Enterprise Support Programme, which specifically focuses providing technical assistance post creation

“Diagnostic of VSBs, ISEs or SMEs needs’ and the preparation of their Action Plans: implementation”.The diagnostic aims on one hand to evaluate the evolution of each enterprise’s type, since it was created, and on the other hand, from this assessment, the preparation of individualised action plans focused on technical support, training, coaching and networking.The latter support is harmonised for each enterprise’s real capacities. As such, with the enterprise’s evolution potential determined, and if they are deemed realistically capable for developing more efficiently, they would eligible for the support to best achieve their enterprise’s potential. 

PHASE 1:VSB POST-ENTERPRISE CREATION EVALUATIONOF ACTIVITIES 

This diagnostic process is adapted to each VSB assessed, providing each a tailor made, optimal evaluation. More specifically, each VSB characteristics will be profiledagainst a matrix of agreed upon evaluation criteria, approved by a committee established to that end. The Programme’s Counsellors use both informal and questionnaire interviewing methods to undertake their data collection, focusingintra ailaon the enterprise’s innovation capacities, financial situation and market knowledge, etc., as well as the owner/manager’s motivation … 

The resultant profile classifies each VSB evaluated into 3 groups, determined by their sectorial potential for development (agricultural, industrial and/or services). 

  • Group 0: those requiring support for their survival; 
  • Group 1: those enhancing their financial and operational situation, thereby consolidating their development; 
  • Group 2: those necessitating uniquely financial support, the basis for growth via innovation. 

The Programme has Counsellors for each group, who undertake a specific diagnostic, for the VSB in that group. As such, the evaluationsare executed in function of each VSB to be assessed, having as the final objective the development of their activities in the most sustainable manner possible. 

PHASE 2:Evaluation of the VSB’s equipment and knowhow (assets) 

After the VSB’s fundamentals are confirmed and controlled, discussions related to its strategic development follow. This phase establishes the owner/manager’s vision, while on one hand taking into account tangible economic givens, and on the other hand, the owner/manager’s real capacities to achieve the strategic vision’s objectives. 

This diagnostic assesses the entire VSB, via a questionnaire, producing a structured, coherent evaluation. Its result presents the enterprise’s attainable perspectives and their associated management tools. 

Phase 1, as presented above, has confirmed the VSB’s potential for development. In function of the VSB’s group classification, the VSB will receive support: (0) to deepen its core competencies; (1) to enhance its current situation in a coherent manner; (2) to propose an overall strategy,developed based on a strategic approach (Strategic Group Analysis – SGA). 

This approach: 

  • Identifies Strategic Business Unit (SBU); the core of an activity that is organized and controlled 
  • Maps them to better see their relative importance, their impact and/or their future importance to the VSB. 
  • Lists potential cores competence of growth 
Core advice tableau 1
Core Advice schéma

The expert mandated as enterprise counselor must adapt herself/himself to the VSBs real level and markets, maintaining as the final objective to produce operational tools for the owner/manager. 

Based to the VSB’s classification (profile), an objective analysis of its equipment and knowhow (assets) will be undertaken, using sector-specific skill-sets, having the full cooperation of the owner/manager, thereby controlling the development of VSB’s strategic objectives. 

A VSB or SE’s know-how and production status, as well mastery of equipment (industrial /service capacity) is established by: 

  • A listing of equipment and proof of their mastery. 
  • A listing of enterprise know-how and proof of their mastery. 
  • An assessment of each and their individual/collective impact on the enterprise (according to the owner/manager). 

Depending on an Action Plan’s composition, its execution would be accomplished via classical business development tools, but adapted toeach VSB’s particular configuration and needs. The most used tools are: a product/service value analysis; design to cost; on-demand-commerce to increase sales;market (demand) and competition (supply) analyses; networking utilisation based on results; development of partnerships … each of these various tools would have their own set of indicators, against which progress willbe measured. 

PHASE 3: ACTION PLAN ELABORATION 

The concordance between the strategictargets and the enterprise’s industrial capacity (assets and know-how) would lead to: 

  • Finalising theStrategic Plan 
  • Prioritising the Action Plan by: commercial, technical, organisational andtraining needs, as to be implemented by the enterprise. 
  • Preparing and, completing Action Plans (forecasts of 2 or 3 years), produced as clearly defined objectives and with financially detailed operational results, in complete harmony with its strategic plan. 
Core Advice schéma 2

In concert with the CEO, our Team supports the execution of its created development plan, concentrated on actions, having immediate and positive impact on the enterprise's turnover, there by improving its cash flow. These actions include, but are not limited to: joint marketing of new clients, enhancing the firm's banking relationship etc.

Diagnostic & mise en place des plans d'actions TPE:PME eng