webinar drafting international action plan and legal ...€¦ · competitiveness challenges and the...
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BEE NET B(UILDING) E(UROPEAN) E(XPORT) NET(WORKS)
Webinar – Drafting International Action Plan and Legal
Aspects of a Business Network
Rome, 8 July 2019
RETIMPRESA
➢ The role in BEE NET
➢ Who?
➢ The mission
OVERVIEW
1. Definition and main characteristics of a Business Network
2. Opportunities and objectives of Business Networks
3. Business Networks for internationalization and the International Action Plan
.
1. Definition and main characteristics of a Business Network
Who is entitled to sign a business
network contract?
This is a sample text.
Insert your desired text here.
Sample text
An agreement among more entrepreneurs
with a joint program in order to:
→ enhance, individually and collectively,
their innovative capacities and
competitiveness
Generally, any kind of company.
No restriction in size, no sectoral
limitation, no limitation in scope.
In BEE NET there is a specific target of
enterprise
BUSINESS NETWORK CONTRACT
What is it?
WHAT?
WHO?
Why to set up a business
network contract?
This is a sample text.
Insert your desired text here.
Sample text• collaborate,
• share information and knowledge,
exchange good practice,
• transfer skills.
• develop cooperation projects in areas of
strategic interests
In order to face the global
competitiveness challenges and the
evolving needs of the production system
BUSINESS NETWORK CONTRACT
What can enterprises do in
a business network?
WHAT?WHY?
MAIN CHARACTERISTICS OF A BUSINESS NETWORK
AutonomyIn business network contract enterprises collaborate on strategic projects without
losing their legal independence and their autonomy in the business activities.
Fiduciary relationshipIt is fundamental the institution of a fiduciary relationship and transparency between
companies that collaborate directly with each other, without an establishment of a
separate legal identity.
MAIN CHARACTERISTICS OF A BUSINESS NETWORK
Stability and flexibilityRules provided in the governance ensure a stable organization and a flexible
structure, easy to manage and regulate.
Interdependence All participants can a common goal or set of objectives and one contract or
contractual performance is made dependent on others either unilaterally or
reciprocally.
MANDATORY ELEMENTS
Common Program
•object of the contract
•jointly agreed
•defined set of business
activities and strategic
goals
•rights and obligations
of each participant
Duration of the
contract
•not fixed
•indication of a
minimum duration
•stability and coherence
of the network
Governance
•regulate the complexity of
relationships
• define rules for making
decision on every subject or
aspect of common interest
•guarantee the
entrepreneurial autonomy
and the functioning of the
project
Functioning
Rules
•Entry and exit rules
•Tasks and roles of
each member
GOVERNANCE
The organisational structure of the governance can imply:
A leading company
A common board
A company with a leading role within the network to facilitate the journey and with the mandate to
represent the entire business network contract and to manage the relationships with other counterparts
and stakeholders
A body made up of either a single or several persons representing the companies of the business network, in
order to manage the contract.
The body receives a mandate for the direction and conduct of activities in the network agreement.
or
FUNCTIONING RULES
STABLE
EFFECTIVE
EFFICIENT
SUCCESSFULEntry and exit rules:
Tasks and roles of each member
➢ Clear definition of voluntary exit and whether a subsequent entry into the network is possible and
upon which conditions.
➢ Establishment of procedures for exclusion
➢Identification of the network potential,
➢Definition of strengths of the individual companies,
➢Clarification of the role and responsibilities of each member with the aim of coordinating the
organization and achieving the business idea with greater competitive advantages.
2. Opportunities and objectives of Business Networks
OPPORTUNITIES
Inter-firm collaboration based on a common strategy
and operational objectives
Overcoming of the geographical segmentation
Simple governance,
private natureflexible structure
Preservation of legal independence and business
autonomy
greater visibility towards other counterparts/stakeholders
MULTISECTOR
MAIN OBJECTIVES
Business network contracts share strategic goals that allow the improvement of:
Competitiveness
Innovation
Cooperation
Integration
COMPETITIVENESS
❑ Gain competitive advantage and reach profitability in the markets
❑ To strengthen their competitive capabilities
❑ To specialise reciprocally
❑ Be more creative and to share knowledge (technological, entrepreneurial and organisational)
❑ To co-innovate
❑ To multiply the value of ideas
❑ To increase flexibility, the level of personalisation and time to market
INNOVATION
❑ Concept of improvement (of goods, practices, services, processes, methods)
❑ Not just to do something differently, but to do or make something better.
❑ Amplifying the capacity for innovation and speeding up innovation processes are
fundamental aspects to face new global scenario
COOPERATION
❑ Core element of contractual networks
❑ Art of working with other enterprises in order to achieve a common goal
❑ Combination of individual and collective interests
❑ Ability to adapt choices in order to ensure that network’s objectives may be achieved
❑ Any kind and degree of cooperation are left to the free agreement of parties.
INTEGRATION
❑ Horizontal integration: networks in which various SMEs contribute to a common project operating
in the same sector or in related/complementary sectors, with the aim of achieving economies of
scale and savings, reducing administrative costs or developing an integrated offer of goods or services.
❑ Vertical integration: business networks operate along supply chains that include different stages
of production/distribution, involving enterprises not in competition with each other.
Aim: coordinating interdependent activity along the lines of a chain project, often developed by a chain
leader, with the purpose of increasing the quality and the efficiency of the entire process.
3. Business Networks for internationalization
BUSINESS NETWORKS FOR INTERNATIONALISATION
INTERNATIONALLY ORIENTED
INNOVATIVE
INTERCONNECTED
EFFICIENT
PRODUCTIVE
IDENTIKIT OF COMPANIES IN THE NETWORK
BUSINESS NETWORKS FOR INTERNATIONALISATION
❑ overcome their limited size;
❑ have more business opportunities;
❑ gain greater visibility and guaranty towards other counterparts/stakeholders;
❑ present a wider commercial offer;
❑ develop greater production capacity and greater flexibility;
❑ have more investment capacity;
❑ expand on international markets in a more organized and structured way;
❑ accelerate the process of internationalization;
❑ reduce and rationalize internationalization costs,
❑ have a higher standard of quality of services and products.
Effective tool for internationalization projects and for the development of business on global markets
BUSINESS NETWORKS FOR INTERNATIONALISATION
❑ organization of workshops, thematic seminars or specialist training courses for each sector/target market;
❑ participation in international missions and exhibitions;
❑ development of initiatives to gather and analyze detailed information about target markets or customers;
❑ development of an integrated communication strategy and marketing plans;
❑ set up of a common brand;
❑ supervising the promotion of a particular brand of goods (brand management);
❑ participation in national calls and / or international tenders;
❑ development of e-commerce platform;
❑ share human resources with specific skills and with an export profile.
Activities that aggregations can develop
DRAFTING INTERNATIONAL ACTION PLAN
Internationalisation
strategy
Strategic objectives
Implementation
phases
Human resources
Economical resources
Stability and
Sustainability
Joint Action
Plan
