The European e-Business Report The European e ... - empirica

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The European E-Business Report 2005 3.1 Impact Assessment of National and Regional e-Business Policies 3.1.1 Background This chapter presents some results of the current study "Impact Assessment of National and Regional E-Business Policies", which was commissioned by the Enterprise & Industry Directorate General in 2004. 98 This study assesses the outcomes and impacts of 10 e-business policy initiatives from different European countries, which had been pre-selected by the European e-Business Support Network (eBSN) 99 for evaluation. The main objectives of the study are to present a consolidated view on these policy initiatives in their respective policy frameworks, and to facilitate the identification of good practices and 'lessons to be learned’, thus stimulating policy exchange among EU Member States. The findings presented here are based on the assessment of four (out of the 10 commissioned by the eBSN) policies which are presented in the study’s interim report: Exhibit 3.1-1: E-business policies selected by the eBSN for impact assessment Country Scope Name of the policy Initiators and main objectives Finland national eAskel Launched by the Ministry of Trade and Industry (KTM) in cooperation with private sector organisations in October 2001; policy is ongoing. eAskel offers SMEs subsidised consulting services to explore e-business related opportunities, already on a rather advanced level. France regional AchatVille Launched in 2000 by the Chamber of Commerce and Industry of Grenoble (CCI); main goals was to provide marketing and commercial support to local retailers (micro and small enterprises) at an initial stage of e-business. Sweden national SVEA Launched in 2000; run by GEA (The Swedish Alliance for Electronic Commerce), a private enterprise voluntary association. Focus on awareness raising and increasing the understanding and knowledge on IT among Swedish SMEs. UK (Wales) regional Opportunity Wales Policy ran from 2001-2004, driven by a mixed public/private partnership, involving all the major regional governmental actors. Main goal was to help SMEs in the Objective 1 assisted region of Wales to understand the benefits of e- commerce, focusing primarily on low adopters. Source: Impact Assessment of e-Business Policies (Study by DG Enterprise & Industry, Interim Report). Reflecting the eBSN mandate, the following summary highlights some of the lessons learned and good practices identified in the study. 98 99 Study by Databank Consulting, IDATE and empirica GmbH. The final study report (with results for 10 policy initiatives) is expected for early 2006. The European Commission established the European e-Business Support Network (eBSN) as a platform for e-business experts in Europe, for sharing experiences and good practices in support of e-business for SMEs. The e-business policies portal (www.e-bsn.org) is the backbone of the eBSN. 167
The European E-Business Report 2005 3.1.2 Good practice elements and their facilitators During the analysis of the different policy initiatives, some factors and approaches emerged as important facilitators to achieve an effective implementation of the policy and the desired outcomes. These were sometimes inherent in the policy design and in the chosen management and implementation modalities. In other cases, they concerned more the policy’s ability to overcome barriers, and were intrinsically linked to the alignment of the policy to the SMEs’ needs and expectations. Good practice elements for which relevant facilitators could be defined include: • Use of existing or new local networks for promotion and delivery of services • Creation of public-private partnerships • Delivery of independent advice • Delivery of information and services tailored to the stakeholders’ needs and expectations The policies analysed have in common that they made – on the whole – good use of facilitators to achieve these good practices. Exhibit 3.1-2 shows the strengths and weaknesses of individual policies with regard to the identified facilitators. Exhibit 3.1-2: Facilitators for good practice elements Facilitator AchatVille eAskel Opport. Wales Effective internal communication ++ + ++ + Decentralisation combined with strong central + - ++ - management A well-structured policy design and clearly ++ + ++ + defined tasks between stakeholders Mechanisms for quality assurance, in order to - ++ ++ - gain credibility among the target group Mechanisms to preserve impartiality of the -- ++ + -- services and avoid the creation of 'unfair' competition The delivery of tailored support services ++ ++ ++ + The delivery of tailored information ++ + ++ + The use of local intermediaries and multipliers ++ ++ ++ ++ Nature of the initiative leading to immediate and ++ + + ++ observable results Lean procedures ++ + ++ ++ Concept of a longer-term relationship, considering follow-up activities ++ ++ ++ -- Source: Impact assessment of regional and national e-business policies, September 2005 (draft) SVEA 168
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