Project partners Gemeente Dongeradeel en Bedrijvencentrum Dokkum
Contact data
Postbus 1
9100 AA Dokkum,
Hendoweg 3
9101 PC Dokkum
tel. +31 140519 / +31 519 296075
e-mail:
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Jacco Wiffers
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Key words start ups, entrepreneurs, mentor, training, young people
Main problems to be solved (analysis) Economic research in the region Noordoost Fryslân has revealed that the innovative drive and entrepreneurship of starting entrepreneurs in the region is lagging behind, compared to entrepreneurs in the province of Fryslân and the Netherlands. As a result, the economic growth potential is also lagging behind in comparison to the other regions.
An intensive marketing campaign has been held throughout Noordoost Fryslân, aimed at potential entrepreneurs with an idea about starting an innovative company. Guidance from experienced businessmen and free housing in the businesscentre attributed to the success.In total there are three innovative start-ups selected, each of 20 hours per week accompanied with the marketing of their product or service.
Policy frameworks to be dealt with/fitting in: Social – economic policy program Municipality of Dongeradeel; enhance corporate innovation. Social- economic master plan of the region of Noordoost Fryslân; strengthening of the regional economy.
Aim of the project To stimulate and to support starting entrepreneurs in the region of Noordoost Fryslân in developing a new product/business.
(Expected) Results Three well prepared new entrepreneurs in the region of Noordoost
(Expected) outcome within the WP By strengthening the innovative drive in small and medium-sized enterprises, these enterprises will become more defensible in the big (inter-) national economic force field.
(Expected) outcome for the region as a whole (impact of the project) A more innovative set of small and medium-sized enterprises has a higher growth potential, because it can compete with a higher added value through the enlargement of knowledge and skills. Because small and medium-size enterprises are the engine of economic growth in the region, the strengthening of these enterprises has positive consequences for the economic development of Noordoost Fryslân. Companies just starting or started at the latest 2 years ago. Focussing on innovatif and original products with good chances in the future.
The focus was based on the strength of our region: small companies with craftmanship i.e. skills.We were looking for the Gyro Gearloose's in our region.
Our support was depending the support these 3 winning companies needed the most like; marketing; support in financial plans ( looking for finances),organization, support in finding accommodation etc.
A jury ( our Mayor, the managing-director of the largest local bank and the Alderman in Economics) selected the 3 winners, based on : innovation, changes of surviving, chances of success, chances of possible regional future jobs
Planning The project has started in july 2011 and has a duration of 2 years. In total there are three innovative start-ups selected, each of 20 hours per week accompanied with the marketing of their product or service. Entrepreneur 1, a youth radio station to start, has now drawn up a business plan. Contacts have been made with a regional radio and TV station. Plans are now being further developed. Furthermore, the guidance of Solyda aimed entrepreneurship of these aspiring entrepreneurs to develop. Entrepreneur 2, a comparison has been designed, has been in contact with a company in Leeuwarden to jointly plan in the market. It was the last period the necessary software are produced and it is now the time of contract formation. The entrepreneur is assisted by the Business Centre Dokkum.
Entrepreneur 3 is engaged in the production and marketing of acoustic noise scales. The guidance is a SWOT analysis of the company, when among other product presentation has improved. Meanwhile, a number of foreign markets visited. Also, the entrepreneur guidance in the area of exports. The operator is guided by the Business Centre Dokkum.
In the coming months for the completion of the counseling trajectories, so the entrepreneurs then on its own feet further.
Costs € 38.000,--
Financing Municipality of Dongeradeel € 22.192,--, Province of Fryslân € 7.600,-, Vital Rural Area € 8.208,--
Implementation of the project (cf. CAA) which stakeholders were involved? Businesscentre Dokkum, Municipality of Dongeradeel, Province of Fryslân. what process did you run through to fit the project into local conditions? We cooperate with a regional business centre witch is equipped for new enterprises. We also looked in our network of local entrepreneurs for suitable guidance of the innovative start-ups. how did you sustainably implement the project (locally, regionally)? When the project is successful, we aim to implement the project in a broader regional setting in cooperation with the municipalities in the region of Noordoost Fryslân and the other businesscenters in the region.
KEY QUESTIONS LIST
1 Which successes were achieved so far in the pilot project? Three start-ups were selected will be guided for a period of 1 year to build a succesfull innovative company.
- what is the background / main reason for these successes? An intensive marketing campaign has been held throughout Noordoost Fryslân, aimed at potential entrepreneurs with an idea about starting an innovative company. Guidance from experienced businessmen and free housing in the business centre attributed to the success.
- what set-backs or problems did you face and what were the reasons for this? - are there any break-down patterns to be recognized in the project?
- are these set-backs, problems or break-down patterns easy to solve? How? - what are the DO’s and the DON’Ts of the project? - what are critical success factors in this project?
2 What are the expected boundary conditions for the project to be implemented? - in terms of policy frameworks A clear description of an innovative company is needed. Because every company has some sort of drive to get adapted to new circumstances in its business- environment in order to stay alive, there is a tendency to mark every change as innovative. A clear define of what an innovative company separates it from an average company is necessary for the project to succeed.
- in terms of physical circumstances - in terms of involvement of people / partnerships / entrepreneurs / public bodies - in terms of budget and financial support A bigger contribution of private equity capital is needed, together with a broader regional contribution of local authorities.
3 Which related projects can be studied or consulted (other innovative best practice examples) before starting to think on implementation?
- Innovation awareness (UK) The Norfolk Knowledge Innovation panel encouraged SME’s and rural businesses to develop new products and processes. It began to address with these businesses the practical challenges which can be associated with this type of development as well as promoting the broader problem of “innovation awareness” more widely in the County. Essentially, it gave businesses an opportunity to seek guidance from experienced professionals as well as an arena to test their ideas. The professionals providing support have made a commitment to a Norfolk ambition of generating greater business innovation and membership is given careful consideration. The activity can be summarised as providing: - Support with product innovation on a 1-1 basis - Support with business growth - Targeting support from other entrepreneurs – often retired “captains of industry” - Innovation house The objective of the house is to stimulate enterprises to grow and create new jobs, and to do so in collaboration with others in the Innovation House and beyond in the community and the region. The target group is enterprise in the house, but enterprises outside are welcome to use the services as well. Enterprises in the house should have a distinct sense of communality and be willing to establish bonds with each other. With a positive atmosphere in the house and with substantial support and inspiration from the staff, the Innovation House wanted to pave the road for high profile job creation activities in a rural area.
4 What is the applicability / transferability of the project? a) as derived from the project results - in terms of critical mass (physical, social, budget) - in terms of the needs of the region or location - in terms of the starting point for implementation - in terms of participation and organization - in terms of time needed for implementation - in terms of expected outcome (spin off for other fields: physical, social, economical) The project offers possibilities for transfer in regions which are good entrepreneurial organized (associations of entrepreneurs), and where partners are willing to invest in a better economical environment in cooperation with local/regional government. b) as derived from testing or implementation the project or the project results elsewhere. What were the results there?
5 Which tools does the project bring in to alleviate / help starting up implementation elsewhere? A selection procedure of potential successful innovative starting entrepreneurs A process to select successful entrepreneurs: after a presentation experienced entrepreneurs select the three most promising future entrepreneurs.
A support system The selected entrepreneurs are supported by a special experienced partner to help them to start up their enterprise and offer
6 Sustainability a) How is/can the project be sustainably implemented? What is needed to reach this? - in terms of organization - in terms of regional / local networks/partnerships / people - in terms of budget
b) what are the benefits of the project seen from the Profit, Planet, and People side?