INTERNAL PROJECT MANUAL

INTERNAL PROJECT MANUAL
IC-Industrieconsult Ltd.
FINAL VERSION DATE: 20/10/2011
PROJECT: 2007 CB16IPO006-2009-1-43 Increase the competitiveness of enterprises by focusing on technology and know-how transfer between SMEs, research, industry and educational institutions in the sphere of energy efficiency, renewable energy sources and ICT for the Sofia and Nishava districts
Created on: 20 October 2011 By:

Increase the competitiveness of enterprises by focusing on technology and knowhow transfer between SMEs, research, industry and educational institutions in the sphere of energy efficiency, renewable energy sources and ICT for the Sofia and Nishava districts

The project is co-funded by EU trough the Bulgaria Serbia IPA Cross-border Programme, CCI number 2007CB16IPO006
CONTENTS
PREFACE......................................................................................................3 METHODOLOGY...........................................................................................4 COMPANY VISIT........................................................................................4 TECHNICAL ASSESSMENT.........................................................................7 HOW TO MANAGE PROFILES...................................................................10 BROKERAGE EVENTS..............................................................................17 COMPANY MISSIONS...............................................................................21 ANNEX 1....................................................................................................24 COMPANY VISIT FORM............................................................................25 COMPANY ASSESSMENT FORM...............................................................27 LETTER OF COMMITMENT TEMPLATE......................................................32 TECHNOLOGY OFFER AND TECHNOLOGY REQUEST FORMS....................34

PREFACE
This manual is elaborated and intended to be use for the purposes of the project Increase the competitiveness of enterprises by focusing on technology and know-how transfer between SMEs, research, industry and educational institutions in the sphere of energy efficiency, renewable energy sources and ICT for the Sofia and Nishava districts only. The guidances explained here and the forms suggested have compulsory character for all the project partners in order to ensure common understanding and equal standards for implementation of the project activities.

METHODOLOGY
COMPANY VISIT
1. FIRST CONTACT Resulting from promotion activities of the project (press conferences, press releases, awareness raising seminars, financial instruments seminars, web site etc.), the first contact is important because this is the step where we can transform a potential client into a client. Therefore, the project staff should act strategically to gain the interest of potential clients and respond to their needs whenever they are in line with the service portfolio of the present project. If the client is interested in benefitting from the project services, a face-toface meeting is held with the company in its premises or at the premises of the project partner. For having an efficient face-to-face meeting the following DOs and DON'Ts are important: DOS Contact a high level company representative, i.e. the managing director, sales director or innovation manager; Give basic information about the Project and its services; Show the benefits of being a client of the Project; Explain that the Project services are free of charge. DONTS Inquire sensitive information about the company at this stage Send any form for partnership profiles before the visit 2. PREPARATION OF THE COMPANY VISIT While preparing for the meeting, the project expert should collect all necessary information in order get familiar with the client's profile. Collection of preliminary information could be done through visiting the web-site of the company; by request for preliminary information from the company via e-mail or by other sources such as legal registration data bases, Google and other search engines, public databases, etc. The project expert should also gather information on the products/services

offered by the company in general. It has to be ensured that during the first contact, information about the potential client is gathered, e.g. the sector of activity and its key interests in the Project. It is important that the project expert in charge of conducting the company visit is competent about the kind of client (producer or seller, size, etc.) and possibly also knowledgeable in its sector of activity. The company visit has the following objectives: to understand the needs of the company, explicit and implicit, which the Project can satisfy; to present the specific project services of interest to the company.
The information and the successive qualification of the company cannot be considered valid if the information is acquired through the simple completion of a questionnaire by the company itself. Presentation of Project services to the company When presenting the project services and the partnership process, it is worth to prepare project showcase: a Success story in the same the sector or a success story for a similar service; in case of no success story yet (as will be the case in the beginning of the project implementation) the expert could illustrate the service and the potential benefit from it by giving an example to the client. Sample company profiles taken from the partner's database (if any) or the project database, which might be of interest to the company approached. DOS Acquire as much information as possible about the client before the company visit; Prepare the right questions to assess the client and understand the client's needs; Bring promotional materials and other relevant documentation to present the Project and its services to the client. DONTS View the company visit as a pleasure trip. 3. COMPANY VISIT The visit is a face-to-face meeting at the premises of the company (preferably), between the Project expert and the manager / marketing / innovation representative of the company. During the company visit, we 5

present ourselves and our services. On the one hand, the company visit offers project expert the possibility to get a clear picture about the companys products, activities, customers, partners (local and/or international), processes and technologies. On the other hand, during the company visit the project expert presents the project services that could be relevant to the company's needs. Interviewing and Brainstorming During the interview with the company representative, the project expert should collect sufficient information about the companies level of technology and/or internationalisation and their need for support. The project expert can support the company in clarifying what project services would best match the company's needs and thus support the company in its decision making. The project expert should have the Technical Assessment (TA) questionnaire as a support tool during the company visit and the communication with the company representatives. Forms for collection of information can be found in Annex 1 two forms are suggested: Company Visit form for gathering of basic information on the company in the preliminary stage (initial stage) of the company visit; Technical Assessment form to be utilized should the company appears proper for further collaboration and elaboration of company profile offer or request. Intellectual Property Right (IPR) issues to keep in mind: Is the product or service novel or innovative? Is there any IPR protection (obtained or application submitted) of the product/service/technology such as a registered trade mark, patent or registered design (formally, through intellectual property registrations, or less formally, e.g. the company has documented a process and kept it secret)? If that is the case, which countries are covered? Which organisation or individual owns the IP? Does the IPR belong to a former employer or employee? Is the client aware of how intellectual assets (IA) and intellectual property (IP) can be used as a business tool? Do the companys national and foreign competitors safeguard or protect their IA / IP routinely? Are there options to consider in commercialisation? Does the company understand what these are and the advantages / disadvantages of each to make an informed decision? Is a research project consortium agreement in progress? Should a confidentiality agreement be signed between the participants? 6

DOS
If there are different models: which model has been chosen?
Identify a permanent contact person to represent the company (manager or marketing representative); Show the benefit of being a client of Project (advantages); Get detailed information about the companys products, market situation, certification etc.; collect information having in mind the content of the Company Vist and the Technical Assessment forms Discuss internationalisation strategy. DONTS Visit the company unprepared; Don't make the company fill in questiionares Offer an unrealistic service.
TECHNICAL ASSESSMENT
The objective of the company assessment is to understand the companys experience, capacity and motivation to undertake transnational partnerships and to benefit from the project services. Outcome of the Assessment The Technical Assessment report contains overall RECOMMENDATIONS and conclusions on what project services can the company benefit from drafted in 1-4 pages and is sent to the company. However, this process requires more than mechanical assessment and the decision will be based on the answers to individual questions and on the experienced judgment of the project expert. Gathering of information is done through thorough filling in the company assessment form (Annex 1). Let the company know if it: is not ready in terms of capacity and/or commitment; needs signposting to other non-Project services; will be assessed based on additional information from another source; may continue once some gaps have been addressed; is likely to continue to the partnership profile stage. DOS Ensure that the expert has understanding of international business issues; Check for any problems identified through other business support providers or from background research; 7

Use electronic forms rather than re-typing information, where possible; Let the company know the outcome of the assessment as soon as possible (within an agreed timeframe); Let the company know if there are gaps/issues the company needs to address in order to proceed further with the partnership process. DONTS Send an assessment form without having discussed the companys information with the company; Ask questions of the form one by one as an interview the project expert has to know in advance all the information that has to be gathered and collect it throughout a target-oriented conversation with the companys representative; Let the company think it will automatically create a partnership profile because it has answered the assessment questions; Forget to ask questions which are specific to possible cross-border cooperation between Bulgaria and Serbia; Dismiss the possibility of other services, if the company seems to be not ready for cross-border cooperation. The final stage of the company assessment should include a type of commitment on the part of the company as well as on the part of the Project partner. The involvement of the company, after having followed a thorough assessment by the project expert and having defined the services the company will receive from the Project, is an essential part in order to reach a specific agreement with partners for potential collaboration. The Project officer should explicitly inform the company about the long term relationship sought between the Project partner and the company (it is major part of the sustainability outcomes of the Project). This also underlines the need for continuous communication between the company and the Project expert. In order to offer a proper service, the Project partner should reach a commitment with the company, thus assuring that the expressions of interests received or issued shall meet the expectations of the other part. The commitment phase has three main steps: Define the services the company is expecting from the Project partner Explain what kind of services the Project can provide to the company and what the company can expect from the Project partner. Additionally, the company shall be clear about what is expected from it in terms of responsiveness and information on progress in negotiation. It can be advisable to write down the services to be provided to the

company by the Project when it has been stated that the company is willing to go international and has the capacities to do so. Agreement of commitment between the company and the Project partner (as agreed orally or trough a written letter of commitment) The commitment of the company can be agreed upon orally with the company or formalised (not compulsory according to this methodology) in a letter of commitment (Model of Letter of Commitment is attached in Annex 1), which should be signed by the company and by the Project partner. The letter of commitment should be signed by a legal representative from the company. The agreement of commitment, should include the following items: Commitment of the Project partner: To keep in strict confidence any information gathered during the contact with the company, except that agreed to be published into the partnership profile/s to be elaborated; to efficiently disseminate the Partnership Profile of the company within the Project, to care about the participation in a company mission or at a cooperation brokerage event; to give to the company partnership profiles (from the database); to keep the company updated of the progress of the partnership profile; to evaluate and examine the cooperation proposals received; to make sure that the information delivered by the Project is as relevant as possible; to respond to correspondence from the company within five working days. The commitment of the company concerns managing its partnership profile and the expressions of interests made and received. The agreement should state that the company: Is willing to go abroad; Provides the resources for going abroad; Will respond to the demands of the Project partner during the partnership process; Has the time and commitment to answer potential partners; Will notify the Project partner whenever it does not need the services of the Project; Must notify to the Project on all partnership agreements

signed, at the latest 15 days after the signature if the agreement. Follow up of the commitment You should keep in contact with the company. It is important that the Project partner develops a close follow up of the clients. The commitment between the company and the Project partners should be revised annually. DOS Be clear in what kind of services can be expected from the Project to the client Be clear about the commitment the Project expects from the company Create a formal document, a Letter of Commitment if necessary DONTS Miss out on explaining the importance of commitment for the functioning of the Project Miss out on informing the company that we expect a signature on the PA Statement Letter if they reach a cooperation agreement with the help of the Project .
HOW TO MANAGE PROFILES

This chapter covers business cooperation, technology offers and requests profiles. It addresses their creation, circulation, dissemination and matching within the Project. Whether we publish a profile or disseminate a profile published by one of our colleagues, we establish a relationship with our Project colleagues, which is based on reliance and trust. WE RELY ON OUR COLLEAGUES: 1. To ensure that there is personal knowledge and assessment of the company behind the published profile (see phase 1); 2. To provide us with high quality profiles (based on a set of agreed standards, which are consistent across any type of profile) to be disseminated to our companies; 3. To disseminate the profiles we have published in a targeted way; 4. To follow-up in a timely and efficient manner. As we depend on each other, we shall agree on common standards for the publication and dissemination of profiles. The profiles that will be gathered under the present Project are qualified in two main types: 1

TECHNOLOGY OFFER TECHNOLOGY REQUEST
The following presents the whole lifecycle of a partnership profile. The four main steps are described hereafter: 1. QUALIFY CLIENTS PROJECT AND NEEDS In continuation, with the previous chapter, the knowledge we acquire of our client in the first step helps us decide whether the client is both ready and willing to publish a profile or not. We have here two options: 1. We judge that our client is ready and willing to publish its own profile to find a partner: we create a profile and publish it in the database of the Project; 2. Alternatively, we can decide to simply send existing profiles to our client. Actually, we should not create a profile for our client if: the client has not meet our criteria for readiness; the client is not fully committed; we have no personal knowledge of the company; we dont have the clients agreement to the final version of the profile; our client only wants to sell products/services directly (i.e. not through a distributor/agent). Option 2 is a temporary solution. If, after having received some profiles, the company has found a possible match/is willing to go ahead with the Project brokerage services and if the partner considers it ready, the company should publish a profile. We can also decide to mix both options, i.e. publishing a profile and sending existing profiles to our client. That is highly recommended (see paragraph 3 - Promote and disseminate). 2. CREATE A PROFILE In any section of the profile, quality of contents is essential.. DOS Send a template to the company either in English or in your national language or pre-fill the document before sending it to the company; Ask your client to approve the final version of the profile; When redacting the profile, keep in mind to whom it is directed: - usually to the potential partners of your client, i.e. to companies that understand technical language in the full description; - nevertheless, abstract should be understood by Project officer so that they can target relevant companies in their region and disseminate the profile. 1

Speak about IP issues; Try to balance between offers and requests; Validate the profiles written internally in the organisation.
DONTS Publish without proofreading and editing for quality; Forget to treat all partnership profiles at the same level of quality. 3. MANAGE THE PROFILE The phase is about the follow up of a partnership profile during its lifetime. The company and its profile should not be forgotten once it is published. In fact, keep in mind that the partnership profile should remain 'alive', which means that you have to keep in touch with your client for possible updates. It happens sometimes that the client behind the profile does not respond to incoming interests. In this case, it is essential that you demand an explanation from your client, in order to provide a feedback to the company, which has expressed its interest. In case the client does not react, do not hesitate to remove its profile from the partnership database after prior notification. DOS - See your clients and review their profiles regularly (for instance every six months) in order to decide whether you carry on the published profile or, if you modify or you delete it. DONTS - Don't leave a profile in the database if the client is not reacting or has found the appropriate partner. - Forget to note the date for checking the profile after six months. 4. PROMOTE AND DISSEMINATE EXISTING PROFILES This phase concerns the responsibility of each Project partner to disseminate existing partnership profiles in an efficient and targeted way. It means both: disseminating profiles to targeted groups of companies through the web platform or via e-mail; or via institutional tools (newsletters for instance if any); searching in the partnership database for matching profiles as soon as we publish a profile for our client (as an additional service to our client when we publish its profile). Some of our clients may not be ready or willing to publish a partnership profile at this time. We shall then suggest to the clients that we send existing profiles to them, which may match their needs.

DOS - Use newsletters and RSS feeds to disseminate profiles; - Use trade organization journals to disseminate profiles; - Build a client database for receiving profiles (based on sectors); - You may translate profile abstracts in your own language to disseminate them more effectively; - As an extra service, try to find potential partners for your client through website search or through your colleagues. DONTS - Register a client to a subscription system without their agreement; - Forget to ensure that the client can easily unsubscribe or provide a change of contact details; - Disseminate profiles through mass non- targeted emailing 5. HOW TO WRITE GOOD TOs AND TRs For the purposes of the project are elaborated technology offer (TO) and technology request (TR) forms, based on the best EU practices for gathering and dissemination of this type of information. The forms templates are enclosed in Annex 1. This chapter is based on the Guidelines for filling in the forms, provided by the widest network for technology transfer in the world with a main aim to provide additional opportunities for the clients of the Project to be promoted in sustainable way. Preparing good TOs and TRs requires practice, but following some simple rules summarised below can help you get your message across. Write with the reader in mind: imagine you are talking to a Project colleague or a foreign client who might be interested in your TO or TR. Use everyday English (local language) whenever possible: keep very technical terms to a minimum. Only use them when you think they are necessary for subject experts to understand the technology. Always remember: your communication target is not the client who asked you to submit the profile but the profile recipient: a colleague from the Project or a potential user company that reading the profile. Neither target is supposed to be a specialist in the field relevant to the profile; yet they have to understand what use they can make of the technology offered, or how they can address the technological need of the profile emitter, for a Partnership Agreement/Contract to happen. Use short sentences. Stick to "one sentence, one idea"; Cut out unnecessary words; Make the title of your TO or TR clear and simple: remember that readers often use the title to decide if the TO or TR is worth reading; Avoid jargon and explain acronyms: e.g. "TOs and TRs"

(Technology Offers and Technology Requests); Avoid copying and pasting sections of text from other publications: to use information from a Patent, change the style and use simpler words; Read your TO or TR before submitting it to the database: make sure it is accurate, clear, concise and readable. If possible, ask a colleague to proofread it; Write the Abstract last: it should be a short summary of the TO or TR. Avoid repeating the first paragraph of the Description box, but do include all the key points; Respect the character limit for the sections: if you exceed it, the TO or TR will be rejected. Writing too little will not do justice to your TO or TR; Take your time writing the abstract and title: these are the first and sometimes the only thing potential partners or your client will see. For the purposes of initial information only distribute the titles and abstracts of TOs and TRs to your clients, to save them time and avoid an overflow of non- relevant information. Only if the clients are interested in the information title and abstract contain send the full profile. HOW TO FILL IN THE MAIN FIELDS OF THE FORMS? Stand-alone acronyms, product names, company names or trademarks are not allowed in the profiles. TITLE The title should be clear and meaningful for non-experts in the technology or application field. It should enable clients to see if the Technology Offer/Request interests them, and Project Partners to see which companies or researchers in their region might be appropriate partners. Remember that this is the very first section to be read: it should be clear, concise, and attractive. ABSTRACT Please give a brief description of the technology (max. 500 characters). Remember: this section will be read immediately after the title and will be the basis on which the reader decides whether to read on. Therefore, within the limitation in length and the information specifications listed below (meant to help you target the relevant reader with the appropriate content), it should also be clear, concise and attractive. Abstracts should be written last. Therefore, do not repeat here the first paragraph of the TO/TR description. The abstract of a TO/TR should answer the following questions: Where (geographically) is it from? (Bulgaria or Serbia) What sort of organisation is offering it/looking for it?

only)
What What What What What What
is being offered/requested? can it be/should it be used for? are the main advantages for the user? (for TO only) technology are they looking for? (for TR only) will the technology be used for? (for TR only) stage of development should the technology be at? (for TR
Who are the targeted partners? What sort of deal is sought?
DESCRIPTION Please describe the relevant results or characteristics of the offer (max. 5,000 characters, including the Innovation and advantages field). FOR TOS: Whenever possible, provide background information or a short introductory text to the technology described (this can usually be found with an internet search). Describe the technology or product; try to indicate clearly the innovation you propose or looking for (provide quantitative data if possible). Provide information about the expertise or know-how of the proposer. Do not include a sales promotion of your technology or product. Do not include the advantages of the technology/product, it will come below. Provide a picture or drawing if available. Do not write your description with a specific market in mind: concentrate on the technological aspects of the technology/product you want to offer/request. In the field "Web link to present innovative product", do not put a link to a website where the name of the company and/or the direct contact to the client can be found: the profile must remain anonymous. FOR TRS It is useful to identify the current activities of the company. A technology request may arise in two situations: Your client wants to improve his process or an existing product or needs some help for the development of a new product, or specific expertise for its manufacture. The product and/or processes should be briefly described and the targeted prices and production throughput should be given. Why does this company want to improve a current process or product? What is the current technical problem to be solved, what process is to be

improved and why? Your client wants to broaden the range of his products or services. In this case, a short description of the client's production facilities and of his marketing department and commercial skills would be useful. Include a description of the problem to be solved or technology requested. Provide information about the current process / product to improve. Clearly specify the technical requirements. Describe what is intended to be done with the technology sought, and where the product manufactured with the requested technology will be used. INNOVATIONS AND ADVANTAGES OF THE OFFER (FOR TOs ONLY) Describe clearly the innovative aspects, economic advantages/benefits of the technology: Considering elements such as performance, ease of use, need of specific know-how, or expertise to adopt your technology. Avoid generalities such as best or unique, but try to specify innovation by comparison with prevailing technologies. Whenever possible, quantify the innovative aspects or advantages of your technology/product. FURTHER INFORMATION (TECHNICAL DETAILS CONCERNING THE PROFILE) (FOR TOs ONLY) If useful, provide additional technical information on the product/technical solution without repeating what already stated in the description section. TECHNICAL SPECIFICATIONS/SPECIFIC TECHNICAL REQUIREMENTS (FOR TRs ONLY) The product and/or processes should be briefly described and the targeted prices and production throughput should be given. What are the technologies the company believes could be suitable? What are the technologies the company is sure are not suitable? Are there some specific requirements to take into consideration (temperature, pressure, size, etc)? Clearly specify the technical requirements. CURRENT STAGE OF DEVELOPMENT OF THE TECHNOLOGY OFFERED/ REQUESTED Choose the appropriate stage of development of the technology: - Development phase; - laboratory tested; - Available for demonstration;

Available for demonstration field tested; Already on the market.
COLLABORATION DETAILS Partners contribution - Role and profile of the partners and tasks to be performed. Indicate clearly!!! The type of partner sought (industry, academy, research organisation...). The specific area of activity of the partner (example: manufacturer of plastic packages, distributor of plastic packages, recycler of plastic packages, etc.). The tasks to be performed by the partner sought. If relevant, its size. The more focused the definition, the higher the chances of finding the right partner. INTELLECTUAL PROPERTY RIGHTS (IPR) (For offers only) Do not give too much patent information: it is very sensitive information. It allows any interested party to make a relevant patent search and then "copy" the technology/product by slightly modifying a few details, resulting in a new technology/product similar to the one offered in your TO, but not protected by a patent and freely exploitable by the competition. If the exclusive rights box is ticked you should indicate where the initial patent was granted and say a few words about the company. If the "others" box is ticked you should indicate what exactly the IPR consist of: trademark registration, plant variety right, design patent, etc. or whether no IPR of any kind apply.
BROKERAGE EVENTS
A brokerage event is a series of prearranged transnational meetings organised at a single venue for SMEs. Project partners could organise the venue in combination with a fair, a conference or other kind of event. It is possible as well to bring companies and institutes to a dedicated brokerage event. Based on partnership profiles (or a catalogue of profiles), all participants request meetings with other participants before the event. Some days before the event, a schedule for each participant is calculated showing the exact times and place for each meeting. Integrated tools can be used for the profile development, the validation and for the organisation of meetings. In order to organize a brokerage event, please take into account the following steps: Create a clear event plan: (3-4 months lead time)

Check calendars for competing events and holidays etc. Identify the location: should the brokerage event be organised at a trade fair, at a conference or as a standalone event? Estimate size/number of participants and meetings. Develop the event plan: human and financial resources, time line, location, combination with other events, allocate responsibilities. LOGISTICS (minimum 3 months lead time) Detailed plans for the logistics including room, catering, technical equipment, transportation, additional offers must be developed. It is very important to: Identify and book venue (meeting rooms, tables, catering and hotels if required). Consider renting a conference room in connection to the exhibition halls if the BE is organized in the framework of exhibition or fair. This creates good prerequisites for the meetings as it is connected to the fair but with a quiet atmosphere. RECRUIT PARTICIPANTS AND CRITICAL MASS Recruitment of participants in the brokerage event is the most important step for all partners participating in the event. It is a good idea to have in advance a certain number of profiles from the companies in the region where the BE will be held, uploaded in the catalogue: this provides stimulus for other companies to register. When recruiting companies all partners should explain clearly: - The purpose of the event to find transnational partnerships; - What is expected of the companies preparation, participation, attendance etc; - What the companies can expect from the meetings. Intellectual property right issues to keep in mind The target participant should be informed about IPR. Take caution in revealing sensitive information. If needed, bring a model confidentiality agreement to the event. Know the IPR of the participant and use symbols like or TM to make others aware that IPR are registered. Make sure that IPR are valid in the region hosting the event. If not, expand the IPR in advance. Build catalogue. (1-2 months lead time) Normally final deadline for delivery of profiles should be one month before the event. Based on all collected profiles a catalogue is prepared and sent to all the participants at the event. MATCHING PROCESS Matching process. (2-3 weeks lead time) Encourage participants to select meetings, based on the catalogue. You can choose whether the meetings need to be confirmed at this stage by

the chosen company. Based on the preliminary requested and approved meetings prepare individual schedules for each participant, send out to participants and be prepared to revise if required. Remember to give sufficient time to draw up, send and revise schedules (two weeks is comfortable, one week can be intense. PREPARATION BEFORE BE DAY Preparation before BE day (1 week to 1 day) Finalise the detailed planning. Do not underestimate the pre-preparation required for the BE to run smoothly. As the organiser you are fully responsible for a hitch free day and should be in full control. If you are bringing companies to a BE, confirm their attendance, ensure that they have their meeting schedules and know where and when to turn up. Reconfirm all arrangements (room, catering, tables, etc.) Organise promotional material, stands, etc. Prepare delegate packs (Print and include schedules. Each scheduled meeting should include a table number). Have several copies of the Master Schedule for yourselves and other organisers. Print the catalogue, name badges, table numbers, etc. DAY OF THE BROKERAGE EVENT Remember to have enough staff on the day itself. Set up tables with numbers, chairs, coffee stands, registration stand, etc. Do not forget to put schedules in the delegate packs and have separate copies of the master schedule for the organisers. Collecting feedback on the meetings on the day itself is very useful: have feedback forms ready and ask for feedback about the individual meetings. There are certain elements of the event that are the responsibility of the host partner, these include: Catalogues with the partnership profiles; The scheduling of meetings between the companies; Making the partner and their companies aware of the timetable; Sticking to the timetable as much as possible; The provision of desks and chairs for the company-company meetings; Providing sufficient space for all meetings to take place without interruption; Providing participants with the contact details of all participating organisations on the first day of the meeting; Providing clearly numbered tables for the meetings; Specifying the table number on each participants meeting schedule; Searching and bringing to the meeting table missing participants;

Being ready to add, subtract and change the meeting schedule.
FOLLOW UP Direct follow up with companies and partners Ask the companies for direct feedback and evaluation. Where possible, follow-up activities should be coordinated by the host organisation, although it is clearly the responsibility of all partners to actively follow up and track discussions between the companies. Progress reports should be produced. DOS Consider organising the event in connection to other events such as trade fairs or conferences to create an added value for the participants. Recruit companies and submit profiles as soon as possible. More profiles attract more participants. DONTS Organise BE where there is no regional support or critical mass of participants. Arrange BEs that last longer than two days as this decreases the possibility for the participating companies to meet. Representation of companies or institutes by Network partners is not optimal and should be avoided. Stop the follow-up procedure too early: Ask your companies frequently for results.

COMPANY MISSIONS
A company mission (CM) brings together small groups of clients for prearranged, transnational visits. Face-to-face meetings can be part of a CM. Usually, a local partner organises a one- or two-day trip to selected companies and institutes in the partner region. CM types are: Visiting the potential partner's premises - a fixed scheduled round trip to the selected target companies and institutes is organised. The companies meet up with local and visiting Project partners. The companies meet in a more or less central place for bilateral meetings. Fair-based CM: if the target companies are exhibitors on a big, international fair, it is impossible to visit the premises of the exhibiting SMEs in the days of the fair. In this case, a fair based solution with arranged meetings with the leading management on the fair is possible. Company Missions can be divided into two groups: Incoming CM: the main driver and organiser is a local Network Partner who has identified an interesting topic, a suitable situation e.g. a niche or an emerging interest, a critical mass of interesting and interested local companies and institutes and who is looking for visiting companies or entrepreneurs from other Project partners. The local partner is willing to organise the company mission in his region and has the suitable personnel and infrastructure. Outgoing CM: a Project Partner has suitable companies willing to visit other companies and institutes in a foreign region. Normally the regional Project partner to be visited will organise the CM tour. The following flow chart for organization of CM can be kept: ANALYSE AND SELECT TOPIC Analyse regional sectors Identify suitable industrial sectors based on a sound analysis. Analyse specific needs or strength of your region. Find niches or monopolies that are interesting for companies from other regions. Check changes in legislation which can open new needs. Take political priorities into consideration, including from regional authorities. Identify attractive companies, institutes, centres which are potential hosts. Select the most interesting topic in your region. LOGISTICS Put forward a proposal by taking into account all details and analyse with

the partner(s) the details of the CM, the travel options, the potential companies or institutes to be visited, cost estimation. Select suitable location. CM meetings can take place in a number of different locations, including company premises, hotels, partner offices, brokerage events or at the local Embassy. The most productive locations are generally company premises. Additional activities for the CM: The hosting partner can develop some additional activities for the CM in the target region depending on time, accessibility, distances and costs. A fair or an exhibition may be included in the programme. RECRUITMENT OF PARTICIPANTS a) The partners in the outgoing regions have to identify companies or institutes willing to travel to the targeted region. The special needs and requests of the travelling companies can be the base for the selection of the companies to be visited. b) Decide how company recruitment will proceed: The host partner provides the (guest) partners with profiles to match. The guest partners provide the host partner with profiles to match. Generally, on a mission, the partner travelling provides the host with profiles to match. Both partners provide profiles and all parties provide possible matches. c) The partners have to finalise the list of companies and institutions willing to travel to the target region. When recruiting companies the partners should explain clearly: The purpose of the event, i.e. to find transnational partnerships; What is expected of the companies: preparation, participation, attendance, etc; What the companies can expect from the meetings. d) Commit regional companies & institutes to be visited. Check the willingness of the management and clarify the possibilities to visit the premises with production or research facilities. Intellectual Property Right issues to keep in mind The target participant should be informed about IPR. Take caution in revealing sensitive information. If needed, bring a model confidentiality agreement to the event. Know the IPR of the participant and use symbols like or TM to make others aware that IPR are registered. Make sure that IPR are valid in the region hosting the event. If not, expand the IPR in advance. FINALISE AGENDA AND TRAVELLING ARRANGEMENTS a) Finalise all details of the Company Mission (agenda, budget vs. costs, timetable), select travel options (buses, cars), choose the route and

hotels, contact a photographer, prepare handouts, organise a social event (reception of host organisation(s), political authorities, companies), involve external parties (associations, clusters...), political representatives and media (press, radio, local television channels, etc.). Be sure to have enough personnel and transport facilities for last minute changes and delays, communication etc. b) Develop a catalogue with all details of the companies visiting and visited. FOLLOW UP Direct feedback from partners and companies: collect the direct feedback from the visiting and visited companies and institutes. Clearly commit the companies and institutes to submit feedback on ongoing or new cooperations started by the CM. DOS Charge cost for the travelling companies: if the travelling companies have to pay for some of the organisational costs you may recruit less but more committed participants. Organise an optional information day for the companies travelling with presentations on the region to be visited, presentations on the industrial sector in that region, information on international business and technology transfer including particular advice on the region to be visited. Represent participants as a Project partner. In exceptional cases (e.g. last minute cancellation, illness), representation might be better than not showing up. DONTS Rely on non committed partners. Organise CMs longer than two days. This is normally the maximum period of time that most company representatives can afford to spend away from their companies.

ANNEX 1
PROJECT FORMS/TEMPLATES

COMPANY VISIT FORM

Company name: ......................................... Legal No: ......................................... Address : ........................................................................................................... Tel: ............................ Mob: .......................... Fax ...................... Email: ......................................... Contact person : .............................................. Position: ..................................... Tel: ............................ Mob: .......................... Fax ...................... Email: ......................................... Type of the organisation : R&D/University Technological centre Production company Services Other .................................................. Area of activities (please provide the sector): ............................................................................................................. ............ ......................................................................................................................... ......................................................................................................................... Ownership (private, government): ........................................................................ Notes: ......................................................................................................................... ......................................................................................................................... ......................................................................................................................... ......................................................................................................................... ......................................................................................................................... ......................................................................................................................... ......................................................................................................................... ......................................................................................................................... ......................................................................................................................... Name and Surname and signature of the Project Expert: .......................................... Date:

COMPANY ASSESSMENT FORM

Date:..........................
Company name: ......................................... Legal No: ......................................... Address : ........................................................................................................... Tel: ............................ Mob: .......................... Fax ...................... Email: ......................................... Contact person : .............................................. Position: ..................................... Tel: ............................ Mob: .......................... Fax ...................... Email: ......................................... Type of the organisation: R&D/University Technological centre Production company Services Other .................................................. Area of activities (please provide the sector): ......................................................................................................................... .........................................................................................................................
Number of Employees: Employees with university degree: Activityes/description:
Short history of the organisation:
Is there a written business strategy? Yes: No There is a strategy, which is known only by the owners Is there an innovation strategy? Yes: No Is there an R&D departmet? Y N
Number of people in R&D department: Qualification of the R&D staff
Not satisfactory Satisfactory. External expert might be needed in some cases Satisfactory R&D assets and capability for introduction of new technologies Not satisfactory Satisfactory. External expert might be needed in some cases Satisfactory The internal R&D activities are financed by: own resources loans specialised fund or support programmes international programmes Other : Note: How the budget for innovations is planned: % of the profit according to the needs Other: Innovation budget for the last year: Information and technology information provision Sources for new technologies: (Multiple answers are allowed) business trips, fairs, exhibitions etc. foreign or local experts printed materials e-networks and databases other: th. E
Note: The new technologies in the company are: (Multiple answers are allowed) result of own R&D external sources and adaptation external sources without adaptation other:
Note: Way of acquiring of new tehnologies: (Multiple answers are allowed) license agreement purchase of patent know-how transfer agreement Joint Ventures cooperation with foreign company internal transfer between connected companies other:
Note: Way of acquiring of ready to use tehnologies: (Multiple answers are allowed) own resources loans specialised fund or support programmes international programmes Other :
Note:
Products/technologies/services in the company object of the assessment:

Technology 1
Title:
Technology 2
Title:
In exploatation To be improved (TR to be filled-in) For change (TR to be filled-in) Suitable for selling/offer (TO to be filled-in)
Technology 3
In exploatation To be improved (TR to be filled-in) For change (TR to be filled-in) Suitable for selling/offer (TO to be filled-in) Title:
Technology 4
In exploatation To be improved (TR to be filled-in) For change (TR to be filled-in) Suitable for selling/offer (TO to be filled-in) Title:
In exploatation To be improved (TR to be filled-in) For change (TR to be filled-in) Suitable for selling/offer (TO to be filled-in)
Scientific projects Project 1 Title and description:
Project 2
Suitable for cooperation (TO to be filled in) Suitable for selling (TO to be filled in) Additional information/equipment is needed for implementation of the project (TR to be filled in) Title and description:
Project 3
Project 4
Suitable for cooperation (TO to be filled in) Suitable for selling (TO to be filled in) Additional information/equipment is needed for implementation of the project (TR to be filled in)
3 0
Main products of the company Period Description of the products
Notes of the expert Could be: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. Technology processes and phases in the production Equipment and machinery age, state; Buildings; QMS; Ecology assessment/impact; Competitiveness and markets of the company; Efficiency of the production; Production waste; Quality of the production; Prices; Delivery terms and organisation; Directions/perspectives for technology development of the company; Membership in professional organisations; Capabilities for international cooperation.
LETTER OF COMMITMENT TEMPLATE

The undersigned . as legal representative of here and after referred to as CLIENT And as representative of project.. here and after referred to as THE PROJECT Agreed on the following: 1. THE PROJECT commits: - To keep in strict confidence any information gathered during the contact with the CLIENT, except that agreed to be published into the partnership profile/s to be elaborated; - to efficiently disseminate the Partnership Profile of the CLIENT within the Project, to care about the participation in a company mission or at a cooperation brokerage event; - to give to the company partnership profiles (from the database); - to keep the company updated of the progress of the partnership profile; - to evaluate and examine the cooperation proposals received; - to make sure that the information delivered by the PROJECT is as relevant as possible; - to respond to correspondence from the CLIENT within five working days. 2. The CLIENT commits and states: - Is willing to go abroad and will use the PROJECT as one of its channels for internationalisation and modernisation; - Will secure the resources for going abroad if applicable; - Will respond to the demands of the PROJECT during the partnership process; - Has the time and commitment to answer potential partners; - Will notify the PROJECT whenever it does not need the services of the Project; - Must notify to the Project on all partnership agreements/contract signed as a result of the services of the PROJECT, at the latest 15 days after the signature if the agreement.
Signature: . /Client/
Signature:
/Project/
3 2
3 3
TECHNOLOGY OFFER AND TECHNOLOGY REQUEST FORMS Technology Offer Form

Company Profile - Description of the company (All fields are mandatory - The fields in grey are confidential and for internal use only) Company: City: Country: Street: Postal Code: www-Address: Contact person: Position in the company: Telephone: Fax General e-mail address: E-mail contact person: Year established: Turnover in million Euro: Up to 2 million 2 to 10 10 to 50 More than 50 Million Number of employees in the enterprise: 19 10 49 50 249 More than 250
Technology Offer:
Title:
Abstract of the offer (max. 500 characters):
Description of the offer (min. 100 characters):
Pictures of the offered technology/product please enclose if applicable
3 4
Web link to present innovative product:
Innovations and advantages of the offer (min. 50 characters): Further Information (Technical Details Concerning the Profile):
Current Stage of Development:

Development phase laboratory tested Available for demonstration Available for demonstration field tested Already on the market
Intellectual Property Rights: Patent(s) applied for but not yet granted Copyright(s) registered Secret know-how
Patents granted Exclusive rights Others (registered design, plant variety right, etc)
IPR - Comments:
Domain of Application Current and Potential Domain of Application:
Collaboration Details: Where there are 2 levels, only select the relevant Level 2 collaboration details.
Level 1 Licensing Agreement Technical Cooperation Joint further development Testing of new applications Level 2
3 5
Adaptation to specific needs Joint Venture Manufacturing Agreement (Subcontracting & Cocontracting) Transfer of knowledge in new raw materials New way to use an existing production line Change in the partner sought's currently used technology (installations, process, facilities) Absolutely novel process Commercial Agreement with Technical Assistance Assembly Engineering Technical Consultancy Quality control Maintenance Financial resources
Collaboration Details / Comments: Mandatory - Type of partner sought: - Specific area of activity of the partner: - Task to be performed:
3 6
Technology Request Form

Company Profile - Description of the company (All fields are mandatory - The fields in grey are confidential and for internal use only) Company: City: Country: Street: Postal Code: www-Address: Contact person: Position in the company: Telephone: Fax General e-mail address: E-mail contact person: Year established: Turnover in million Euro: Up to 2 million 2 to 10 10 to 50 More than 50 Million Number of employees in the enterprise: 19 10 49 50 249 More than 250
Technology Request:
Title:
Abstract of the request (max. 500 characters):
Description of the request (min. 100 characters):
Technical Specifications / Specific technical requirements of the request (min. 50 characters):
Further Information (Technical Details Concerning the Profile):
Domain of Application Current and Potential Domain of Application:
Collaboration Details: Where there are 2 levels, only select the relevant Level 2 collaboration details.
Level 1 Licensing Agreement Technical Cooperation Joint further development Testing of new applications Adaptation to specific needs Joint Venture Manufacturing Agreement (Subcontracting & Cocontracting) Transfer of knowledge in new raw materials New way to use an existing production line Change in the partner sought's currently used technology (installations, process, facilities) Absolutely novel process Commercial Agreement with Technical Assistance Assembly Engineering Technical Consultancy Quality control Maintenance Financial resources Level 2
Collaboration Details / Comments: Mandatory - Type of partner sought: - Specific area of activity of the partner: - Task to be performed:

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