EUROPEAN COMMISSION. Key processes: key account management by the Enterprise Europe Network under the SME Instrument

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1 EUROPEAN COMMISSION Executive Agency for Small and Medium-sized Enterprises (EASME) Key processes: key account management by the Enterprise Europe Network under the SME Instrument Note: This document refers to and supplements chapter V d) (Section 4.a) and annex 4 of the guide for applicants. It is intended to help applicants understand the key processes involved in the provision of key account management services under the SME instrument. Please note that the processes described in this document are indicative and may be subject to change at a later stage. Background The aim of the SME Instrument Coaching Service is to provide individual beneficiaries of the SME Instrument with an agreed programme of coaching to support their project realisation, leveraging partnerships to connect them with relevant advice and funding support, including the provision of specialised expert coaches. The aim is to facilitate translation of the beneficiary s research/ideas into profitable commercial growth. Coaching and the associated Key Account Management is only available to companies who have successfully passed the evaluation procedure for innovation projects supported by the SME Instrument of Horizon 2020 and are participating either in Phase I or Phase II of the SME Instrument. Whilst the Key Account Manager (Key Account Manager) will pass responsibility for delivery and management of the coaching over to the coach, the Key Account Manager should strive to facilitate a company s satisfaction with the end to end customer journey and will support the coach through linkages with innovation support services and other financial sources, such as the Horizon 2020 financial instruments. How it works The objective of these procedures/guidelines is to efficiently manage the SME Instrument client journey for a smooth interaction between the three main actors: client, Key Account Manager, lead coach, optimising the support they receive by focusing the journey in four steps: 1. Account initiation and coach selection 2. Coach commissioning and contracting 3. Programme management, including specialist support and connectivity to the regional Innovation system 4. Completion of coaching and project close out The following sections describe the individual steps related to key account management and coaching for each of the three phases of the SME instrument. Executive Agency for Small and Medium-sized Enterprises (EASME), 1049 Bruxelles/Brussel, BELGIQUE/BELGIË - Tel

2 Step 1: Account Initiation (Client/ Key Account Manager/Coach Introduction) The designated Key Account Manager will be notified that an SME in their region has successfully applied for funding under the SME Instrument. The Key Account Manager will then contact the SME in order to arrange a meeting. At this face-to-face meeting the Key Account Manager will explain the full scope of the coaching support, the role of the Key Account Manager and will ask for confirmation that the SME wishes to further proceed with the coaching service. The Key Account Manager will either carry out the needs analysis to guide the selection of a coach on the spot or arrange for a separate meeting. A follow up meeting will be arranged to discuss the outputs of the innovation needs analysis and to develop and agree a coach briefing document, specifying key criteria to support coach selection and indicate suggested areas for coach intervention. At the end of step 1, a first needs analysis will have been carried out and a briefing document for the lead coach will have been developed. On this basis, potential lead coaches can be identified for subsequent approval and selection by the beneficiary. The Network should aim to develop/ adopt one common methodology for assessing innovation needs and barriers in the framework of the SME Instrument. Coach Selection The selection of the coach is undertaken by the client, supported by the Key Account Manager, with the aim to: Select the most appropriate coach and verify their credentials o The main criteria for the selection of the coach are the competences of the coach and the needs of the company. Geographic, cultural or language considerations should be of secondary importance. Secure coach availability and commitment Initiate client-coach introduction Commission the coach The beneficiary and the Key Account Manager should jointly identify the best coach by going through the following steps: Use the coach briefing to shortlist potential matched coaches Raise an invitation to apply on the coach database, setting appropriate deadlines Select a list of three to five candidates from the shortlist, based on CVs, that best fit the required areas of expertise, sector experience, and any additional requirements (e.g. language) Present the shortlist to the client for validation and selection of their top choices Request and collect a one page summary pitch for work from the shortlisted coaches based on the coaches briefing document 2

3 Coach Matching The client will select from the shortlist based on the pitch for work and the Key Account Manager will in turn contact the optimum coach, in order to outline the coach s brief and investigate: Relevant experience Personality compatibility with the company Availability If the Key Account Manager sees there is a good match, they will inform the beneficiary and, if the latter agrees, go on to fully brief the coach on the company, contact details and coaching brief. If the Key Account Manager has doubts, they will confer with the beneficiary and, after mutual agreement, contact the second coach of the shortlist and so on. The Key Account Manager is also asked to verify the experience, references and credentials provided by the coach. If a coach is found to have provided inaccurate or false information, the Key Account Manager should raise this with the competent agency (EASME). Step 2: Coach Commissioning and Contracting The purpose of step 2 is: To ensure the company is satisfied with the coach selected, as well as the tone of the initial introductory meeting To amend the draft work packages to reflect the coach s lead on this, to facilitate the coach developing the final coaching plan to deliver on them. To obtain the beneficiary's agreement on the work packages and coaching plan To facilitate contracting the coach on behalf of the beneficiary to deliver the coaching plan. The Key Account Manager s role is to facilitate the introduction and the assignment of the coach to the client. When the beneficiary judges there is a good match, the Key Account Manager will: Fully brief the coach on the company, contact details and the coach brief Provide a timescale by which the coach is to make (remote or personal) contact with the client to establish rapport as a precursor to attending an initial introductory meeting with the Key Account Manager and client. The selected coach is advised they will be required to prepare a 5-10 minute pitch to the client followed by questions, if the telephone intro goes to plan In preparation, the Key Account Manager will send the company a standard with: Name and biographic details of the coach Timescale (within five working days) by when the coach will make contact Offer to re-select the coach if: 3

4 - First phone contact is unsatisfactory - There are personal incompatibilities on first meeting - The client doesn t believe the coach is best fit Notice that a formal handover meeting will follow if this introductory phone call/skype is successful In all cases the Key Account Manager will, after discussion with the coach, call the client to ascertain if they are happy to proceed with this coach and will confirm a date for the formal introduction and handover meeting. The Introductory Coach Meeting At the meeting, the Key Account Manager will act on behalf of the client and formally introduce the coach who will go over his background again for the benefit of the beneficiary and present his five minute pitch. The coach will also probe from his/her perspective the detail of the project, the needs analysis will be revisited, the coach brief and draft work packages will be discussed in detail between all three actors and the need for specialist coaches considered. If a personal meeting is not feasible, other communication methods should be used. Following the meeting, the coach will contact the Key Account Manager to discuss the final work packages and the coaching plan, which will include timescales and connectivity requirements. The coach is, however, free to amend the coaching brief and the resulting coaching plan. In all cases after discussion with the coach the Key Account Manager will ring the beneficiary to determine they are still satisfied with the coach so that the final amendments to work packages are formalised and arrangement can be made for the client to sign off the scope of both the final work packages and the coaching plan, prior to coach contracting. The phone call should also cover any additional service lines that may have emerged during the initial visit as well as informal customer satisfaction with the service to-date Step 3: Programme management, including specialist support and connectivity to the regional Innovation system The Key Account Manager should, through communication with the coach: Identify appropriate core Enterprise Europe Network services or innovation network offers that may enhance the client experience and achieve increased impact. The Key Account Manager is also expected to propose support schemes for SMEs that are available outside the Enterprise Europe Network. Identify new connectivity requirements, for which the Key Account Manager will assign actions 4

5 In the event that any changes are required to the originally agreed work packages, amendments should be agreed jointly with the client and coach, which the Key Account Manager will record and facilitate. The Key Account Manager should either ring or visit the company at key milestones, for example at the end of work package or at a minimum of three month intervals. The call/visit will cover client satisfaction with the service and the coach. It could also be an opportunity to explore and discuss any additional services /connectivity such as core Enterprise Europe Network and investment readiness. The Key Account Manager will specifically: Assess progress at the completion of each work package Conduct informal client satisfaction monitoring, e.g.: - Their view of how they are interacting with the company - Possible successes and any issues that may have arisen Ensure that each work package has been delivered to the satisfaction of the beneficiary Maintain informal contact with the coach to discuss progress Allocate actions when other core Enterprise Europe Network services or innovation network services are identified Maintain regular contact between all relevant actors, as required by individual circumstances Completion of Work Packages In order to ensure that the beneficiary is satisfied with the input from the coach and that each work package has been delivered to their satisfaction, all work packages will be signed off by the beneficiary and by the coach. The respective form should be submitted to the Key Account Manager, who will verify with the main client contact that they are satisfied with coach and work undertaken. The Key Account Manager should in turn then add his/her signature in respect of client satisfaction affecting due diligence on behalf of the client as sign off for the coach to process their invoice with EACI If the client is not willing to sign off a work package due to any reason of dissatisfaction with the coach or due to the work package not being fully delivered, the Key Account Manager will investigate/ arbitrate if necessary and engage to deliver a resolution to the satisfaction of the company. Any key points arising from this discussion should be recorded, including: - Client feedback on coach - Updated connectivity needs - Completion of work packages are also an ideal opportunity for the Key Account Manager to have a review discussion with the coach in terms of additional support: 5

6 Capturing and reporting project progress The Key Account Manager should ensure all documentation records and milestones are saved electronically, including: Record of initial diagnostic Agreed coach brief, including draft work packages Signed client agreement Final work packages and coaching plan Coach's acceptance of the assignment Key dates for Key Account Managers to carry out follow-up calls: - Within a week of the first coach visit - After completion of the first work package - After completion of subsequent work packages or quarterly, whichever is shorter Requests for areas of possible interest for: - Connectivity (with core Enterprise Europe Network services and the wider innovation support infrastructure) - Support to coach regarding specialist support Step 4: Completion of Coaching and Project Close out The aim of step 4 is to gain client feedback on the support they received and calculate and agree outcomes. A key element of this step is to discuss investment readiness, further access to finance and other innovation support services that may be appropriate. Although initiated by the lead coach, who will fill in a final coaching report and ensure the beneficiary has also commented, the Key Account Manager is responsible for this process, using input from both the coach and the beneficiary. The coaching assignment will be completed by the beneficiary signing off the final work package, which will be accompanied by the coach s final report. Completion of the final work package and receipt of the coach s report will prompt the Key Account Manager to complete the project close out Project close-out Project close-out is carried out by the Key Account Manager, who has the discretion to undertake it either via a face to face meeting or telephone call, depending on the nature of the company. The close-out meeting/conversation with the company will include: Collection of formal satisfaction feedback A repetition of the diagnostic tool producing a comparable report to demonstrate a change in innovation management capacity (the footprint for future sustainable growth). 6

7 Calculating/discussing the impact of the project on the beneficiary (gross value added, changes in turnover/staff). The expected results should be confirmed by /in writing. Discussing future needs (e.g. access to finance), commercial services, etc. Discuss possible programme promotion and case study Discuss peer referrals Agree future contact, on- going support via core Enterprise Europe Network services and National Contact Points for Horizon Following the visit: The Key Account Manager will update the beneficiary dossier closing the project, including ensuring details of outcomes are accurately recorded Updating coach performance records and feeding back performance to the coach Signature on final work package SME Instrument Phase 3 - Investor Readiness, Access to Finance and Markets After successful completion of Phase II, in support of the overarching purpose of driving results into a better market position, economic growth and jobs, the Key Account Manager will link the SME to regional, national and international investors, financing channels, development partners. These services will be delivered as part of the normal Enterprise Europe Network services referred to under activities 1 and 2 in the Guide for Applicants. A close link between the Key Account Manager and operational Enterprise Europe Network staff is therefore essential. Dealing with unsuccessful proposals for phase 2 funding under the SME Instrument Companies supported by a Key Account Manager in phase 1 of the SME Instrument may fail with their phase2 application even if they have presented an excellent project with high potential, for example if there are insufficient funds available or if the "European added value" is not as strong as required in Horizon Such (failing) proposals might be awarded a 'label of excellence' that would ideally work as an accelerator to access alternative sources of funding (for example from regional or national programmes). In these cases, Key Account Managers might play a role supporting the search for alternative sources of funding for the project in conjunction with the Enterprise Europe Network's standard services. 7

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