Extremadura,
regardless of the internationalisation phase of the company (initiation or consolidation), and
covering all sectors. These services do not entail being integrated into any specific plan of
Extremadura Avante, and are open to any SME in Extremadura.
Extremadura Exports is a support program for Extremadura�s companies, that includes all
those training and awareness-raising actions related to the company's internationalisation
strategy. Under the umbrella of Extremadura exports seminars and training workshops on
international operations such as customs management, logistics, incoterms, and means of
collection and payment are organized, among others. There are also organized activities related
to languages, communication, or management of international sales platforms.
On the other hand, awareness-raising events are also launched with the aim of reaching the
whole of the region by bringing companies and all those interested in internationalisation to the
tools and supports available to them in order to Internationalize.
Under Extremadura Export an event of integration of all the agents related to foreign trade in
the region is also launched annually, in which the relationship between them is favored through
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 3 / 11
talks and presentations, B2B, and spaces for the exposition of services to internationalisation.
5.1. Duration (start-end)
These transversal services are continuous and available throughout the year. Calls are made
according to the different events that are being organized.
5.2. Goals
Train, raise awareness and provide knowledge and skills related to foreign trade operations.
Solve specific questions about foreign trade operations.
Facilitate tools for the internationalisation of Extremadura companies.
Generate marketing opportunities and increase exports.
Advice on foreign trade and Commercial advice.
Detect business opportunities.
Design and develop Business Meetings.
5.3. Partners involved
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 4 / 11
Junta de Extremadura (Regional Government)
Extremadura Avante Servicios Avanzados a Pymes, S.L.U.
Chamber of Commerce of Badajoz (Annual Schedule)
Chamber of Commerce of Cáceres (Annual Schedule)
5.4. Total cost of the practice
6. Why do you think this could be a good practice?
All transversal services mean for companies to feel accompanied and supported in any aspect
related to international trade, whether in the field of training, direct promotion of services and
products from Extremadura, commercial support and accompaniment at destination, with
interlocutors who know them and adapt their needs to particular markets.
7. Type of practice (multiple response)
POLICY/REGULATION
policy + successful implementation
X observatory/benchmarking/monitoring the SME Internationalisation activities
dissemination (please specify)
X event/festival
FUNDING
funding measure
X financial measure (e.g. tax relief, grant for exports, etc)
X investment attraction measure
KNOWLEDGE & INNOVATION
entrepreneur training, coaching, mentoring, consultancy
access to knowledge
technology transfer
open innovation
X cross-sectoral networking
MARKET
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 5 / 11
X internationalisation (e.g. creation of international partnerships, access to foreign markets, �)
cluster development
incubator/ promotion of start-up
X networking, matchmaking, �
OTHER (please specify)
8. How does the practice support and help enhance the SME Internationalisation?
These public tools to support the business community of Extremadura in its international
expansion and commercialization, supposes an improvement of the business competitiveness of
Extremadura, and an access to the markets in an effective way through the advice and the
economic support in each one of the services and programs of Extremadura Avante, according
to need and participation criteria.
9. Which problems/challenges/needs is the practice addressing? Please tick the appropriate
objectives (multiple response)1
Challenges OBJECTIVES Tick where
appropriate
Human
Resources /
Managerial
Capacity
Export coaching course X
Incentives to foster internationalisation activity X
Exports forums X
Improving interregional technology transfer bodies and
mechanisms
Trade visits X
Internationalisation/Export Academies X
Other: please specify
SME
Internationalisat
ion support
Developing technology incubators
Developing technology parks
Market research support X
1 Based on OECD report on � Top Barriers and Drivers to SME Internationalisation�
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 6 / 11
infrastructure
and services Export/Internationalisation observatory facilities X
IPR support/ Institutional protection of intellectual property
Account management support
Developing technology centres/competence centres/applied
research centres as a key tool for competitive improvement in
businesses
Diversifying and specializing technology centres and services
High level consultancy support ( eg advisors who help innovative
SMEs to boost R&D output and identify adaptations that might
make a product suitable for new overseas markets)
X
Other : please specify
Financing
Insurance solutions & risk management (e.g. covering of exporters
and foreign buyers of exports against commercial and political
risks of non-payment)
X
Financing short-term exports
Pre-Shipment financing
Post-Shipment financing
Loans
Credit guarantee scheme
Funding/grants for recruitment of advisors, researchers,
accountants
Funding to attend international trade events and exhibitions
Grants to support any stage of the internationalisation activity X
Other: please specify
Information
provision and
networking
Improving interregional technology transfer bodies and
mechanisms
Creation of thematic critical masses and cluster development
Establishing interregional innovative business clusters and mega-
clusters
Fostering the transferability of innovative technologies overseas
Export promotional activities/marketing X
Regularly updated analysis reports on foreign markets X
Trade missions X
Partner search & alliances X
One stop customer centre to assist SME exporters with foreign
market information and contacts
X
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 7 / 11
Trade centres abroad ( that can offer market research information,
trade fair support etc)
X
Market intelligence services X
Other: please specify
Indirect actions:
proactive
measures to
stimulate SME
internationalisat
ion
Venture capital funds that finance innovative and high-growth
companies
Public funding schemes for start-ups
Improvement of technological capabilities of export-oriented SMEs
Other : please specify
10. Source of funding (multiple response)
X regional funds
national funds
X EU funds � H2020
EU funds � ERDF
EU funds � other (please specify)
private funding (self-financed)
private (e.g. financed by business angels)
crowdsourcing
other (please specify)
11. Focus (choose the most relevant one)
focused on the SME Internationalisation
focused on SME support sector
X focused on sector specific SME Internationalisation
focused on other sector (please specify)
12. Is the practice linked to a specific policy? Please add a short description of the policy and
its link to the strategy/programme here.
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 8 / 11
Mainly the policy and programs of actions of Extremadura Avante (International Area) are developed
within the policies of the Junta de Extremadura (regional government), Regional Ministry of
Economy and Infrastructures, regarding the services of support to the Extremadura companies for
their participation in actions of Marketing and Internationalisation.
13. If this practice is not focused on the SME Internationalisation, why do you think it is
applicable in this field?
N/A
14. Geographical focus (choose one answer)
local
regional
national
European
X international
15. Actors involved in the practice (multiple response)
X regional government
national government
X development agency
X university or research institution
X SME, enterprises
association of enterprises/professionals
other (please specify)
16. Outputs: direct consequences of the practice. Depending on the practice goals, please
provide quantitative indicators that are available for your practice. Some examples are
listed below:
QUANTITATIVE TIMEFRAME (during which INFO SOURCE (if
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 9 / 11
INDICATOR time?) available)
Nº of queries served through
i-export
In 2015 Final reports
Number of actions
undertaken
In 2015 Projects� Final Reports
17. Please state if this practice is transferable in terms of:
X organisational model / implementation process
specific tools (e.g. training, financial support, �.)
X policy making process
definition of financial feasibility
methodology for the assessment of the problem to be address
methodology for the involvement of the targeted stakeholders
risk management strategy involved
exit strategy involved
review and maintenance methodology
metrics for the evaluation of the implementation process
X marketing strategy
other (please specify)
18. List main success factors referred to the context where the practice took place
SUCCESS FACTOR DESCRIPTION IS THE SUCCESS FACTOR
RELEVANT FOR
TRANSFERABILITY IN A
DIFFERENT LOCAL CONTEXT?
Efficient public support instruments for the internationalisation
of SMEs
X Very relevant
Relevant
Party relevant
Not relevant
Positive perception of public funding mechanisms Very relevant
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 10 / 11
X Relevant
Party relevant
Not relevant
Social capital and competent HR available X Very relevant
Relevant
Party relevant
Not relevant
Very relevant
Relevant
Party relevant
Not relevant
19. Further materials and reference available (paper, PPT, information sheet, leaflet, video,
press releases, articles, blogs, photos,...). Please list and enclose
All activities and programs are disseminated and published through the web of Extremadura Avante,
through newsletters, weekly bulletins, calls, days of opportunities and business meetings, among
other forums.
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 11 / 11
20. REFERENCES:
Contact Details: contact person of the practice (name, e-mail, �)
Contact Details: person compiling this form (name, e-mail, �)
Angel Luis Fernandez: [email protected]
Fátima Martín: [email protected]
Cristina Fernández: [email protected]
OTHER RELEVANT INFO
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 2 / 10
1. Name of the organisation owner of in charge of the practice
EXTREMADURA AVANTE
2. Region/country where the practice takes place
Extremadura (Spain)
3. Title of the case/practice
TRANSVERSAL SERVICES FOR INTERNATIONALISATION: i-Export.
4. Website (If available)
www.extremaduraavante.es
5. Description of the case/practice (around 2000-2500 characters)
These transversal services are intended to cater to the entire business network in Extremadura,
regardless of the internationalisation phase of the company (initiation or consolidation), and
covering all sectors. These services do not entail being integrated into any specific plan of
Extremadura Avante, and are open to any SME in Extremadura.
i-Export:
The main purpose of the i-Export service is to facilitate Extremadura companies' access to
internationalisation and encourage the increase of their exports through a free program that
provides information and advice to companies that demand support in the field of Foreign trade,
accompanying them in the "first steps" of the export of their products and services.
5.1. Duration (start-end)
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 3 / 10
These transversal services are continuous and available throughout the year. Calls are made
according to the different events that are being organized.
5.2. Goals
Train, raise awareness and provide knowledge and skills related to foreign trade operations.
Solve specific questions about foreign trade operations.
Facilitate tools for the internationalisation of Extremadura companies.
Generate marketing opportunities and increase exports.
Advice on foreign trade and Commercial advice.
Detect business opportunities.
Design and develop Business Meetings.
5.3. Partners involved
Junta de Extremadura (Regional Government)
Extremadura Avante Servicios Avanzados a Pymes, S.L.U.
Chamber of Commerce of Badajoz (Annual Schedule)
Chamber of Commerce of Cáceres (Annual Schedule)
5.4. Total cost of the practice
6. Why do you think this could be a good practice?
All transversal services mean for companies to feel accompanied and supported in any aspect
related to international trade, whether in the field of training, direct promotion of services and
products from Extremadura, commercial support and accompaniment at destination, with
interlocutors who know them and adapt their needs to particular markets.
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 4 / 10
7. Type of practice (multiple response)
POLICY/REGULATION
policy + successful implementation
X observatory/benchmarking/monitoring the SME Internationalisation activities
dissemination (please specify)
X event/festival
FUNDING
funding measure
X financial measure (e.g. tax relief, grant for exports, etc)
X investment attraction measure
KNOWLEDGE & INNOVATION
entrepreneur training, coaching, mentoring, consultancy
access to knowledge
technology transfer
open innovation
X cross-sectoral networking
MARKET
X internationalisation (e.g. creation of international partnerships, access to foreign markets, �)
cluster development
incubator/ promotion of start-up
X networking, matchmaking, �
OTHER (please specify)
8. How does the practice support and help enhance the SME Internationalisation?
These public tools to support the business community of Extremadura in its international
expansion and commercialization, supposes an improvement of the business competitiveness of
Extremadura, and an access to the markets in an effective way through the advice and the
economic support in each one of the services and programs of Extremadura Avante, according
to need and participation criteria.
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 5 / 10
9. Which problems/challenges/needs is the practice addressing? Please tick the appropriate
objectives (multiple response)1
Challenges OBJECTIVES Tick where
appropriate
Human
Resources /
Managerial
Capacity
Export coaching course X
Incentives to foster internationalisation activity X
Exports forums X
Improving interregional technology transfer bodies and
mechanisms
Trade visits X
Internationalisation/Export Academies X
Other: please specify
SME
Internationalisat
ion support
infrastructure
and services
Developing technology incubators
Developing technology parks
Market research support X
Export/Internationalisation observatory facilities X
IPR support/ Institutional protection of intellectual property
Account management support
Developing technology centres/competence centres/applied
research centres as a key tool for competitive improvement in
businesses
Diversifying and specializing technology centres and services
High level consultancy support ( eg advisors who help innovative
SMEs to boost R&D output and identify adaptations that might
make a product suitable for new overseas markets)
X
Other : please specify
Financing
Insurance solutions & risk management (e.g. covering of exporters
and foreign buyers of exports against commercial and political
risks of non-payment)
X
Financing short-term exports
Pre-Shipment financing
Post-Shipment financing
Loans
Credit guarantee scheme
1 Based on OECD report on � Top Barriers and Drivers to SME Internationalisation�
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 6 / 10
Funding/grants for recruitment of advisors, researchers,
accountants
Funding to attend international trade events and exhibitions
Grants to support any stage of the internationalisation activity X
Other: please specify
Information
provision and
networking
Improving interregional technology transfer bodies and
mechanisms
Creation of thematic critical masses and cluster development
Establishing interregional innovative business clusters and mega-
clusters
Fostering the transferability of innovative technologies overseas
Export promotional activities/marketing X
Regularly updated analysis reports on foreign markets X
Trade missions X
Partner search & alliances X
One stop customer centre to assist SME exporters with foreign
market information and contacts
X
Trade centres abroad ( that can offer market research information,
trade fair support etc)
X
Market intelligence services X
Other: please specify
Indirect actions:
proactive
measures to
stimulate SME
internationalisat
ion
Venture capital funds that finance innovative and high-growth
companies
Public funding schemes for start-ups
Improvement of technological capabilities of export-oriented SMEs
Other : please specify
10. Source of funding (multiple response)
X regional funds
national funds
X EU funds � H2020
EU funds � ERDF
EU funds � other (please specify)
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 7 / 10
private funding (self-financed)
private (e.g. financed by business angels)
crowdsourcing
other (please specify)
11. Focus (choose the most relevant one)
focused on the SME Internationalisation
focused on SME support sector
X focused on sector specific SME Internationalisation
focused on other sector (please specify)
12. Is the practice linked to a specific policy? Please add a short description of the policy and
its link to the strategy/programme here.
Mainly the policy and programs of actions of Extremadura Avante (International Area) are developed
within the policies of the Junta de Extremadura (regional government), Regional Ministry of
Economy and Infrastructures, regarding the services of support to the Extremadura companies for
their participation in actions of Marketing and Internationalisation.
13. If this practice is not focused on the SME Internationalisation, why do you think it is
applicable in this field?
N/A
14. Geographical focus (choose one answer)
local
regional
national
European
X international
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 8 / 10
15. Actors involved in the practice (multiple response)
X regional government
national government
X development agency
X university or research institution
X SME, enterprises
association of enterprises/professionals
other (please specify)
16. Outputs: direct consequences of the practice. Depending on the practice goals, please
provide quantitative indicators that are available for your practice. Some examples are
listed below:
QUANTITATIVE
INDICATOR
TIMEFRAME (during which
time?)
INFO SOURCE (if
available)
Nº of queries served through
i-export
In 2015 Final reports
Number of actions
undertaken
In 2015 Projects� Final Reports
17. Please state if this practice is transferable in terms of:
X organisational model / implementation process
specific tools (e.g. training, financial support, �.)
X policy making process
definition of financial feasibility
methodology for the assessment of the problem to be address
methodology for the involvement of the targeted stakeholders
risk management strategy involved
exit strategy involved
review and maintenance methodology
metrics for the evaluation of the implementation process
X marketing strategy
other (please specify)
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 9 / 10
18. List main success factors referred to the context where the practice took place
SUCCESS FACTOR DESCRIPTION IS THE SUCCESS FACTOR
RELEVANT FOR
TRANSFERABILITY IN A
DIFFERENT LOCAL CONTEXT?
Efficient public support instruments for the internationalisation
of SMEs
X Very relevant
Relevant
Party relevant
Not relevant
Positive perception of public funding mechanisms Very relevant
X Relevant
Party relevant
Not relevant
Social capital and competent HR available X Very relevant
Relevant
Party relevant
Not relevant
Very relevant
Relevant
Party relevant
Not relevant
19. Further materials and reference available (paper, PPT, information sheet, leaflet, video,
press releases, articles, blogs, photos,...). Please list and enclose
All activities and programs are disseminated and published through the web of Extremadura Avante,
through newsletters, weekly bulletins, calls, days of opportunities and business meetings, among
other forums.
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 10 / 10
20. REFERENCES:
Contact Details: contact person of the practice (name, e-mail, �)
Contact Details: person compiling this form (name, e-mail, �)
Angel Luis Fernandez: [email protected]
Fátima Martín: [email protected]
Cristina Fernández: [email protected]
OTHER RELEVANT INFO
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 2 / 10
1. Name of the organisation owner of in charge of the practice
EXTREMADURA AVANTE
2. Region/country where the practice takes place
Extremadura (Spain)
3. Title of the case/practice
TRANSVERSAL SERVICES FOR INTERNATIONALISATION: Promotional actions abroad.
4. Website (If available)
www.extremaduraavante.es
5. Description of the case/practice (around 2000-2500 characters)
These transversal services are intended to cater to the entire business network in Extremadura,
regardless of the internationalisation phase of the company (initiation or consolidation), and
covering all sectors. These services do not entail being integrated into any specific plan of
Extremadura Avante, and are open to any SME in Extremadura.
Promotional actions abroad:
Commercial tool fundamental for the introduction and consolidation of the products and services
of Extremadura companies in international markets. There is an annual schedule of actions
agreed with the business fabric of Extremadura. The different actions that are usually carried out
are the following:
- Presence with stand at international fairs
- Direct Commercial Missions
- Reverse Trade Missions
- Professional visits to international fairs
- Assistance to International Business Meetings
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 3 / 10
5.1. Duration (start-end)
These transversal services are continuous and available throughout the year. Calls are made
according to the different events that are being organized.
5.2. Goals
Train, raise awareness and provide knowledge and skills related to foreign trade operations.
Solve specific questions about foreign trade operations.
Facilitate tools for the internationalisation of Extremadura companies.
Generate marketing opportunities and increase exports.
Advice on foreign trade and Commercial advice.
Detect business opportunities.
Design and develop Business Meetings.
5.3. Partners involved
Junta de Extremadura (Regional Government)
Extremadura Avante Servicios Avanzados a Pymes, S.L.U.
Chamber of Commerce of Badajoz (Annual Schedule)
Chamber of Commerce of Cáceres (Annual Schedule)
5.4. Total cost of the practice
6. Why do you think this could be a good practice?
All transversal services mean for companies to feel accompanied and supported in any aspect
related to international trade, whether in the field of training, direct promotion of services and
products from Extremadura, commercial support and accompaniment at destination, with
interlocutors who know them and adapt their needs to particular markets.
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 4 / 10
7. Type of practice (multiple response)
POLICY/REGULATION
policy + successful implementation
X observatory/benchmarking/monitoring the SME Internationalisation activities
dissemination (please specify)
X event/festival
FUNDING
funding measure
X financial measure (e.g. tax relief, grant for exports, etc)
X investment attraction measure
KNOWLEDGE & INNOVATION
entrepreneur training, coaching, mentoring, consultancy
access to knowledge
technology transfer
open innovation
X cross-sectoral networking
MARKET
X internationalisation (e.g. creation of international partnerships, access to foreign markets, �)
cluster development
incubator/ promotion of start-up
X networking, matchmaking, �
OTHER (please specify)
8. How does the practice support and help enhance the SME Internationalisation?
These public tools to support the business community of Extremadura in its international
expansion and commercialization, supposes an improvement of the business competitiveness of
Extremadura, and an access to the markets in an effective way through the advice and the
economic support in each one of the services and programs of Extremadura Avante, according
to need and participation criteria.
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 5 / 10
9. Which problems/challenges/needs is the practice addressing? Please tick the appropriate
objectives (multiple response)1
Challenges OBJECTIVES Tick where
appropriate
Human
Resources /
Managerial
Capacity
Export coaching course X
Incentives to foster internationalisation activity X
Exports forums X
Improving interregional technology transfer bodies and
mechanisms
Trade visits X
Internationalisation/Export Academies X
Other: please specify
SME
Internationalisat
ion support
infrastructure
and services
Developing technology incubators
Developing technology parks
Market research support X
Export/Internationalisation observatory facilities X
IPR support/ Institutional protection of intellectual property
Account management support
Developing technology centres/competence centres/applied
research centres as a key tool for competitive improvement in
businesses
Diversifying and specializing technology centres and services
High level consultancy support ( eg advisors who help innovative
SMEs to boost R&D output and identify adaptations that might
make a product suitable for new overseas markets)
X
Other : please specify
Financing
Insurance solutions & risk management (e.g. covering of exporters
and foreign buyers of exports against commercial and political
risks of non-payment)
X
Financing short-term exports
Pre-Shipment financing
Post-Shipment financing
Loans
Credit guarantee scheme
1 Based on OECD report on � Top Barriers and Drivers to SME Internationalisation�
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 6 / 10
Funding/grants for recruitment of advisors, researchers,
accountants
Funding to attend international trade events and exhibitions
Grants to support any stage of the internationalisation activity X
Other: please specify
Information
provision and
networking
Improving interregional technology transfer bodies and
mechanisms
Creation of thematic critical masses and cluster development
Establishing interregional innovative business clusters and mega-
clusters
Fostering the transferability of innovative technologies overseas
Export promotional activities/marketing X
Regularly updated analysis reports on foreign markets X
Trade missions X
Partner search & alliances X
One stop customer centre to assist SME exporters with foreign
market information and contacts
X
Trade centres abroad ( that can offer market research information,
trade fair support etc)
X
Market intelligence services X
Other: please specify
Indirect actions:
proactive
measures to
stimulate SME
internationalisat
ion
Venture capital funds that finance innovative and high-growth
companies
Public funding schemes for start-ups
Improvement of technological capabilities of export-oriented SMEs
Other : please specify
10. Source of funding (multiple response)
X regional funds
national funds
X EU funds � H2020
EU funds � ERDF
EU funds � other (please specify)
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 7 / 10
private funding (self-financed)
private (e.g. financed by business angels)
crowdsourcing
other (please specify)
11. Focus (choose the most relevant one)
focused on the SME Internationalisation
focused on SME support sector
X focused on sector specific SME Internationalisation
focused on other sector (please specify)
12. Is the practice linked to a specific policy? Please add a short description of the policy and
its link to the strategy/programme here.
Mainly the policy and programs of actions of Extremadura Avante (International Area) are developed
within the policies of the Junta de Extremadura (regional government), Regional Ministry of
Economy and Infrastructures, regarding the services of support to the Extremadura companies for
their participation in actions of Marketing and Internationalisation.
13. If this practice is not focused on the SME Internationalisation, why do you think it is
applicable in this field?
N/A
14. Geographical focus (choose one answer)
local
regional
national
European
X international
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 8 / 10
15. Actors involved in the practice (multiple response)
X regional government
national government
X development agency
X university or research institution
X SME, enterprises
association of enterprises/professionals
other (please specify)
16. Outputs: direct consequences of the practice. Depending on the practice goals, please
provide quantitative indicators that are available for your practice. Some examples are
listed below:
QUANTITATIVE
INDICATOR
TIMEFRAME (during which
time?)
INFO SOURCE (if
available)
Nº of queries served through
i-export
In 2015 Final reports
Number of actions
undertaken
In 2015 Memorias finales
proyectos
17. Please state if this practice is transferable in terms of:
X organisational model / implementation process
specific tools (e.g. training, financial support, �.)
X policy making process
definition of financial feasibility
methodology for the assessment of the problem to be address
methodology for the involvement of the targeted stakeholders
risk management strategy involved
exit strategy involved
review and maintenance methodology
metrics for the evaluation of the implementation process
X marketing strategy
other (please specify)
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 9 / 10
18. List main success factors referred to the context where the practice took place
SUCCESS FACTOR DESCRIPTION IS THE SUCCESS FACTOR
RELEVANT FOR
TRANSFERABILITY IN A
DIFFERENT LOCAL CONTEXT?
Efficient public support instruments for the internationalisation
of SMEs
X Very relevant
Relevant
Party relevant
Not relevant
Positive perception of public funding mechanisms Very relevant
X Relevant
Party relevant
Not relevant
Social capital and competent HR available X Very relevant
Relevant
Party relevant
Not relevant
Very relevant
Relevant
Party relevant
Not relevant
19. Further materials and reference available (paper, PPT, information sheet, leaflet, video,
press releases, articles, blogs, photos,...). Please list and enclose
All activities and programs are disseminated and published through the web of Extremadura Avante,
through newsletters, weekly bulletins, calls, days of opportunities and business meetings, among
other forums.
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 10 / 10
20. REFERENCES:
Contact Details: contact person of the practice (name, e-mail, �)
Contact Details: person compiling this form (name, e-mail, �)
Angel Luis Fernandez: [email protected]
Fátima Martín: [email protected]
Cristina Fernández: [email protected]
OTHER RELEVANT INFO
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 2 / 11
1. Name of the organisation owner of in charge of the practice
EXTREMADURA AVANTE
2. Region/country where the practice takes place
Extremadura (Spain)
3. Title of the case/practice
TRANSVERSAL SERVICES FOR INTERNATIONALISATION: Commercial Delegations
(External Network).
4. Website (If available)
www.extremaduraavante.es
5. Description of the case/practice (around 2000-2500 characters)
These transversal services are intended to cater to the entire business network in Extremadura,
regardless of the internationalisation phase of the company (initiation or consolidation), and
covering all sectors. These services do not entail being integrated into any specific plan of
Extremadura Avante, and are open to any SME in Extremadura.
Commercial Delegations (External Network):
Among the tools to support internationalisation Extremadura�s regional government, through
Extremadura Avante, provides SMEs with the services of the Commercial Delegations Abroad.
In 2016 the markets of Germany, Brazil, Chile, Colombia, the United States, Morocco, Mexico,
Panama, Peru, Portugal and the United Kingdom are part of the Extremadura Avante External
Network, from where continued support is provided to facilitate the promotion and
commercialization of Extremadura products and services.
Extremadura companies have at their disposal the advice and personalized assistance of
professional experts, both for prospecting and for consolidation and growth in different markets.
Direct business support services include:
� Resolution of queries
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 3 / 11
� Advice on the market and documentation
� On-time support as an interlocutor in the follow-up of business contacts
� Providing business contacts at destination
� Creation of Individualized Agendas at destination
5.1. Duration (start-end)
These transversal services are continuous and available throughout the year. Calls are made
according to the different events that are being organized.
5.2. Goals
Train, raise awareness and provide knowledge and skills related to foreign trade operations.
Solve specific questions about foreign trade operations.
Facilitate tools for the internationalisation of Extremadura companies.
Generate marketing opportunities and increase exports.
Advice on foreign trade and Commercial advice.
Detect business opportunities.
Design and develop Business Meetings.
5.3. Partners involved
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 4 / 11
Junta de Extremadura (Regional Government)
Extremadura Avante Servicios Avanzados a Pymes, S.L.U.
Chamber of Commerce of Badajoz (Annual Schedule)
Chamber of Commerce of Cáceres (Annual Schedule)
5.4. Total cost of the practice
6. Why do you think this could be a good practice?
All transversal services mean for companies to feel accompanied and supported in any aspect
related to international trade, whether in the field of training, direct promotion of services and
products from Extremadura, commercial support and accompaniment at destination, with
interlocutors who know them and adapt their needs to particular markets.
7. Type of practice (multiple response)
POLICY/REGULATION
policy + successful implementation
X observatory/benchmarking/monitoring the SME Internationalisation activities
dissemination (please specify)
X event/festival
FUNDING
funding measure
X financial measure (e.g. tax relief, grant for exports, etc)
X investment attraction measure
KNOWLEDGE & INNOVATION
entrepreneur training, coaching, mentoring, consultancy
access to knowledge
technology transfer
open innovation
X cross-sectoral networking
MARKET
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 5 / 11
X internationalisation (e.g. creation of international partnerships, access to foreign markets, �)
cluster development
incubator/ promotion of start-up
X networking, matchmaking, �
OTHER (please specify)
8. How does the practice support and help enhance the SME Internationalisation?
These public tools to support the business community of Extremadura in its international
expansion and commercialization, supposes an improvement of the business competitiveness of
Extremadura, and an access to the markets in an effective way through the advice and the
economic support in each one of the services and programs of Extremadura Avante, according
to need and participation criteria.
9. Which problems/challenges/needs is the practice addressing? Please tick the appropriate
objectives (multiple response)1
Challenges OBJECTIVES Tick where
appropriate
Human
Resources /
Managerial
Capacity
Export coaching course X
Incentives to foster internationalisation activity X
Exports forums X
Improving interregional technology transfer bodies and
mechanisms
Trade visits X
Internationalisation/Export Academies X
Other: please specify
SME
Internationalisat
ion support
Developing technology incubators
Developing technology parks
Market research support X
1 Based on OECD report on � Top Barriers and Drivers to SME Internationalisation�
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 6 / 11
infrastructure
and services Export/Internationalisation observatory facilities X
IPR support/ Institutional protection of intellectual property
Account management support
Developing technology centres/competence centres/applied
research centres as a key tool for competitive improvement in
businesses
Diversifying and specializing technology centres and services
High level consultancy support ( eg advisors who help innovative
SMEs to boost R&D output and identify adaptations that might
make a product suitable for new overseas markets)
X
Other : please specify
Financing
Insurance solutions & risk management (e.g. covering of exporters
and foreign buyers of exports against commercial and political
risks of non-payment)
X
Financing short-term exports
Pre-Shipment financing
Post-Shipment financing
Loans
Credit guarantee scheme
Funding/grants for recruitment of advisors, researchers,
accountants
Funding to attend international trade events and exhibitions
Grants to support any stage of the internationalisation activity X
Other: please specify
Information
provision and
networking
Improving interregional technology transfer bodies and
mechanisms
Creation of thematic critical masses and cluster development
Establishing interregional innovative business clusters and mega-
clusters
Fostering the transferability of innovative technologies overseas
Export promotional activities/marketing X
Regularly updated analysis reports on foreign markets X
Trade missions X
Partner search & alliances X
One stop customer centre to assist SME exporters with foreign
market information and contacts
X
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 7 / 11
Trade centres abroad ( that can offer market research information,
trade fair support etc)
X
Market intelligence services X
Other: please specify
Indirect actions:
proactive
measures to
stimulate SME
internationalisat
ion
Venture capital funds that finance innovative and high-growth
companies
Public funding schemes for start-ups
Improvement of technological capabilities of export-oriented SMEs
Other : please specify
10. Source of funding (multiple response)
X regional funds
national funds
X EU funds � H2020
EU funds � ERDF
EU funds � other (please specify)
private funding (self-financed)
private (e.g. financed by business angels)
crowdsourcing
other (please specify)
11. Focus (choose the most relevant one)
focused on the SME Internationalisation
focused on SME support sector
X focused on sector specific SME Internationalisation
focused on other sector (please specify)
12. Is the practice linked to a specific policy? Please add a short description of the policy and
its link to the strategy/programme here.
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 8 / 11
Mainly the policy and programs of actions of Extremadura Avante (International Area) are developed
within the policies of the Junta de Extremadura (regional government), Regional Ministry of
Economy and Infrastructures, regarding the services of support to the Extremadura companies for
their participation in actions of Marketing and Internationalisation.
13. If this practice is not focused on the SME Internationalisation, why do you think it is
applicable in this field?
N/A
14. Geographical focus (choose one answer)
local
regional
national
European
X international
15. Actors involved in the practice (multiple response)
X regional government
national government
X development agency
X university or research institution
X SME, enterprises
association of enterprises/professionals
other (please specify)
16. Outputs: direct consequences of the practice. Depending on the practice goals, please
provide quantitative indicators that are available for your practice. Some examples are
listed below:
QUANTITATIVE TIMEFRAME (during which INFO SOURCE (if
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 9 / 11
INDICATOR time?) available)
Nº of queries served through
i-export
In 2015 Final reports
Number of actions
undertaken
In 2015 Memorias finales
proyectos
17. Please state if this practice is transferable in terms of:
X organisational model / implementation process
specific tools (e.g. training, financial support, �.)
X policy making process
definition of financial feasibility
methodology for the assessment of the problem to be address
methodology for the involvement of the targeted stakeholders
risk management strategy involved
exit strategy involved
review and maintenance methodology
metrics for the evaluation of the implementation process
X marketing strategy
other (please specify)
18. List main success factors referred to the context where the practice took place
SUCCESS FACTOR DESCRIPTION IS THE SUCCESS FACTOR
RELEVANT FOR
TRANSFERABILITY IN A
DIFFERENT LOCAL CONTEXT?
Efficient public support instruments for the internationalisation
of SMEs
X Very relevant
Relevant
Party relevant
Not relevant
Positive perception of public funding mechanisms Very relevant
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 10 / 11
X Relevant
Party relevant
Not relevant
Social capital and competent HR available X Very relevant
Relevant
Party relevant
Not relevant
Very relevant
Relevant
Party relevant
Not relevant
19. Further materials and reference available (paper, PPT, information sheet, leaflet, video,
press releases, articles, blogs, photos,...). Please list and enclose
All activities and programs are disseminated and published through the web of Extremadura Avante,
through newsletters, weekly bulletins, calls, days of opportunities and business meetings, among
other forums.
Project INTRA: Good Practice #6 � Transversal services for internationalisation | 11 / 11
20. REFERENCES:
Contact Details: contact person of the practice (name, e-mail, �)
Contact Details: person compiling this form (name, e-mail, �)
Angel Luis Fernandez: [email protected]
Fátima Martín: [email protected]
Cristina Fernández: [email protected]
OTHER RELEVANT INFO
Project INTRA: Good Practice #7 � International Promotion Plan | 2 / 11
1. Name of the organisation owner of in charge of the practice
CHAMBER OF COMMERCE, INDUSTRY, NAVIGATION AND SERVICES OF SPAIN
At regional level:
- Official Chamber of Commerce, Industry, Navigation and Services of Spain
- Official Chamber of Commerce, Industry and Services of Badajoz
2. Region/country where the practice takes place
SPAIN
3. Title of the case/practice
INTERNATIONAL PROMOTION PLAN
4. Website (If available)
http://www.camarabadajoz.es/comercio-exterior/acciones-de-promocion-internacional/
5. Description of the case/practice (around 2000-2500 characters)
The International Promotion Plan (hereinafter, the Plan) makes available to companies, by
means of the cameral entities, a series of instruments, activities and aids to support their
internationalisation processes through the following action lines:
1.- International Promotion.
o Direct Trade Missions
o Inverse Trade Missions
o Grouped Participation in Fairs
o Visits to Fairs
2.- Awareness and Information: Forums Organization, Info Days, Seminars, Workshops,
information and analysis activities...
Project INTRA: Good Practice #7 � International Promotion Plan | 3 / 11
3.- Special Actions.
o Carrying out events for the global international promotion in a particular area or
demarcation
o Analysis of international competitors
o Other actions aimed at increasing the international positioning of SMEs
5.1. Duration (start-end)
A year, for carrying out different individual activities.
The Plan starts in 2016 and will continue throughout the ERDF Operative Period 2014-
2020.
5.2. Goals
The Plan main objectives are the following, which will help to achieve the above mentioned
specific objective:
· To foster the culture of internationalisation as a key aspect prior to the increase of the
Spanish export base.
· To strengthen the training of human capital in international matters in order to improve the
foreign competitiveness of the Spanish enterprise in the medium term.
· To provide information to enterprises for a better development of their internationalisation
processes.
· To facilitate the path of the Spanish enterprise abroad.
· To support the improvement of the enterprise's position and its competitiveness through
internationalisation.
· To contribute to the increase of the Spanish export base and to help to the consolidation of
a larger number of regular exporting enterprises.
· To contribute to the diversification of destination markets for the Spanish exports.
· To encourage the increase of the added value of the Spanish exports.
Project INTRA: Good Practice #7 � International Promotion Plan | 4 / 11
5.3. Partners involved
Official Chamber of Commerce, Industry, Navigation and Services of Spain
Official Chamber of Commerce, Industry and Services of Badajoz
The following ones are associates entities:
- Official Chamber of Commerce, Industry and Services of Cáceres
- Extremadura AVANTE (Extremadura Regional Government)
- FUNDECYT-PCTEX (Enterprise Europe Network partner)
5.4. Total cost of the practice
6. Why do you think this could be a good practice?
The Plan seeks to increase the base of regular exporting companies and the diversification
of their markets as a measure of resilience to the adverse phases of economic cycles. It
achieves this through the international promotion of participating companies.
Due to their participation in the Plan, companies will increase their presence and
competitiveness in other markets. In this way, the growth of exports will be boosted,
improving the external trade balance.
In this sense, it is necessary the implementation of an internationalisation culture,
information regarding foreign market access and business opportunities in other countries,
training in this area the companies �staff, etc. Through the Plan, companies are given the
opportunity to do so.
Project INTRA: Good Practice #7 � International Promotion Plan | 5 / 11
7. Type of practice (multiple response)
POLICY/REGULATION
policy + successful implementation
observatory/benchmarking/monitoring the SME Internationalisation activities
dissemination (please specify)
X event/festival
FUNDING
X funding measure
financial measure (e.g. tax relief, grant for exports, etc)
investment attraction measure
KNOWLEDGE & INNOVATION
entrepreneur training, coaching, mentoring, consultancy
X access to knowledge
technology transfer
open innovation
cross-sectoral networking
MARKET
X internationalisation (e.g. creation of international partnerships, access to foreign markets, �)
cluster development
incubator/ promotion of start-up
X networking, matchmaking, �
OTHER (please specify)
8. How does the practice support and help enhance the SME Internationalisation?
The Plan has 2 types of actions, mainly:
- International promotion actions (trade missions and visits or participation in
international fairs): These actions stimulate the creation of an internationalisation
culture within the company. The knowledge acquired regarding marketing,
negotiation, etc., as well as the contacts and clients obtained, remain in the company.
Project INTRA: Good Practice #7 � International Promotion Plan | 6 / 11
- Awareness and Information Actions (workshops, conferences, etc.): They aim to
promote the culture of internationalisation among companies, as well as to provide
information to companies for a better development of their internationalisation
processes.
9. Which problems/challenges/needs is the practice addressing? Please tick the appropriate
objectives (multiple response)1
Challenges OBJECTIVES Tick where
appropriate
Human
Resources /
Managerial
Capacity
Export coaching course
Incentives to foster internationalisation activity X
Exports forums X
Improving interregional technology transfer bodies and
mechanisms
Trade visits X
Internationalisation/Export Academies
Other: please specify
SME
Internationalisat
ion support
infrastructure
and services
Developing technology incubators
Developing technology parks
Market research support
Export/Internationalisation observatory facilities
IPR support/ Institutional protection of intellectual property
Account management support
Developing technology centres/competence centres/applied
research centres as a key tool for competitive improvement in
businesses
Diversifying and specializing technology centres and services
High level consultancy support ( eg advisors who help innovative
SMEs to boost R&D output and identify adaptations that might
make a product suitable for new overseas markets)
Other : please specify
1 Based on OECD report on � Top Barriers and Drivers to SME Internationalisation�
Project INTRA: Good Practice #7 � International Promotion Plan | 7 / 11
Financing
Insurance solutions & risk management (e.g. covering of exporters
and foreign buyers of exports against commercial and political
risks of non-payment)
Financing short-term exports
Pre-Shipment financing
Post-Shipment financing
Loans
Credit guarantee scheme
Funding/grants for recruitment of advisors, researchers,
accountants
Funding to attend international trade events and exhibitions X
Grants to support any stage of the internationalisation activity
Other: please specify
Information
provision and
networking
Improving interregional technology transfer bodies and
mechanisms
Creation of thematic critical masses and cluster development
Establishing interregional innovative business clusters and mega-
clusters
Fostering the transferability of innovative technologies overseas
Export promotional activities/marketing X
Regularly updated analysis reports on foreign markets
Trade missions X
Partner search & alliances X
One stop customer centre to assist SME exporters with foreign
market information and contacts
Trade centres abroad ( that can offer market research information,
trade fair support etc)
Market intelligence services
Other: please specify
Indirect actions:
proactive
measures to
stimulate SME
internationalisat
ion
Venture capital funds that finance innovative and high-growth
companies
Public funding schemes for start-ups
Improvement of technological capabilities of export-oriented SMEs
Other : please specify
Project INTRA: Good Practice #7 � International Promotion Plan | 8 / 11
10. Source of funding (multiple response)
regional funds
national funds
EU funds � H2020
X EU funds � ERDF
EU funds � other (please specify)
X private funding (self-financed)
private (e.g. financed by business angels)
crowdsourcing
other (please specify)
11. Focus (choose the most relevant one)
focused on the SME Internationalisation
X focused on SME support sector
focused on sector specific SME Internationalisation
focused on other sector (please specify)
12. Is the practice linked to a specific policy? Please add a short description of the policy and
its link to the strategy/programme here.
This good practice responds to the needs derived from the ERDF Operational Programme and is
included under the Priority Axis 3 �Enhancing the competitiveness of SMEs�, Investment Priority 3
(d) �Supporting the capacity of small and medium sized enterprises to grow in regional, national and
international markets and to engage in innovation processes�.
13. If this practice is not focused on the SME Internationalisation, why do you think it is
applicable in this field?
Project INTRA: Good Practice #7 � International Promotion Plan | 9 / 11
14. Geographical focus (choose one answer)
local
regional
X national
European
international
15. Actors involved in the practice (multiple response)
regional government
national government
development agency
university or research institution
X SME, enterprises
association of enterprises/professionals
X other (please specify): Chamber of Commerce of Badajoz
16. Outputs: direct consequences of the practice. Depending on the practice goals, please
provide quantitative indicators that are available for your practice. Some examples are listed
below:
QUANTITATIVE
INDICATOR
TIMEFRAME (during which
time?)
INFO SOURCE (if
available)
Project INTRA: Good Practice #7 � International Promotion Plan | 10 / 11
17. Please state if this practice is transferable in terms of:
X organisational model / implementation process
specific tools (e.g. training, financial support, �.)
policy making process
definition of financial feasibility
methodology for the assessment of the problem to be address
methodology for the involvement of the targeted stakeholders
risk management strategy involved
exit strategy involved
review and maintenance methodology
metrics for the evaluation of the implementation process
marketing strategy
other (please specify)
18. List main success factors referred to the context where the practice took place
SUCCESS FACTOR DESCRIPTION IS THE SUCCESS FACTOR
RELEVANT FOR
TRANSFERABILITY IN A
DIFFERENT LOCAL CONTEXT?
e.g. efficienct laws on public support of enterprises.
Region AAA is committed in SME Internationalisation support
thanks to a Competitiveness Plan (www.region.aa.com)
Very relevant
Relevant
Party relevant
Not relevant
e.g. positive perception of public funding mechanisms Very relevant
Relevant
Party relevant
Not relevant
e.g. social capital and competent HR availble Very relevant
Relevant
Party relevant
Not relevant
Project INTRA: Good Practice #7 � International Promotion Plan | 11 / 11
e.g. strong training organisation already existing on the area Very relevant
Relevant
Party relevant
Not relevant
19. Further materials and reference available (paper, PPT, information sheet, leaflet, video,
press releases, articles, blogs, photos,...). Please list and enclose
- http://www.camarabadajoz.es/comercio-exterior/acciones-de-promocion-internacional/
- http://www.camara.es/programa-internacional-de-promocion-pip
20. REFERENCES:
Contact Details: contact person of the practice (name, e-mail, �)
Badajoz Chamber of Commerce
Internazionalization and Foreing Markets Department
Avenida de Europa, 4, 06004 Badajoz
Tel.: 924 234 600
e-mail: [email protected]
Contact Details: person compiling this form (name, e-mail, �)
OTHER RELEVANT INFO
Project INTRA: Good Practice #8 � XPANDE support program | 2 / 11
1. Name of the organisation owner of in charge of the practice
CHAMBER OF COMMERCE, INDUSTRY, SERVICES AND NAVIGATION OF SPAIN
Regional Partner:
- Official Chamber of Commerce, Industry and Services of Badajoz
2. Region/country where the practice takes place
Spain
3. Title of the case/practice
SUPPORT PROGRAM FOR THE INTERNATIONAL EXPANSION OF SMES (XPANDE)
4. Website (If available)
http://www.camarabadajoz.es/comercio-exterior/asesoria-y-consultoria-internacional/programa-
de-apoyo-a-la-expansion-internacional-de-la-pyme-xpande/
5. Description of the case/practice (around 2000-2500 characters)
XPANDE is an individualized consultancy program, aimed at companies with limited or none
experience in international markets, as well as at those companies interested in start exporting
to a certain foreign market. These companies need advice to optimize their limited resources,
following precise and assumable objectives. They must permit to achieve a sustainable
competitive position in the selected markets, since it's of not of much use to reach some initial
results if continuity is not achieved.
Spanish companies need to access to new markets and strengthen their presence in them with
an adequate and competitive supply. The objective is to support SMEs to do so with the highest
chances of success.
Project INTRA: Good Practice #8 � XPANDE support program | 3 / 11
5.1. Duration (start-end)
Xpande started in 2013, during the previous programming period. Now, in 2016, starts again
under the O.P. 2014-2020.
For each company:
Maximum duration: 1 year
Average duration: 8 months
5.2. Goals
As specific objectives this Program aims to:
· Implement a methodology that allows the company to develop a sustainable export
process.
· Allow the SME to have an analysis of its business units and a selection of those with
greater international potential.
· Provide SMEs with a selection of foreign markets with bigger potential depending on
the characteristics of their products and interests.
· To provide SMEs with a strategic orientation based on the chosen market and their
products/ services to internationalize, designing a strategy of positioning and
commercial promotion in the target market.
· Design an action plan in the target market.
· Provide SMEs with the necessary tools and support to address their export plan based
on their characteristics and needs.
5.3. Partners involved
- Official Chamber of Commerce, Industry and Services of Badajoz
- Official Chamber of Commerce, Industry, Services and Navigation of Spain
Project INTRA: Good Practice #8 � XPANDE support program | 4 / 11
5.4. Total cost of the practice
The maximum execution budget of the Program charged to this call for the period 2016-2017
is � 353,811.04.
The cost per company is:
- Counseling phase: � 5,320 approx.
- Support Phase: Maximum eligible expenditure of � 9,000 per company
6. Why do you think this could be a good practice?
Because it is aimed at the internationalisation of regional companies, which is in line with the
purposes of economic growth: increase of exporting companies and diversification of destination
markets.
It provides a valuable know-how in a way it remains at companies and changes its way of acting
in terms of international operations. Accordingly, the company will be able to replicate the
methodology followed to carry out its own internationalisation plans and make decisions by itself
with the greater possibilities of success.
In order to help the company to implement the internationalisation plan, it is provided support to
carry out the actions indicated therein and aimed at facilitating the access to different markets
and search of positioning on them.
All this increases the presence of Spanish companies in international markets.
Project INTRA: Good Practice #8 � XPANDE support program | 5 / 11
7. Type of practice (multiple response)
POLICY/REGULATION
X policy + successful implementation
observatory/benchmarking/monitoring the SME Internationalisation activities
dissemination (please specify)
event/festival
FUNDING
funding measure
X financial measure (e.g. tax relief, grant for exports, etc)
investment attraction measure
KNOWLEDGE & INNOVATION
X entrepreneur training, coaching, mentoring, consultancy
X access to knowledge
technology transfer
open innovation
cross-sectoral networking
MARKET
X internationalisation (e.g. creation of international partnerships, access to foreign markets, �)
cluster development
incubator/ promotion of start-up
networking, matchmaking, �
OTHER (please specify)
8. How does the practice support and help enhance the SME Internationalisation?
The XPANDE programme starts with a company analysis and internationalisation basics topics.
At different stages of the practice, the company needs to take decisions regarding foreign market
access strategy, which escalate in complexity and need to be taken in a sequential order, aiming
to develop a consisting market entry strategy. As a result, the XPANDE methodology forces
internationalisation know-how by the company's representative, who is always a decision maker
in matters of internationalisation.
Project INTRA: Good Practice #8 � XPANDE support program | 6 / 11
9. Which problems/challenges/needs is the practice addressing? Please tick the appropriate
objectives (multiple response)1
Challenges OBJECTIVES Tick where
appropriate
Human
Resources /
Managerial
Capacity
Export coaching course
Incentives to foster internationalisation activity X
Exports forums
Improving interregional technology transfer bodies and
mechanisms
Trade visits
Internationalisation/Export Academies
Other: Conferences about export and foreign market opportunities X
SME
Internationalisat
ion support
infrastructure
and services
Developing technology incubators
Developing technology parks
Market research support X
Export/Internationalisation observatory facilities X
IPR support/ Institutional protection of intellectual property
Account management support
Developing technology centres/competence centres/applied
research centres as a key tool for competitive improvement in
businesses
Diversifying and specializing technology centres and services
High level consultancy support ( eg advisors who help innovative
SMEs to boost R&D output and identify adaptations that might
make a product suitable for new overseas markets)
X
Other : please specify
1 Based on OECD report on � Top Barriers and Drivers to SME Internationalisation�
Project INTRA: Good Practice #8 � XPANDE support program | 7 / 11
Financing
Insurance solutions & risk management (e.g. covering of exporters
and foreign buyers of exports against commercial and political
risks of non-payment)
Financing short-term exports
Pre-Shipment financing
Post-Shipment financing
Loans
Credit guarantee scheme
Funding/grants for recruitment of advisors, researchers,
accountants
Funding to attend international trade events and exhibitions X
Grants to support any stage of the internationalisation activity X
Other: please specify
Information
provision and
networking
Improving interregional technology transfer bodies and
mechanisms
Creation of thematic critical masses and cluster development
Establishing interregional innovative business clusters and mega-
clusters
Fostering the transferability of innovative technologies overseas
Export promotional activities/marketing X
Regularly updated analysis reports on foreign markets
Trade missions
Partner search & alliances
One stop customer centre to assist SME exporters with foreign
market information and contacts
Trade centres abroad ( that can offer market research information,
trade fair support etc)
Market intelligence services X
Other: please specify
Indirect actions:
proactive
measures to
stimulate SME
internationalisat
ion
Venture capital funds that finance innovative and high-growth
companies
Public funding schemes for start-ups
Improvement of technological capabilities of export-oriented SMEs
Other : please specify
Project INTRA: Good Practice #8 � XPANDE support program | 8 / 11
10. Source of funding (multiple response)
regional funds
national funds
EU funds � H2020
X EU funds � ERDF
EU funds � other (please specify)
private funding (self-financed)
private (e.g. financed by business angels)
crowdsourcing
X Other: Chamber of Commerce of Badajoz
X Other: Chamber of Commerce of Spain
11. Focus (choose the most relevant one)
focused on the SME Internationalisation
focused on SME support sector
focused on sector specific SME Internationalisation
X focused on other sector (please specify): Internationalisation
12. Is the practice linked to a specific policy? Please add a short description of the policy and
its link to the strategy/programme here.
This good practice responds to the needs derived from the ERDF Operational Programme and is
included under the Priority Axis 3 �Enhancing the competitiveness of SMEs�, Investment Priority 3
(d) �Supporting the capacity of small and medium sized enterprises to grow in regional, national and
international markets and to engage in innovation processes�.
13. If this practice is not focused on the SME Internationalisation, why do you think it is
applicable in this field?
Project INTRA: Good Practice #8 � XPANDE support program | 9 / 11
14. Geographical focus (choose one answer)
local
regional
X national
European
international
15. Actors involved in the practice (multiple response)
regional government
national government
development agency
university or research institution
X SME, enterprises
association of enterprises/professionals
X Other: Chamber of Commerce of Badajoz
X Other: Chamber of Commerce of Spain
16. Outputs: direct consequences of the practice. Depending on the practice goals, please
provide quantitative indicators that are available for your practice. Some examples are listed
below:
QUANTITATIVE
INDICATOR
TIMEFRAME (during which
time?)
INFO SOURCE (if
available)
e.g. number of enterprises
exported
e.g. in n years of the practice
lifetime
e.g. number of enterprises
supported
e.g. in n years of the practice
lifetime
e.g. number of entrepreneurs
involved in any overseas
cooperation
e.g. in n years of the practice
lifetime,
eg number of technology
agreements signed
Project INTRA: Good Practice #8 � XPANDE support program | 10 / 11
17. Please state if this practice is transferable in terms of:
X organisational model / implementation process
X specific tools (e.g. training, financial support, �.)
policy making process
definition of financial feasibility
methodology for the assessment of the problem to be address
methodology for the involvement of the targeted stakeholders
risk management strategy involved
exit strategy involved
review and maintenance methodology
metrics for the evaluation of the implementation process
marketing strategy
other (please specify)
18. List main success factors referred to the context where the practice took place
SUCCESS FACTOR DESCRIPTION IS THE SUCCESS FACTOR
RELEVANT FOR
TRANSFERABILITY IN A
DIFFERENT LOCAL CONTEXT?
e.g. efficienct laws on public support of enterprises.
Region AAA is committed in SME Internationalisation support
thanks to a Competitiveness Plan (www.region.aa.com)
Very relevant
Relevant
Party relevant
Not relevant
e.g. positive perception of public funding mechanisms Very relevant
Relevant
Party relevant
Not relevant
e.g. social capital and competent HR availble Very relevant
Relevant
Party relevant
Project INTRA: Good Practice #8 � XPANDE support program | 11 / 11
Not relevant
e.g. strong training organisation already existing on the area Very relevant
Relevant
Party relevant
Not relevant
19. Further materials and reference available (paper, PPT, information sheet, leaflet, video,
press releases, articles, blogs, photos,...). Please list and enclose
- http://www.camarabadajoz.es/comercio-exterior/asesoria-y-consultoria-internacional/programa-de-
apoyo-a-la-expansion-internacional-de-la-pyme-xpande/
- http://www.camara.es/comercio-exterior/plan-de-expansion-internacional-para-pymes
20. REFERENCES:
Contact Details: contact person of the practice (name, e-mail, �)
Badajoz Chamber of Commerce
Internazionalization and Foreing Markets Department
Av. de Europa, nº 4, 06004 Badajoz
Phone.: +34 924 234 600 ext. 1
e-mail: [email protected]
Contact Details: person compiling this form (name, e-mail, �)
OTHER RELEVANT INFO
Project INTRA: Good Practice #9 � Digital Xpande Support program | 2 / 12
1. Name of the organisation owner of in charge of the practice
CHAMBER OF COMMERCE, INDUSTRY AND SERVICES OF BADAJOZ
2. Region/country where the practice takes place
SPAIN
3. Title of the case/practice
DIGITAL XPANDE Support program
4. Website (If available)
http://www.camara.es/comercio-exterior/xpande-digital
5. Description of the case/practice (around 2000-2500 characters)
Within the Digital XPANDE Program, the following actions may be carried out:
Business Support Actions
The Digital XPANDE Program is based on a personalized advice to SMEs in the field of
international digital marketing oriented to a product/ service as well as to a country previously
selected by it.
The Program is divided in the following phases:
� Phase I Counseling: in which a detailed analysis of the company is carried out in order to
develop a report of recommendations and an action plan regarding international digital
marketing.
· Phase II Support for the implementation of the Action Plan: it consists of a set of supports
aimed at strengthening the on-line positioning of the SME and its products/ services in the
target market.
Project INTRA: Good Practice #9 � Digital Xpande Support program | 3 / 12
Digital XPANDE also includes a series of horizontal actions with territorial nature executed by
the cameral entities in their territory of intervention, and whose repercussion exclusively affects
its demarcation area: publication in bulletins, publication of the call in press, organization of info
events, forums, promotion, dissemination and recruitment of beneficiaries in the territory.
5.1. Duration (start-end)
The Badajoz Chamber of Commerce will start Digital XPANDE before ending 2016 and will
develop it until 2022, during the entire operational period 2014-2020.
For each company a maximum duration of the 6-month Program is foreseen.
5.2. Goals
The Digital XPANDE Program has the following main objectives, which will help to achieve
the specific objective mentioned above:
- To foster the culture of internationalisation as a key aspect prior to the increase of the
Spanish export base.
- Encourage and promote the use of digital marketing as a basic tool to improve the
positioning of SMEs in international markets.
- Strengthen the training of human capital in the use of new technologies as tools to boost the
internationalisation of companies, in order to improve the external competitiveness of Spanish
enterprises in the medium term.
- Provide knowledge and information to companies to better develop their internationalisation
processes.
- Facilitate the presence of the Spanish company abroad.
- Support the improvement of the company's position and its competitiveness through
internationalisation.
Project INTRA: Good Practice #9 � Digital Xpande Support program | 4 / 12
- Contribute to the increase of the Spanish export base and favour the consolidation of a
larger number of regular exporting companies.
- Contribute to the diversification of destination markets for Spanish exports.
As specific objectives, the Program aims to:
· Develop a methodology that allows the entrepreneur to start in digital marketing.
· Allow the SME to have a detailed analysis of the current situation of the company;
objectives; detection and analysis of competitors, strategies followed by them;
recommendations, etc.
· Enable the detection of strengths and weaknesses based on a complete, systematic
and objectively applied analysis.
· Provide SMEs with a strategic orientation based on markets to face as well as
products/ services, developing their strategy on the Internet, within the framework of
internationalisation.
· Provide SMEs with the necessary tools to strengthen themselves in the target market,
selecting and planning the most appropriate digital marketing actions based on their
client, product, service and country.
5.3. Partners involved
Chamber of Commerce of Spain
Chamber of Commerce of Badajoz
5.4. Total cost of the practice
For each company:
- Counselling Phase: Valued at a maximum of � 2,000
- Support Phase: up to � 4,000, available to companies to spend on certain eligible services
related to digital marketing.
Project INTRA: Good Practice #9 � Digital Xpande Support program | 5 / 12
6. Why do you think this could be a good practice?
It can be a good program due mainly to the following reasons:
- It is a program focused on new technologies, whose use is intensive and increasingly usual,
especially in the more developed countries. This trend is global, spreading rapidly to developing
countries.
- Final objectives: increase of export figures and increase of the number of companies exporting
regularly:
- Digital marketing for the promotion of products/ services and positioning of the company in
international markets. It is a very effective, economic and easily measurable alternative for the
company.
- Online distribution channel: It constitutes a very short distribution channel, allowing a direct
entrance to the market. It can be both the main access route to the customer and a
complementary path to the physical distribution.
7. Type of practice (multiple response)
POLICY/REGULATION
X policy + successful implementation
observatory/benchmarking/monitoring the SME Internationalisation activities
dissemination (please specify)
event/festival
FUNDING
funding measure
X financial measure (e.g. tax relief, grant for exports, etc)
investment attraction measure
KNOWLEDGE & INNOVATION
X entrepreneur training, coaching, mentoring, consultancy
X access to knowledge
X technology transfer
open innovation
cross-sectoral networking
Project INTRA: Good Practice #9 � Digital Xpande Support program | 6 / 12
MARKET
X internationalisation (e.g. creation of international partnerships, access to foreign markets, �)
cluster development
incubator/ promotion of start-up
networking, matchmaking, �
OTHER (please specify)
8. How does the practice support and help enhance the SME Internationalisation?
Digital XPANDE provides companies with valuable know-how in online positioning and digital
marketing. After passing through the program, the company will be able to make its own
decisions and make the access to the online channel to other different markets.
9. Which problems/challenges/needs is the practice addressing? Please tick the appropriate
objectives (multiple response)1
Challenges OBJECTIVES Tick where
appropriate
Human
Resources /
Managerial
Capacity
Export coaching course
Incentives to foster internationalisation activity X
Exports forums
Improving interregional technology transfer bodies and
mechanisms
Trade visits
Internationalisation/Export Academies
Other: please specify
SME
Internationalisat
Developing technology incubators
Developing technology parks
1 Based on OECD report on � Top Barriers and Drivers to SME Internationalisation�
Project INTRA: Good Practice #9 � Digital Xpande Support program | 7 / 12
ion support
infrastructure
and services
Market research support X
Export/Internationalisation observatory facilities
IPR support/ Institutional protection of intellectual property
Account management support
Developing technology centres/competence centres/applied
research centres as a key tool for competitive improvement in
businesses
Diversifying and specializing technology centres and services
High level consultancy support ( eg advisors who help innovative
SMEs to boost R&D output and identify adaptations that might
make a product suitable for new overseas markets)
X
Other : please specify
Financing
Insurance solutions & risk management (e.g. covering of exporters
and foreign buyers of exports against commercial and political
risks of non-payment)
Financing short-term exports
Pre-Shipment financing
Post-Shipment financing
Loans
Credit guarantee scheme
Funding/grants for recruitment of advisors, researchers,
accountants X
Funding to attend international trade events and exhibitions
Grants to support any stage of the internationalisation activity X
Other:
Information
provision and
networking
Improving interregional technology transfer bodies and
mechanisms
Creation of thematic critical masses and cluster development
Establishing interregional innovative business clusters and mega-
clusters
Fostering the transferability of innovative technologies overseas
Export promotional activities/marketing X
Regularly updated analysis reports on foreign markets
Trade missions
Partner search & alliances
Project INTRA: Good Practice #9 � Digital Xpande Support program | 8 / 12
One stop customer centre to assist SME exporters with foreign
market information and contacts
Trade centres abroad ( that can offer market research information,
trade fair support etc)
Market intelligence services X
Other: please specify
Indirect actions:
proactive
measures to
stimulate SME
internationalisat
ion
Venture capital funds that finance innovative and high-growth
companies
Public funding schemes for start-ups
Improvement of technological capabilities of export-oriented SMEs X
Other : please specify
10. Source of funding (multiple response)
regional funds
national funds
EU funds � H2020
X EU funds � ERDF
EU funds � other (please specify)
X private funding (self-financed)
private (e.g. financed by business angels)
crowdsourcing
X other (please specify): Badajoz Chamber of Commerce
11. Focus (choose the most relevant one)
X focused on the SME Internationalisation
focused on SME support sector
focused on sector specific SME Internationalisation
focused on other sector (please specify)
Project INTRA: Good Practice #9 � Digital Xpande Support program | 9 / 12
12. Is the practice linked to a specific policy? Please add a short description of the policy and
its link to the strategy/programme here.
This good practice responds to the needs derived from the ERDF Operational Program 2014-2020
and is included under the Priority Axis 3 �Enhancing the competitiveness of SMEs�, Investment
Priority 3 (d) �Supporting the capacity of small and medium sized enterprises to grow in regional,
national and international markets and to engage in innovation processes�, and the Specific
Objective: OE.3.4.3. To promote the internationalisation of SMEs, for their development in the
"Transition", "Less developed" and "More developed" regions, with the Chamber of Commerce,
Industry, Services and Navigation of Spain being the Intermediate Agency responsible for its
management.
13. If this practice is not focused on the SME Internationalisation, why do you think it is
applicable in this field?
14. Geographical focus (choose one answer)
local
regional
X national
European
international
15. Actors involved in the practice (multiple response)
regional government
national government
development agency
university or research institution
X SME, enterprises
Project INTRA: Good Practice #9 � Digital Xpande Support program | 10 / 12
association of enterprises/professionals
X other (please specify): Spanish Chamber of Commerce
X other (please specify): Badajoz Chamber of Commerce
16. Outputs: direct consequences of the practice. Depending on the practice goals, please
provide quantitative indicators that are available for your practice. Some examples are listed
below:
QUANTITATIVE
INDICATOR
TIMEFRAME (during which
time?)
INFO SOURCE (if
available)
This program is not yet running, although it is expected to be done imminently, before the
end of 2016.
17. Please state if this practice is transferable in terms of:
X organisational model / implementation process
X specific tools (e.g. training, financial support, �.)
policy making process
definition of financial feasibility
methodology for the assessment of the problem to be address
methodology for the involvement of the targeted stakeholders
risk management strategy involved
exit strategy involved
review and maintenance methodology
metrics for the evaluation of the implementation process
X marketing strategy
other (please specify)
Project INTRA: Good Practice #9 � Digital Xpande Support program | 11 / 12
18. List main success factors referred to the context where the practice took place
SUCCESS FACTOR DESCRIPTION IS THE SUCCESS FACTOR
RELEVANT FOR
TRANSFERABILITY IN A
DIFFERENT LOCAL CONTEXT?
e.g. efficient laws on public support of enterprises.
Region AAA is committed in SME Internationalisation support
thanks to a Competitiveness Plan (www.region.aa.com)
Very relevant
Relevant
Party relevant
Not relevant
e.g. positive perception of public funding mechanisms Very relevant
Relevant
Party relevant
Not relevant
e.g. social capital and competent HR availble Very relevant
Relevant
Party relevant
Not relevant
e.g. strong training organisation already existing on the area Very relevant
Relevant
Party relevant
Not relevant
19. Further materials and reference available (paper, PPT, information sheet, leaflet, video,
press releases, articles, blogs, photos,...). Please list and enclose
Project INTRA: Good Practice #9 � Digital Xpande Support program | 12 / 12
20. REFERENCES:
Contact Details: contact person of the practice (name, e-mail, �)
Badajoz Chamber of Commerce
Internationalisation and Foreing Markets Department
+34 924 234 600 ext. 1
e-mail: [email protected]
Contact Details: person compiling this form (name, e-mail, �)
OTHER RELEVANT INFO
Project INTRA: Good Practice #10 � IBEROEXPORT: Outsourcing of export services | 2 / 10
1. Name of the organisation owner of in charge of the practice
IBEROEXPORT S.C.
2. Region/country where the practice takes place
SPAIN
3. Title of the case/practice
OUTSOURCING OF EXPORT SERVICES FOR FINE FOODS PRODUCERS
4. Website (If available)
www.iberoexport.es
5. Description of the case/practice (around 2000-2500 characters)
IBEROEXPORT is a company founded in 2012. The founders are professionals in export
departments of food/ beverages companies since more than 10 years ago.
IBEROEXPORT is an outsourcing of export services just focused in food industry. We offer to
food producers the chance of externalize the international sales department in our company.
IBEROEXPORT offer to their clients the whole management of the export department: sales,
clients, financial assessment, payment management, Exhibitions, marketing...
IBEROEXPORT is mainly focused in PYMES (Small & medium companies). Obviously big
companies have their own export departments and in many of the cases they use to have a big
development in international markets, so our services are not needed.
5.1. Duration (start-end)
January 2012- ...
Project INTRA: Good Practice #10 � IBEROEXPORT: Outsourcing of export services | 3 / 10
5.2. Goals
- We Are working with 25 Spanish producers
- We are distributing our products in 45 markets
- We work with more than 200 importers/ distributors/ retailers
- We have improved fine food packaging to be exported to International markets
- We have improved jobs for our producers/ clients. If sales increase jobs in that
companies are going to increase too.
- We have contributed to the Regional Economy.
5.3. Partners involved
Regional SME founded by Jaime Mejías and Víctor Muñoz.
5.4. Total cost of the practice
AROUND 15.000 TO CREATE THE COMPANY (OFFICE, COMPUTERS, MATERIALS,
PHONES, COMMUNICATION, FIRST EXHIBITIONS, TRAVELS...)
6. Why do you think this could be a good practice?
Because we are creating jobs, because we are improving the foreign investment in our region,
because we are giving to know every day the food and products from Extremadura and because
we are giving a very important service to producers from Extremadura and rest of Spain.
7. Type of practice (multiple response)
POLICY/REGULATION
policy + successful implementation
observatory/benchmarking/monitoring the SME Internationalisation activities
dissemination (please specify)
event/festival
FUNDING
funding measure
Project INTRA: Good Practice #10 � IBEROEXPORT: Outsourcing of export services | 4 / 10
financial measure (e.g. tax relief, grant for exports, etc)
investment attraction measure
KNOWLEDGE & INNOVATION
entrepreneur training, coaching, mentoring, consultancy
access to knowledge
technology transfer
open innovation
cross-sectoral networking
MARKET
x internationalisation (e.g. creation of international partnerships, access to foreign markets, �)
cluster development
incubator/ promotion of start-up
networking, matchmaking, �
OTHER (please specify)
SME
8. How does the practice support and help enhance the SME Internationalisation?
Our clients use to demand sales export services to improve their turnover in International
markets. They need to position their products and their brands in as much international markets
as better so they are able to diversify the risks.
Some of our producers contract our services just for a concrete territory or market. For example:
please expand our sales in South & Central America. Because they have consolidated their
brands in Europe and they want to open some other new markets.
Project INTRA: Good Practice #10 � IBEROEXPORT: Outsourcing of export services | 5 / 10
9. Which problems/challenges/needs is the practice addressing? Please tick the appropriate
objectives (multiple response)1
Challenges OBJECTIVES Tick where
appropriate
Human
Resources /
Managerial
Capacity
Export coaching course
Incentives to foster internationalisation activity
Exports forums x
Improving interregional technology transfer bodies and
mechanisms
Trade visits x
Internationalisation/Export Academies
Other: please specify
SME
Internationalisat
ion support
infrastructure
and services
Developing technology incubators
Developing technology parks
Market research support
Export/Internationalisation observatory facilities
IPR support/ Institutional protection of intellectual property
Account management support
Developing technology centres/competence centres/applied
research centres as a key tool for competitive improvement in
businesses
Diversifying and specializing technology centres and services
High level consultancy support ( eg advisors who help innovative
SMEs to boost R&D output and identify adaptations that might
make a product suitable for new overseas markets)
Other : please specify
Financing
Insurance solutions & risk management (e.g. covering of exporters
and foreign buyers of exports against commercial and political
risks of non-payment)
Financing short-term exports
Pre-Shipment financing
Post-Shipment financing
Loans
Credit guarantee scheme
1 Based on OECD report on � Top Barriers and Drivers to SME Internalization�
Project INTRA: Good Practice #10 � IBEROEXPORT: Outsourcing of export services | 6 / 10
Funding/grants for recruitment of advisors, researchers,
accountants
Funding to attend international trade events and exhibitions
Grants to support any stage of the internationalisation activity
Other: please specify
Information
provision and
networking
Improving interregional technology transfer bodies and
mechanisms
Creation of thematic critical masses and cluster development
Establishing interregional innovative business clusters and mega-
clusters
Fostering the transferability of innovative technologies overseas
Export promotional activities/marketing x
Regularly updated analysis reports on foreign markets
Trade missions x
Partner search & alliances
One stop customer centre to assist SME exporters with foreign
market information and contacts
Trade centres abroad ( that can offer market research information,
trade fair support etc)
Market intelligence services
Other: please specify
Indirect actions:
proactive
measures to
stimulate SME
internationalisat
ion
Venture capital funds that finance innovative and high-growth
companies
Public funding schemes for start-ups
Improvement of technological capabilities of export-oriented SMEs
Other : please specify
10. Source of funding (multiple response)
x regional funds
national funds
EU funds � H2020
EU funds � ERDF
EU funds � other (please specify)
Project INTRA: Good Practice #10 � IBEROEXPORT: Outsourcing of export services | 7 / 10
x private funding (self-financed)
private (e.g. financed by business angels)
crowdsourcing
other (please specify)
11. Focus (choose the most relevant one)-
x focused on the SME Internationalisation
focused on SME support sector
focused on sector specific SME Internationalisation
focused on other sector (please specify)
12. Is the practice linked to a specific policy? Please add a short description of the policy and
its link to the strategy/programme here.
We use to work with AVANTE EXTREMADURA, CAMARA DE COMERCIO (mainly Badajoz and
also Caceres), ICEX & FIAB (International Federation of food and beverages). We participate in
exhibitions, direct missions, indirect missions, promotions in supermarkets�
13. If this practice is not focused on the SME Internationalisation, why do you think it is
applicable in this field?
14. Geographical focus (choose one answer)
local
regional
national
European
x international
Project INTRA: Good Practice #10 � IBEROEXPORT: Outsourcing of export services | 8 / 10
15. Actors involved in the practice (multiple response)
x regional government
x national government
x development agency
university or research institution
SME, enterprises
x association of enterprises/professionals
other (please specify)
16. Outputs: direct consequences of the practice. Depending on the practice goals, please
provide quantitative indicators that are available for your practice. Some examples are
listed below:
QUANTITATIVE
INDICATOR
TIMEFRAME (during which
time?)
INFO SOURCE (if
available)
Number of Direct Clients 2012-2016 10
Number of Indirect Clients
(Comission / Percentage)
2012-2016 18
Number of References 2012-2016 156
Number of Markets 2012-2016 48
17. Please state if this practice is transferable in terms of:
x organisational model / implementation process
x specific tools (e.g. training, financial support, �.)
x policy making process
definition of financial feasibility
methodology for the assessment of the problem to be address
methodology for the involvement of the targeted stakeholders
risk management strategy involved
exit strategy involved
review and maintenance methodology
Project INTRA: Good Practice #10 � IBEROEXPORT: Outsourcing of export services | 9 / 10
metrics for the evaluation of the implementation process
x marketing strategy
other (please specify)
18. List main success factors referred to the context where the practice took place
SUCCESS FACTOR DESCRIPTION IS THE SUCCESS FACTOR
RELEVANT FOR
TRANSFERABILITY IN A
DIFFERENT LOCAL CONTEXT?
Efficienct laws on public support of enterprises in
EXTREMADURA
X Very relevant
Relevant
Party relevant
Not relevant
Positive perception of public funding mechanisms- BY FINE
FOOD PRODUCERS
x Very relevant
Relevant
Party relevant
Not relevant
Social capital and competent HR available x Very relevant
Relevant
Party relevant
Not relevant
Strong training organisation already existing on the area Very relevant
x Relevant
Party relevant
Not relevant
Project INTRA: Good Practice #10 � IBEROEXPORT: Outsourcing of export services | 10 / 10
19. Further materials and reference available (paper, PPT, information sheet, leaflet, video,
press releases, articles, blogs, photos,...). Please list and enclose
20. REFERENCES:
Contact Details: contact person of the practice (name, e-mail, �)
JAIME MEJIAS GARCIA
Contact Details: person compiling this form (name, e-mail, �)
JAIME MEJIAS GARCIA
OTHER RELEVANT INFO
In our sector is really important the daily support of the Regional Government. Weapons like
ALIMENTOS DE EXTREMADURA, Financial help for exhibitions and the work of people from
EXTREMADURA AVANTE & CAMARAS DE COMERCIO is totally essential for food industry
development. Extremadura is one of the most important producers of raw materials. It´s time to
make brands and getting the added value of the products by ourselves
Project INTRA: Good Practice Template | 2 / 10
1. Name of the organisation owner of in charge of the practice
COCIPREX
2. Region/country where the practice takes place
Extremadura (SPAIN)
3. Title of the case/practice
INNOVATION AS A DRIVER TO ACCESS NEW MARKETS
4. Website (If available)
www.cociprex.com
5. Description of the case/practice (around 2000-2500 characters)
COCIPREX is a company founded in 2013 and based in Extremadura Region. It is a
manufacturer of fifth range deep-frozen gourmet products, servicing the food industry throughout
Spain and beyond. Our products are totally healthy and natural, part of our Mediterranean
alimentation.
We elaborate prepared meals through an advanced technology process of deep-freezing(-40ºC).
This method enables an optimal preservation of nutritional values, flavours and textures, with the
guarantee of a long product self life.
COCIPREX has a wide range of gourmet food: appetizers, tapas, pan and desserts. All
ingredients are healthy, natural and harvested in a sustainable way, with a shelf life of 18
months.
Our clients includes distinguished national and international foodservice distributors, catering
and hospitality companies. We also can produce a range of products for the retail market mainly
in gourmet supermarkets, delicatessens and grocery stores.
Project INTRA: Good Practice Template | 3 / 10
5.1. Duration (start-end)
Started in 2013
5.2. Goals
As a trusted supplier COCIPREX focuses on food safety protocols, facility inspections,
technology, security and monitoring, supplier-related protocols as well as sustainable
sourcing and supplier diversity.
Our main goal is to answer to modern customer demands: a new product, high quality and
excellent taste.
Our objective is to consolidate our existing performance (Spain, Portugal, France and Malta)
and find ways to grow. Expanding into new markets (EU, UAE and Mexico) and diversifying
by adding retail line to our HORECA range can be an effective way to grow our business.
5.3. Partners involved
Suppliers, governmental organisations, non-governmental organisations
5.4. Total cost of the practice
Not apply
6. Why do you think this could be a good practice?
Our meals quality control is strict & safe, with a constant supervision & fast correction measures.
On the other hand traceability standards of our products are assured with a strict supervision,
each step of the production is controlled from the beginning to the end consumer.
These controls regarding PRODUCTION, together with the advanced technology process and
novelty of products (INNOVATION), and the success in facing international markets (EXPORTS)
could make of COCIPREX a good practice.
Firms grow either by launching new products (innovation) or by attracting new customers
Project INTRA: Good Practice Template | 4 / 10
(internationalisation) or by using a mixed strategy. We conclude that innovation and
internationalisation combined is the most advisable option, especially when domestic market
is limited, etc. Taken the company as a bundle of resources (tangible and intangible),
entrepreneurial creativity and capabilities are needed to integrate and combine resources so as
to construct value innovation and sustainable competitive advantage of the company.
COCIPREX have earned its international reputation by building on a balance between the
familiar (the very local) and the unfamiliar (the global), a bridge between the locally sourced
ingredients (virgin olive oil, cheese, fruits and vegetables, Ibérico ham...) and universal flavors,
textures, preparation styles and technologic processes. As a result, COCIPREX creates 5th
range products with new flavour twists.
7. Type of practice (multiple response)
POLICY/REGULATION
x policy + successful implementation
observatory/benchmarking/monitoring the SME Internationalisation activities
dissemination (please specify)
event/festival
FUNDING
x funding measure
financial measure (e.g. tax relief, grant for exports, etc)
x investment attraction measure
KNOWLEDGE & INNOVATION
x entrepreneur training, coaching, mentoring, consultancy
x access to knowledge
x technology transfer
x open innovation
cross-sectoral networking
MARKET
x internationalisation (e.g. creation of international partnerships, access to foreign markets, �)
cluster development
incubator/ promotion of start-up
networking, matchmaking, �
OTHER (please specify)
Project INTRA: Good Practice Template | 5 / 10
8. How does the practice support and help enhance the SME Internationalisation?
Product innovation of COCIPREX with its development of greater differentiation and product characteristics leads to competitive advantage in foreign markets. This pushed the company to start internationalisation/involve in international activities and to further grow and capitalization of its investment.
9. Which problems/challenges/needs is the practice addressing? Please tick the appropriate
objectives (multiple response)1
Challenges OBJECTIVES Tick where
appropriate
Human
Resources /
Managerial
Capacity
Export coaching course
Incentives to foster internationalisation activity x
Exports forums
Improving interregional technology transfer bodies and
mechanisms x
Trade visits x
Internationalisation/Export Academies
Other: please specify
SME
Internationalisat
ion support
infrastructure
and services
Developing technology incubators
Developing technology parks
Market research support x
Export/Internationalisation observatory facilities x
IPR support/ Institutional protection of intellectual property x
Account management support
Developing technology centres/competence centres/applied
research centres as a key tool for competitive improvement in
businesses
Diversifying and specializing technology centres and services
High level consultancy support ( eg advisors who help innovative
SMEs to boost R&D output and identify adaptations that might
make a product suitable for new overseas markets)
x
Other : please specify
1 Based on OECD report on � Top Barriers and Drivers to SME Internalization�
Project INTRA: Good Practice Template | 6 / 10
Financing
Insurance solutions & risk management (e.g. covering of exporters
and foreign buyers of exports against commercial and political
risks of non-payment)
x
Financing short-term exports x
Pre-Shipment financing
Post-Shipment financing
Loans x
Credit guarantee scheme x
Funding/grants for recruitment of advisors, researchers,
accountants x
Funding to attend international trade events and exhibitions x
Grants to support any stage of the internationalisation activity x
Other: please specify
Information
provision and
networking
Improving interregional technology transfer bodies and
mechanisms
Creation of thematic critical masses and cluster development
Establishing interregional innovative business clusters and mega-
clusters
Fostering the transferability of innovative technologies overseas x
Export promotional activities/marketing x
Regularly updated analysis reports on foreign markets x
Trade missions x
Partner search & alliances x
One stop customer centre to assist SME exporters with foreign
market information and contacts
x
Trade centres abroad ( that can offer market research information,
trade fair support etc)
x
Market intelligence services x
Other: please specify
Indirect actions:
proactive
measures to
stimulate SME
internationalisat
ion
Venture capital funds that finance innovative and high-growth
companies
x
Public funding schemes for start-ups
Improvement of technological capabilities of export-oriented SMEs x
Other : please specify
Project INTRA: Good Practice Template | 7 / 10
10. Source of funding (multiple response)
x regional funds
x national funds
EU funds � H2020
EU funds � ERDF
x EU funds � other (please specify)
x private funding (self-financed)
private (e.g. financed by business angels)
crowdsourcing
other (please specify)
11. Focus (choose the most relevant one)
focused on the SME Internationalisation
focused on SME support sector
x focused on sector specific SME Internationalisation
focused on other sector (please specify)
12. Is the practice linked to a specific policy? Please add a short description of the policy and
its link to the strategy/programme here.
PIMEX
Consolidation Plan
Country Plan
Personalised Agendas
13. If this practice is not focused on the SME Internationalisation, why do you think it is
applicable in this field?
Not apply
Project INTRA: Good Practice Template | 8 / 10
14. Geographical focus (choose one answer)
x local
x regional
x national
x European
x international
15. Actors involved in the practice (multiple response)
x regional government
x national government
x development agency
university or research institution
x SME, enterprises
x association of enterprises/professionals
other (please specify)
16. Outputs: direct consequences of the practice. Depending on the practice goals, please
provide quantitative indicators that are available for your practice. Some examples are
listed below:
QUANTITATIVE
INDICATOR
TIMEFRAME (during which
time?)
INFO SOURCE (if
available)
Project INTRA: Good Practice Template | 9 / 10
17. Please state if this practice is transferable in terms of:
organisational model / implementation process
specific tools (e.g. training, financial support, �.)
policy making process
definition of financial feasibility
methodology for the assessment of the problem to be address
methodology for the involvement of the targeted stakeholders
risk management strategy involved
x exit strategy involved
review and maintenance methodology
metrics for the evaluation of the implementation process
marketing strategy
other (please specify)
18. List main success factors referred to the context where the practice took place
SUCCESS FACTOR DESCRIPTION IS THE SUCCESS FACTOR
RELEVANT FOR
TRANSFERABILITY IN A
DIFFERENT LOCAL CONTEXT?
e.g. efficienct laws on public support of enterprises.
Region AAA is committed in SME Internationalisation support
thanks to a Competitiveness Plan (www.region.aa.com)
Very relevant
x Relevant
Party relevant
Not relevant
e.g. positive perception of public funding mechanisms Very relevant
x Relevant
Party relevant
Not relevant
e.g. social capital and competent HR availble x Very relevant
Relevant
Party relevant
Not relevant
Project INTRA: Good Practice Template | 10 / 10
e.g. strong training organisation already existing on the area Very relevant
Relevant
x Party relevant
Not relevant
19. Further materials and reference available (paper, PPT, information sheet, leaflet, video,
press releases, articles, blogs, photos,...). Please list and enclose
Not apply
20. REFERENCES:
Contact Details: contact person of the practice (name, e-mail, �)
Maya Bessonova
Contact Details: person compiling this form (name, e-mail, �)
OTHER RELEVANT INFO
1. Name of the organisation owner of in charge of the practice
Señorío de Montanera S.L.
2. Region/country where the practice takes place
Extremadura/Spain
3. Title of the case/practice
Customized raw meat products from Iberian pork�s, for the Japanese Market
4. Website (If available)
www.senorio.es/en; www.tienda.senorio.es/en
5. Description of the case/practice (around 2000-2500 characters)
The company Señorío de Montanera (www.senorio.es/www.tienda.senorio.es),
owned by a group of 75 members (Iberian pig farmers), was created in 1992 from a
traditional livestock activity developed within a sustainable ecosystem called
"dehesa" (an ecosystem coming from the Romans´ time) where the reproduction
and fattening (production of raw material) is carried out.
As a consequence of the commitment for business cooperation among the Señorío
de Montanera´s partners, it was decided to implement an integral business model,
beyond reproduction and fattening, that incorporates all the stages involved in the
cycle (production, industrial transformation and commercialization), with the aim of
creating and retaining the highest added value along its value chain.
The main product range of Señorío de Montanera´s brand coincides with the range
of products from other companies in the same sector, made from traditional recipes
elaborated in the Southwest of the Iberian Peninsula, including Iberian acorn hams
as well as a well-developed range of �embutidos� (other cured products derived). All
the meat is coming from Iberian pork of Montanera, fed with acorn and pasture in
the last stage of the fattening cycle and according to the specifications of the
Denomination of Origin Dehesa de Extremadura (http://dehesa-extremadura.com).
With this traditional range of products, the company has placed its products in the
main points of sale (retailers) through an efficient positioning strategy, both in the
domestic market and in selected international markets (eg UK), based
fundamentally in the quality of its products and in its business management system.
For the development of the new business, the company got support on public
resources, mainly referring to subsidies and financing applied to: investment in fixed
assets, acquisition of goods and equipment, R&D&I in processes and products, and
participation in fairs and trade missions.
Annual turnover of the company (total annual):
2015 2014
NET AMOUNT BUSINESS 16.001.847,88 � 14.047.044,45 �
Annual production volume (No. of slaughtered pigs and total tonnes of final
product):
Year Nº of pigs Total T produced
2012 20.185 2.423
2013 11.486 1.392
2014 13.821 1.971
2015 17.644 2.642
Turnover by geographic markets:
% turnover by geograpical market 2015
National 54,7%
European Union (EU) 9,5%
Other Countries (non EU) 37,5%
Based on the positioning of the traditional range of products in the national and key
international markets, the company started to develop an Internationalisation
Strategy specialized in a concrete product/market consisting of "customizing raw
meat products from Iberian pork's for the Japanese market", which will be the
case of GP practice to be analysed.
5.1. Duration (start-end)
The start year for the commercial activity of fresh meat to Japan was 2007.
5.2. Goals
General Goals:
Based on the positioning of the traditional range of products achieved in the national
and key international markets, the company's international strategy has pursued the
following strategic objectives:
� Improvement and maintenance of the positioning in consolidated
international markets with the range of cured hams and products
derived (controlled drying and maturity process). Traditional but
disappeared Iberian cured acorn products derived such as hand carved
loin have been included in the product portfolio, as well as new ones
such as organic products.
� Opening and consolidation of new international markets, also with the
range of Iberian acorn hams and products derived: United Kingdom,
Canada and Chile.
� Opening and consolidation of special markets with new Iberian pork
products: eg "Customized raw meat products from Iberian pork's for the
Japanese Market".
Specific Goals:
Regarding the challenges that the company is facing in its relationship with the
Japanese client and that Señorío de Montanera must address successfully in the
short term, we have the following:
· Logistics: to incorporate the FIFO model ("First In / First Out") into its
storage system. To get it we need to change and expand the frozen
store.
· Investments: Incorporate a specific "slicing and heat sealing line" for
fresh meat products. This action and the previous one are estimated at
approximately an investment of 1,200,000 � (2017-2018).
5.3. Partners involved
The company Señorío de Montanera (www.senorio.es/www.tienda.senorio.es) is
owned by a group of 75 members (Iberian pig farmers) and was created in 1992.
5.4. Total cost of the practice
From the point of view of financing for this new business line, the investment in fixed
assets has been of approximately � 500,000 (during the lifetime of this project) and
the total annual budget (fixed and variable costs) has been calculated in about
�1,500,000 per year, which has been maintained continuously over the last 10
years.
6. Why do you think this could be a good practice?
The starting point or motivation to face/approach the new product/market strategy
(raw meat from Iberian pork to Japan) was based on the following two ideas from the
company's own vision:
� There is always an international market and customer willing to buy any
type of product that exists in many other companies. It is needed just look
for it and select the right one.
� To search for international markets and customer segment capable of
paying more than the national market for high quality products that are
cheap in the domestic market or are considered as by-products.
The opportunity offered by the Japanese market was identified by means of the
following key aspects:
� Through other competitors (competition analysis), we detected that Iberian
meat sales were made to high purchasing power markets, very demanding
in quality and traceability.
� Fresh Iberian pork meat is a high quality product that 10-15 years ago was
considered a low-priced by-product in Spain.
� Iberian meat is very remindful to traditional Japanese meats (heavy pork
and Waiju beef). In fact, the "cataro" is a piece of meat that is very popular
in Japan and we prepare it with Iberian pigs.
� Red meats, with a lot of fat -intra and extra muscular- (pure Iberian breed),
very done meat ("old pigs" of more than one year), and with a fatty acid
profile with a high percentage of oleic acid, makes it ideal to be cooked,
boiled or lightly grilled, as the Japanese do with the most appreciated
meats (either from Japanese origin or imported).
� Once this opportunity was detected, the main importers of meat in Japan
were identified and the first commercial missions were started.
Based on these arguments, this case is considered as a good practice because of:
� The effort and business cooperation commitment between the partners of
the company: evolving from the traditional model (only breeding and
fattening) to the integration of all stages in the production cycle (production
à industrial transformation à commercialization -national and international
scope-).
� Organizational Innovation: creation of an Export Department and another
one of Quality Management to meet the demand of the Japanese market.
� Customization Process from the offer to the demand.
� HR Management: selection and training of staff for the new line of business
(in the export, quality and production departments).
7. Type of practice (multiple response)
POLICY/REGULATION
X policy + successful implementation
X observatory/benchmarking/monitoring the SME Internationalisation activities
dissemination (please specify)
X event/festival
FUNDING
X funding measure
x financial measure (e.g. tax relief, grant for exports, etc)
X investment attraction measure
KNOWLEDGE & INNOVATION
entrepreneur training, coaching, mentoring, consultancy
X access to knowledge
X technology transfer
open innovation
cross-sectoral networking
MARKET
X internationalisation (e.g. creation of international partnerships, access to foreign
markets, �)
cluster development
incubator/ promotion of start-up
networking, matchmaking, �
OTHER (please specify)
8. How does the practice support and help enhance the SME Internationalisation?
� Access and participation to international commercial fairs and missions
� Funding for new investments
� Access to knowledge
� Technology transfer
9. Which problems/challenges/needs is the practice addressing? Please tick the
appropriate objectives (multiple response)
Challenges OBJECTIVES Tick where
appropriate
Human Resources
/ Managerial
Capacity
Export coaching course
Incentives to foster internationalisation activity X
Exports forums X
Improving interregional technology transfer bodies
and mechanisms X
Trade visits X
Internationalisation/Export Academies X
Other: please specify
SME
Internationalisation
support
infrastructure and
services
Developing technology incubators
Developing technology parks
Market research support
Export/Internationalisation observatory facilities
IPR support/ Institutional protection of intellectual
property
Account management support
Developing technology centres/competence
centres/applied research centres as a key tool for
competitive improvement in businesses
X
Diversifying and specializing technology centres
and services
High level consultancy support (e.g. advisors who
help innovative SMEs to boost R&D output and
identify adaptations that might make a product
suitable for new overseas markets)
X (Quality
System
Development)
Other: please specify
Financing
Insurance solutions & risk management (e.g.
covering of exporters and foreign buyers of
exports against commercial and political risks of
non-payment)
Financing short-term exports
Pre-Shipment financing
Post-Shipment financing
Loans
Credit guarantee scheme
Funding/grants for recruitment of advisors,
researchers, accountants
Funding to attend international trade events and
exhibitions
Grants to support any stage of the
internationalisation activity
Other: please specify
Information
provision and
networking
Improving interregional technology transfer bodies
and mechanisms
Creation of thematic critical masses and cluster
development
Establishing interregional innovative business
clusters and mega-clusters
Fostering the transferability of innovative
technologies overseas
Export promotional activities/marketing
Regularly updated analysis reports on foreign
markets
Trade missions X
Partner search & alliances
One stop customer centre to assist SME exporters
with foreign market information and contacts
Trade centres abroad ( that can offer market
research information, trade fair support etc)
Market intelligence services
Other: please specify
Indirect actions:
proactive
measures to
stimulate SME
internationalisation
Venture capital funds that finance innovative and
high-growth companies
Public funding schemes for start-ups
Improvement of technological capabilities of
export-oriented SMEs
X
Other : please specify
10. Source of funding (multiple response)
X regional funds
X national funds
EU funds � H2020
EU funds � ERDF
X EU funds � other (please specify) FEOGA
X private funding (self-financed)
private (e.g. financed by business angels)
crowdsourcing
other (please specify)
11. Focus (choose the most relevant one)
X focused on the SME Internationalisation
focused on SME support sector
focused on sector specific SME Internationalisation
focused on other sector (please specify)
12. Is the practice linked to a specific policy? Please add a short description of the policy and
its link to the strategy/programme here.
Yes, through the following programmes:
· Programa PIMEX (Extremadura Avante)
· International missions and trade fairs (Extremadura Avante/Chamber of Commerce)
13. If this practice is not focused on the SME Internationalisation, why do you think it is
applicable in this field?
Not applicable
14. Geographical focus (choose one answer)
local
regional
national
European
X international
15. Actors involved in the practice (multiple response)
X regional government
X national government
X development agency
X university or research institution
X SME, enterprises
association of enterprises/professionals
other (please specify)
16. Outputs: direct consequences of the practice. Depending on the practice goals, please
provide quantitative indicators that are available for your practice. Some examples are
listed below:
QUANTITATIVE
INDICATOR
TIMEFRAME (during which
time?)
INFO SOURCE (if
available)
Number of clients (meat
distributors)
3 years Internal data
(confidential)
Income increase (�) Along 10 years Internal data
(confidential)
Access to new
international markets as
consequence of the
practice
7 years Internal data
(confidential)
17. Please state if this practice is transferable in terms of:
X organisational model / implementation process
X specific tools (e.g. training, financial support, �.)
X policy making process
X definition of financial feasibility
methodology for the assessment of the problem to be address
methodology for the involvement of the targeted stakeholders
risk management strategy involved
X exit strategy involved
review and maintenance methodology
metrics for the evaluation of the implementation process
X marketing strategy
other (please specify)
18. List main success factors referred to the context where the practice took place
SUCCESS FACTOR DESCRIPTION IS THE SUCCESS FACTOR
RELEVANT FOR
TRANSFERABILITY IN A
DIFFERENT LOCAL
CONTEXT?
Efficient laws on public support of enterprises.
Extremadura Region is committed in SME
Internationalisation support thanks to a
Competitiveness Plan (www.extremaduraavante.es)
X Very relevant
Relevant
Party relevant
Not relevant
Environmental support/ quality conditions (�dehesa
ecosystem�) well developed and maintained in
Extremadura Region
X Very relevant
Relevant
Party relevant
Not relevant
Social capital and competent HR available Very relevant
X Relevant
Party relevant
Not relevant
Food-technology Agents involvement at the regional
level
Very relevant
X Relevant
Party relevant
Not relevant
19. Further materials and reference available (paper, PPT, information sheet, leaflet, video,
press releases, articles, blogs, photos,...). Please list and enclose
Not applicable
20. REFERENCES:
Contact Details: contact person of the practice (name, e-mail, �)
Mr Francisco Espárrago
President and General Director
Email: [email protected]
Contact Details: person compiling this form (name, e-mail, �)
Mr Francisco Espárrago
President and General Director
Email: [email protected]
OTHER RELEVANT INFO
The business lines of production and commercialisation of fresh meat to the Japanese
market has meant important investments and innovations that have allowed
complying with the demanding quality requirements. Among the most relevant we can
mention:
� Technological Innovation Management.
� New processes: butchering, frozen, etc.
� New products: cuts, formats, packaging, labelling, quality control.
� Quality management System: official approvals, traceability.
� HR Management.
� Selection and training of qualified personnel for the export department.
� Selection and training of qualified personnel for the new productive
processes.
� Financial Management: new investments and new financing.
� Commercialisation Management: market research, opening and
consolidation of new market and customers.
From the point of view of Financing for this new line of business, investment in fixed
assets has been of approximately � 500,000 (over the lifetime of this project) and the
total annual budget (fixed and variable costs) has been calculated in around
� 1,500,000 per year (more processed meat by third parties) that have been
maintained continuously for the last 10 years. These are just the costs of the fresh
meat business line for Japan, although the investments were included in the company
total investments within the global investment budget (approximately � 800,000/ year).
In addition, two research projects have been carried out specifically for Japan (funded
partially by European and Regional funds).
The production volume (total tonnes of final product) of the product line for the
Japanese market (2015) is: 983 T. Part of the production sold to Japan does not come
from Señorío de Montanera and is purchased from other producers but always
applying the Quality Control and labelling system of Señorío de Montanera.
Total turnover volume (export value figures to Japan) in 2015: � 5,095,524.61
The main problems encountered during the process were:
� The difficulty of a foreign language (usually the client just speaks
Japanese).
� The labelling, new formats, sanitary requirements. To solve them we used
a Japanese agent, new labelling machinery, testing and development of
new formats, shrink wrapping and development of shrinking, packaging and
metal detection machinery.
Creation of an autonomous department of Quality Control (independent of commercial
and production).
As a result of the diversification process with the new line of business (raw meat), the
innovations incorporated in the new processes have benefited all the processes in the
rest of the company's product lines. Among others we can highlight the following:
� Improvement of quality and traceability for the rest of meat markets (Spain
and EU).
� To have implemented a powerful system of certifications and quality control
that has made it easier to obtain homologation for other countries like
Canada, Mexico, Korea or Brazil.
� By adapting to product specifications, quality and timing, we have been
able to adapt very well and quickly to other customers� demands in third
countries.