European Commission
Directorate General Information Society
STUDY OF THE IMPACT OF THE IST
PROGRAMME, AND ITS PREDECESSOR
PROGRAMMES ESPRIT IV, ACTS, TAP
CONTRACT N° C28262
D10 – FINAL REPORT
V2.2
Consortium:
IZET Innovationszentrum Itzehoe (DE)
Archimedia S.A. (EL)
MTA Marketing & Technologies Avancees (FR)
Contacts: hussla@izet.de, brains@mta.fr, nota@y-net.gr
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
CONTENTS
1
2
RATIONALE, SCOPE AND FOCUS OF THE WORK
1
1.1
1.2
1.3
2
2
4
EXECUTIVE SUMMARY
2.1
2.2
2.3
3
4
5
6
7
8
RATIONALE
SCOPE AND METHODOLOGICAL FRAMEWORK
FOCUS OF THE ASSESSMENT WORK
5
METHODOLOGY
RESULTS
CONCLUSIONS & RECOMMENDATIONS
6
7
12
METHODOLOGY FOR IMPACT ANALYSIS OF A LARGE NUMBER OF PROJECTS
14
3.1
3.2
3.3
15
16
22
INTRODUCTION
METHODOLOGY FOR THE B ASIC IMPACT ANALYSIS
THE LOGISTICS
GENERAL RESULTS OF THE ASSESSMENT OF THE EXPECTED IMPACT OF 890
PROJECTS
27
4.1
4.2
4.3
4.4
4.5
4.6
28
29
30
31
32
33
INTRODUCTION
PRODUCT S ERVICES & TECHNOLOGY
USAGE & MARKET
EXPLOITATION ORGANISA TION TOWARDS THE CREATION OF IMPACT
MICRO, MESO & MACRO ECONOMIC INDICATORS
NETWORKING AND EUROPEAN IMPACT INDICATORS
GENERAL ANALYSIS OF THE PROJECTS WITH HIGHEST AVERAGE INDICATORS
VALUES
34
5.1
5.2
5.3
5.4
5.5
5.6
INTRODUCTION
PRODUCT, S ERVICES & TECHNOLOG IES
USAGE & MARKET
EXPLOITATION O RGANISATION TOWARDS THE CREATION OF IMPACT
MICRO, MESO & MACRO ECONOMIC INDICATORS
NETWORKING & EUROPEAN IMPACT
35
36
37
38
39
40
ANALYSIS OF THE EXPECTED BUSINESS & ECONOMIC IMPACT
41
6.1
6.2
6.3
6.4
6.5
6.6
6.7
6.8
42
43
46
48
52
54
56
60
INTRODUCTION
R&D SUCCESS AND EXPECTED IMPACT
MANAGEMENT OF IPR AND DISSEMINATION
CONSORTIUM AGREEMENTS AND EXPECTED IMPACT
S TANDARDS AND EX PECTED IMPACT
PRODUCT VALIDATION AND EXPECTED IMPACT
EMPLOYMENT AND EXPECTED IMPACT
BUSINESS PLANNING AND EXPECTED IMPACT
DOMAIN IMPACT
63
7.1
7.2
64
72
MICROELECTRONICS
HUMAN LANGUAGE TECHNOLOGIES
CONCLUSIONS AND RECOMMENDATIONS ON THE IMPACT ASSESSMENT PROCESS
86
8.1
8.2
8.3
8.4
8.5
87
88
89
92
92
S TRATEGIC REQUIREMENTS OF THE IMPACT ASSESSMENT
COLLECTION OF DATA ON PROJECTS
IMPORTANCE OF THE TYPE AND QUALITY OF THE REPORTING MATERIAL
S YSTEMATIC ANALYSIS O F DATA
COMMUNICATION
ANNEXES
93
A.I - T HE TEMPLATES FOR THE COLLECTION OF DATA
A.II - EXPERTS INVOLVED
A.III - ASSESSMENT SAMPLE
A.IV - G ENERAL SUBJECTIVE JUDGMENT ON IMPACT BY EXPERTS
A.V – RANKING METHODOLOGY & S ELECTION PROCESS AND LIST OF HIGHEST RANKED PROJECTS
A.VI – ILLUSTRATIVE INTERVIEW S
A.VII - RELATIVE FREQUENCIES OF THE INDICATORS
A VIII - T HE HIGHEST RANKED PR OJECTS IN THE DIFFER ENT CATEGORIES
A.IX – G LOSSARY
A.X – LIST OF THE 890 PROJECTS ASSESSED
94
103
109
111
112
120
143
154
185
188
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Contents
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
1 RATIONALE, SCOPE AND FOCUS OF THE WORK
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1.1 RATIONALE
The European Commission is in charge of running large programmes supporting the European Research and
Development activities, in particular in the field of Information and Communication technologies.
To be able to constantly adapt to new realities and requirements and to evaluate the impact, i.e. the
consequences of the investment of public money in the industrial and academic R&D, it is necessary to
implement adapted monitoring tools and practices.
This study examines the impact of the IST Programme and its predecessor Programmes Esprit IV, ACTS and
TAP.
Work for the impact analysis requires particularly the following main issues:
1. The analysis of impact itself, and the building of the corresponding elements of information which are
necessary to the European Commission to evaluate the adequate use of public funds for the support of
Research and Development actions.
2. The validation of a methodology allowing performing the analysis of impact on a large number of
projects within a systematic and efficient approach.
3. Recommendations for further actions
1.2 SCOPE AND METHODOLOGICAL FRAMEWORK
The assessment of the impact of the IST programme and its predecessor programmes Esprit IV, ACTS and
TAP is based on a specific methodology (MASAI®, explained in chapter 3.1) using the concepts relevant for
business planning and focussing on the outcome contributing to the socio-economic influence of the
initiatives supported by the European Commission.
From the total sample of ca. 3000 projects, the documentary base for 870 of them was made available for the
impact analysis.
The analysis of impact covered projects of diverse types:
•
R&D initiatives (the majority)
•
Support actions
•
CRAFT, SME oriented projects
•
Semiconductor Evaluation Initiative
The sample for the assessment was built up on the basis of project documentation, which was made available
by the EC, in particular:
•
TIP s both in paper and in electronic format
•
Deliverables
•
Reports and other documents
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
The data was extracted from the mostly non-standardised, free-format documents to structured sample data.
Each project is described by 25 attributes, which cover all the information needed to assess the project’s
impact1 . These attributes (indicators) are categorised as follows:
•
Product / services and technology
•
Usage and market
•
Exploitation organisation towards the creation of impact
•
Micro, meso and macro economics
•
Networking and European impact
In order to expand the assessment to domain specific analysis, which has been done to relevant sub-samples
of the two domains: human language technology and microelectronics, more domain specific attributes have
been added. The information has been extracted from the same set of documents. The additional attributes
are suited to describe the following aspects:
•
Project in the perspective of the domain value-chain
•
Project in the perspective of its specific market positioning
•
Project in the perspective of its competitive standing
To extract the needed information from the available documents of these projects, a team of senior experts
brought in the adequate professional experience allowing the best coverage of the various domains of IST
and application environments. For each project an assessment fiche had to be filled in. The same tasks had to
be performed for the domain assessment.
The underlying technical basis for the analysis (statistical approach) was a relational database, where all of
the collected data have been stored, as a cleaned up image of the raw data.
The sample was analysed as a whole, to get an insight into the overall performance and impact of the
programmes. Then a sub-sample of the projects with the higher average value of the indicators was analysed.
Finally, the main elements relating business and economic impact were analysed in detail including a
comparison between the projects with the high average value of the indicators and the others.
A complementary work including telephone and face-to-face interviews allowed, to a certain extent,
illustrating the results of the impact analysis. Examples and cases highlight the main issues involved.
1
Additional attributes are available as project identifiers and to hold project structural values
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
1.3 FOCUS OF THE ASSESSMENT WORK
As mentioned above, the assessment is uses the concepts related to business planning and focuses on the
outcome contributing to the socio-economic influence of the initiatives supported by the European
Commission. The study is clearly focussing on the business and market related impact of the IST programme
and its predecessors.
The assessment of impact is based on the documents that were made available by the EC (870 projects).
These documents of the individual projects are of varying quality regarding content and also regarding
completeness and actuality. Moreover, the set of documents which was available for the impact assessment
of each of the projects varied also; from a one page project fact sheet to a whole set of documents including
the final report, exploitation plan and additionally a project website.
To distinguish the impact that has been already achieved during the lifetime of the project from the expected
future impact, the expected impact indicators are clearly marked by adding appropriate attributes as
“potential”, “expected”, “perspective”.
These orientations, including inherent limitations and constraints should be kept in mind while reading the
report.
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2 EXECUTIVE S UMMARY
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This document represents the findings of the impact assessment of the IST programme and its
predecessor programmes Esprit IV, ACTS and TAP. The analysis is predominantly based on
deliverables, as final reports and technical implementation plans (TIPs/eTIPS) of 890 projects
provided by the European Commission to the impact assessors.
The work done allowed to
Ø prove a post-project assessment method
Ø define potential impact mostly as impact on European and global business
Ø give interesting and illustrative conclusions
Ø give interesting and illustrative examples of impact
Ø indicate the limits of the analysis in the use of documentary sources from a limited
database
2.1 METHODOLOGY
The methodology used in the assessment work is detailed in chapter 3 of this document.
The basic approach consisted in defining a multi-dimensional space including the various elements of
appreciation of the potential impact of the projects, still based on an evaluation of the impact under the
various criteria defined by the EC and explicited during the various coordinating sessions:
Ø R&D and product achievements
Ø Marketing and sales orientations
Ø Exploitation oriented achievements
Ø Socio-economic indicators
Ø Networking orientations and international dimension
This basic approach was completed by a domain specific assessment, with the objective of validating the
interest and the approach to complementing the impact assessment as described in the initial terms of
reference by details at domain level.
The domain specific assessment conducted used a similar approach, positioning the projects in the value
chain, evaluating their marketing position and their competitive standing:
Ø Project identity and main structural elements
Ø Project in the perspective of the domain value-chain
Ø Project in the perspective of its specific market positioning
Ø Project in the perspective of its competitive standing
As a conclusion, the work implemented for illustrative interviews demonstrated the following issues:
Ø The indicators provided a solid analysis of the factual situation of projects and the indicators were
found appropriate – no new items were suggested by the interviews.
Ø Complementing the systematic, statistical approach through a reduced number of direct project
interviews is not relevant for clarity of results of the assessment, as compared to focussing on
assembling the best possible data on the projects. Interviews are also limited due to the lack of
availability of project leaders and involved scientists and companies after a lapse of several years.
Ø Illustrative projects may be used essentially to bring elements of communication, and shall be
inserted in a coherent overall communication plan of the European Commission.
The work was organised, in agreement with the EC, as a combination of intra-muros evaluation of the mass
of project documentation and extra-muros analytical and synthetical work at the premises of the contracting
consortium organisations.
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2.2 MAIN RESULTS AND CONCLUSIONS
The following is a summary of the assessment results and conclusions.
The analysis is detailed in chapters
Ø § 4 General results of the assessment of the expected impact of 890 projects
Ø § 5 General analysis of the projects with highest average indicators values
and
Ø § 6 Analysis of the expected Business & Economic Impact
2.2.1
Assessment of the methodological approach
The current methodology applied to the evaluation of the impact of the IST Programme and its Predecessor
Programmes Esprit IV, ACTS, TAP has proved adequate and precise and has resulted in valuable
information, despite the difficulties in gathering consistent sources of information from the projects.
Therefore, fine-tuning in implementing a new information structure can only enhance the accuracy and the
usability of the assessment results. As it is, the ex-post assessment of impact as it is does not allow any real
feed-back loop.
2.2.2
General assessment of the expected impact of 890 projects:
•
The projects are, in vast majority, successful in their R&D activities.
•
A majority successfully delivers important outcome in terms of technologies and integration.
•
40% develop and/or validate a full product at the end of the project.
•
The projects screened disseminate actively, and are proactive in implementing IPR protection as well
as in structuring the appropriate commercial channels.
•
A substantial number of projects show real efforts in terms of exploitation of results (e.g. 34% of the
projects develop an initial business plan). Room for improvement exists in competitive analysis and
commitment of at least one of the partners to conduct exploitation.
•
The majority of the projects have a global positive impact in terms of employment and business
development.
•
A significant proportion (20%) resulted in the creation of spin-off(s).
•
The projects show a strong European dimension.
•
Ca. 20% implements the contractual agreements to secure the exploitation environment. Almost half
of the projects have impact on standards.
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2.2.3
Analysis of projects yielding the highest indicator values:
More than 55% of all projects and up to 90% of the selected projects rate at the highest stage of the
indicators related to Product, Services and technologies.
Successful R&D, validation of technology and/or of the technological product, together with validated
integration are the main features of such selected projects.
The interviews indicated that transfer of competencies and know-how across the consortia is an important
issue for R&D success.
More than 45% and up to 70% of the selected projects rate at the highest stage of the indicators related to
Usage and Market issues.
Excellence in validation of prototypes, IPR control and efficient dissemination are the main features of such
selected projects.
The interviews indicated that the most efficient IPR control is corresponding to single ownership (vs. shared
ownership) of results.
Selected projects rate at variable stage in the indicators related to Exploitation Organisation towards the
creation of Impact.
The level of activity and involvement of the organisation(s) involved in exploitation are the main features of
such selected projects.
The interviews indicated that the exploitation drive from the co-ordinator is of utmost importance for the
creation of real impact.
Selected projects have a true European dimension in terms of employment and impact businesses of
importance higher than 100 MEuro. 1/3 of the selected projects create spin-offs, which is remarkable for
R&D projects.
The interviews indicated that the expected impact is generally indirect on the partners’ product range, the
results from the projects being essential bricks of future developments.
1/3 of the selected projects federate non-IST funding in complement to the EC support and ca. 1/2 of the
projects address the consortium agreements.
½ of the selected projects have an impact on standards and almost all have a European business development
perspective.
The interviews indicated that the conclusion of exploitation agreements in the consortium is of utmost
importance for the creation of real impact.
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2.2.4
General analysis of the elements relating to expected business and economic impact
A more detailed comparison between the selected projects and the others has been done on the basis of the
business and economic expected impact (cf. chapter 6), adressing several essential aspects of building
impact. Main conclusions are:
•
R&D success and expected impact
o Successful R&D definitely impacts the creation of new companies
o
•
•
•
•
•
•
Evidence is obtained that successful R&D relates to higher business potentia l
Management of IPR and dissemination
o
Evidence is given that efficient dissemination of project results is corresponding to high IPR
control
o
The attention given to IPR control is remarkable for R&D projects
Consortium agreements and expected impact
o
Planning towards business is supported by stronger contractual links among the partners
o
Interviews stressed the importance of the consortium agreement and the necessity for simple
IPR rules, including avoidance of shared property
Standards and expected impact
o
A project’s impact on standards is directly related to its success in the R&D achievements
o
A project’s impact on standards is also directly related to the level of product development
Product validation and expected impact
o
Validated products tend to lead to higher commitment and activity in exploitation: selected
projects have validated a full product in their majority (ca. 57%), and are very active in
exploitation, whereas only ca. 5% of the non selected projects validated a product.
o
Evidence is given that insufficient identification of a product corresponds, a contrario, to
reduced involvement in exploitation
Employment and expected impact
o Average project impact is less than 100 jobs
o
Projects creating high level jobs have also a larger quantitative impact on employment
o
1/3 of the highly ranked projects tend to create spin-offs, which is a rate almost three times
higher as compared to the non selected projects.
Business planning and expected impact
o
Consortia which completed and validated a business plan inc luding analysis of competition
and committed budgets started already to generate real business at the end of the project: the
development of a business plan allowed 50% of the projects to start real business, compared
to only ca. 5% of the projects being able to enter real business without having a business
plan.
o
Positive correlation exists between the maturity level of a business plan and the number of
spin-offs: Company creation is almost inexistent (10%) for projects without a business plan,
becomes significant (>20%) when business plans are outlined and is important (50%) when
budgets are committed.
o
Planning for business definitely supports effective exploitation and real business: operational
distribution is implemented by ca. 50% of projects which developed a business plan, but
only by 5% of the projects which did not.
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2.2.5
Analysis of the impact of the projects which were ranked highest in each category of
indicators
This analysis is given in Annex VIII and complements the above assessment.
2.2.6
2.2.6.1
Specific domain analysis of projects in the areas of microelectronics and human
language technologies
Microelectronics
A SWOT analysis is proposed as a synthesis of the specific findings in this area:
Based on the results of the sample investigated, the projects deliver results which are
- well positioned for instant usage by the potential customer
- well positioned in respect to the competition
- relating to rather stabilised (mature) markets
Also, the projects consist of the right mix of partners allowing a good pre-posit ioning in the value chain, but
it takes on average up to five years after project end before commercial success or socio-economic impact
sets in.
The SEA Semiconductor Equipment Assessment projects provide the highest chance of instant impact and
support for the European Semiconductor Equipment Industry serving Semiconductor Manufacturers
worldwide.
The time to market of products and services resulting from the IST programme is far too long and the
methods to trace the potential impact are not in place. As existing laws on industrial competition do not
allow for funding of market entry, new support structures of take -up of newly developed products, services
and technologies are needed.
Opportunities for European RTD work based on existing strengths can be seen as follows:
Equipment:
-
CMP Chemical Mechanical Polishing
-
CVD/PVD equipment (ASM)
-
Environmental abatement of waste from Chip production
Components/Devices:
-
ASIC, in particular for consumer electronics (fun-electronics),
-
Ultra fast processors (AMD Dresden), Damascene technology
-
D-RAM 300 mm process technology (Infineon)
-
PowerMOS
Applied and fundamental research:
-
Materials (incl. Opto and optoelectronic)
-
Polymeric semiconductor structures
-
Assembly and interconnection
Microsystem technology (MEMS)
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Human Language Technologies
The main strength of HLT in Europe is the know-how of the highly competitive scientists both in academia
and business (mostly small). Other strengths include Europe’s multilingualism and cultural diversity, in spite
of the fact that these are often referred to as a disadvantage. Globalisation will rely more and more on HLT
products in order to be successful.
The biggest weaknesses relate to a low level of integration, which might be caused by a low basic funding
for HLT R&D in Europe. This holds for both state organised R&D and business R&D which would require
more efforts in the high cost integration steps.
Global economic trends provide the opportunity of a very powerful pull to HLT products. As companies
expand to new markets, it becomes more and more evident that language is a bottleneck that requires
software for information browsing and dissemination as well as access and communication in a language that
is understood by the users. The vast amount of information available on the Internet and Intranets can only
be fully exploited by extensive deployment of HLT. However, time constants to create real markets are
rather long.
Due to the large market potential, there is the threat that European HLT led by SMEs will be overrun by the
big US corporations, such as Microsoft and other technical corporate giants. Currently, European companies
are market leaders in some key areas, such as speech synthesis and recognition, advanced multilingual
translation support and automatic translation. There are a number of problems that have to be addressed to
maintain this lead, the most serious of which may be that European SME efforts in HLT have suffered
greatly in the last couple of years and there is a danger that the number of companies that remain will be too
low to sustain a market.
A support infrastructure is needed to bring them forward both to create access to clients and to promote their
efforts. There is no forum in Europe for HLT SMEs, since all current support activities are aimed at
promoting academic research, even the ones that claim to promote business.
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2.3 RECOMMENDATIONS
The recommendations are detailed in chapter 8.
We propose some impulse strategies to create impact by new instruments, such as leaving more freedom to
the exploitation and IPR strategies of the projects or clearly announcing the impact objectives in the work
programme.
Continuous assessment of feed-back loops in the time-frame of proposal, project execution and project
exploitation should be implemented.
Beyond the creation of impact, the EC can feed back to the industry the huge amount of information
collected and synthesised on the research and industrial vision for the various domains, which to date is
rather restric ted to the groups active in preparing the work-programme.
The current methodology applied to the evaluation of the impact of the IST Programme and its Predecessor
Programmes Esprit IV, ACTS, TAP has proved adequate, precise and resulted in valuable information
allowing to answer the initial questions from the EC.
Obviously, some fine-tuning and optimisation can be made in particular in
•
Preparing the project environment with a document structure that gives more systematic and more
exhaustive data together with a clearer view of the elements leading to impact
•
Integrating the domain assessment more systematically in the impact assessment, with a consensual
agreement on the definition of the various value chains involved
•
Expanding the assessment to a certain level of impact at company or organisation level
Moreover, the ex-post assessment of impact, as it is today, does not allow any real feed-back loop capable of
optimising the projects as they run (e.g. the impact assessment on the FWP IV is used to prepare FWP VII).
We therefore recommend that the following directions be further investigated:
Ø Impulse strategies to create impact
This can be done in the continuity of the evolution of the new instruments, in particular through:
•
Leaving more freedom to the exploitation and IPR strategies of the projects, provided there is a
credible one at proposal level
•
Involving business and/or operational units engaged in exploitation from the proposal stage
•
Requiring exploitation strategy commitments in the consortium agreements
•
Involving IPR experts in the evaluations
•
Clearly announcing the impact objectives in the work-programme
•
…
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Ø Implement continuous assessment and feed-back loops in the time-frame of proposal, project execution
and project exploitation
The creation of impact starts at the level of proposal and consortium build-up. The indicators shall
therefore be used continuously to evaluate the potential impact of a proposal in coherence with the
evaluation criteria.
We propose that the impact assessment is continuously monitored throughout the life of the projects,
as it is already done in a limited way in some parts of DG Research. This allows to point out to
projects eventual difficulties in relation to deviation from objectives that are not simply technical or
scientific, and to identify the efficiency of the actions.
Ø Link impact assessment and communication
Impact assessment is an instrument to monitor the programme and to evaluate its outcome. If some
of its output is obviously most important for internal use, there is positive information that can be
used for the communication of the EC on its multi-billion € efforts to support R&D.
Ø Support projects and get support from projects
We recommend that the impact assessment is linked to evaluation and monitoring of projects.
When used in complement to the normal follow-up of the projects, with the support of the reviewers
and other expert teams, the impact assessment results can be of high interest for the projects in terms
e.g. of benchmarking in the domain.
Ø Maintain links with illustrative projects after their termination
Some of the projects are creating more impact than others and, for various reasons, can be
representative of their technological domain, their application domain, their structural approach, etc.
For this, it could be suitable to invent new instruments specially dedicated to communication on the
creation of impact, e.g. a Support Action Creating or Enhancing Impact, which could be a bonus for
the most successful projects.
Ø Use this tremendous amount of information as a reference for the European R&D
Results from project monitoring and impact assessment is of very high strategic value for the
industry, supplying strategic information of the innovation process and domain related
benchmarking.
The European Commission can use this information both internally (cross domain and cross unit
information) and externally (towards member states and industry) to:
Ø Deliver qualitative (and quantitative) elements to the industry
Ø Produce, in coherence with the domains and for their benefit, a synthesis of the long term
vision
Such pedagogic and incentive actions shall support the Framework Programmes and leverage the budgets
involved within a proactive consolidation of impact for the long term.
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3 METHODOLOGY
FOR
IMPACT
ANALYSIS OF A
LARGE NUMBER OF PROJECTS
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3.1 INTRODUCTION
The analysis model is based on the MASAI® (MArketing Strategies And business Intelligence) model
developed by MTA, which focuses on the transition phases from R&D towards industrially and
commercially viable solutions.
The model aims at supporting the strategic decisions through the coherent linking of the essential elements of
the business model.
In particular, MASAI allows organising and
analysing the combined technical, commercial
and managerial evolution within a multiple
dimension environment:
This gives a simple but efficient method to
benchmark innovative initiatives and to
analyse the coherence and the viability of the
exploitation plans, through a straightforward
evaluation of the whole business plan.
The basic MASAI model has been adapted to the specific tasks of the evaluation of the EC supported R&D
projects, as those are not producing a business plan.
The basic approach consisted in defining a multi-dimensional space including the various elements of
appreciation of the potential impact of the projects, still based on an evaluation of the impact under the
various criteria defined by the EC and explicited during the various co-ordinating sessions:
Ø R&D and product achievements
Ø Marketing and sales orientations
Ø Exploitation oriented achievements
Ø Socio-economic indicators
Ø Networking orientations and international dimension
This basic approach was completed by a tentative domain specific assessment, with the objective of
validating the interest and the approach to comple te the impact assessment by details at domain level.
The domain specific assessment used a similar approach, positioning the projects in the value chain,
evaluating their market position and their competitive standing.
The indicators used are described and detailed below. They allowed to evaluate the status of the different
projects and their potential final outcome in terms of business, further developments or research. The
indicators were applied to the projects, using the documents made available in a systematic approach.
The analysis of the statistical material resulting from this approach at project level aggregates the outcome of
the study and allows a number of conclusions and recommendations.
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3.2 METHODOLOGY FOR THE B ASIC IMPACT ANALYSIS
3.2.1
The methodology implemented for the general impact assessment
The basic indicators for business impact have been grouped in 5 categories (the detailed indicators as used in
the general assessment questionnaire) complemented by an identity of the project and, where necessary,
general comments and are described in detail as follows:
Ø Project identity and main structural elements
What is the project, what are its main structure and basic elements of budget, duration, partnership,
etc.
Project Acronym
Project Contract No
Programme
Sector
Name of co-ordinator
Country of co-ordinator
Indicator
Number of partners
Number of countries
Budget total
EC funding
No Workpackages
Duration
No of Deliverables
Unit
Number
Number
€
€
Number
Months
Number
Value
Ø Product / services and technology related indicators and scale
These indicators position the outcome of the project from the R&D results to the full product
development stage
Indicator
1
2
3
R&D stage
Questionable R&D results
Partial developments
Successful R&D
Identified technology
Identified technology
Developed technology
Validated technology
Identified technological product
Identified tech. product
Developed tech. product Validated tech. product
Integration of several technologies
Identified integration
Developed integration
Validated integration
Full product
Identified full product
Developed full product
Validated full product
R&D stage indicates the stage of achievement of the R&D activities
Identified technology measures the focus in identifying an innovative technology
Identified technological product measures the focus in identifying an innovative technological product (
Integration of several technologies measures the activity in assembling several innovative and non innovative technologies in a coherent
approach
Full product measures the outcome in terms of a full stable and exploitable product
Ø Usage and market related indicators and scale
These indicators position the outcome of the project in terms of commercial maturity of the results,
from the bare dissemination to the established commercial structure
Indicator
Dissemination
IPR management
Prototypes and niche markets
OEM & direct sales
1
None or symbolic
None or symbolic
Identified prototypes
Identified OEM customers
Distribution networks in place
Identified distributors
2
Proactive
Some IPR control
Identified beta sites
Initial sales
Initial distribution
actions
3
Efficient
Full IPR control
Validated prototypes
Sales to the open market
Operational distribution
network
Dissemination indicates the level of dissemination activity
IPR management measures the activity in terms of protection of the intellectual property rights
Prototypes and niche markets indicates the outcome in terms of development of prototypes and results applicable to niche markets
OEM & direct sales measures the commercial activity and direct sales towards Original Equipment Manufacturers and
Distribution networks in place measures the activity in establishing commercial relays to the markets
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Ø Exploitation organisation towards the creation of Impact related indicators and scale
These indicators position the project in terms of organisational structure towards creating impact,
from the identification of ad hoc structure to established agreements for the valorisation of project IP
Indicator
1
2
3
Existence of an organisation identified for exploitation
None
Guessed
Identified
Existence of an organisation effectively implementin g
Interested
Committed
Active
exploitation
Initial business plan outlined
Elements
Basic
Developed
Business plan and analysis of competitive status completed
Existing
Validated
Budgets committed
Exploitation started effectively
Actions
Dedicated structure
Real business
Existence of an organisation identified for exploitation indicates whether the consortium has appointed one or several specific partners
in charge of exploitation
Existence of an organisation effectively implementing exploitation indicat es whether one or several specific partners in charge of
exploitation are effectively implementing an exploitation strategy
Initial business plan outlined indicates whether the consortium has drafted the elements of a business plan and to which extent
Business plan and analysis of competitive status completedmeasures the actual commitment to the business planning
Exploitation started effectively evaluates how far the consortium has been in implementing real business
Ø Micro, meso and macro economic indicators
These indicators describe the expected economic impact in various areas: employment, company
creations, etc.
Indicator
Expected impact on employment (geographical)
Expected impact on employment (qualifications)
Expected impact on employment (quantification)
New company creation
Potential business importance range
1
Local
Operators
<100
None
< 1Mio €
2
National
Middle range
>100
<1000
One
1 Mio €< <100 Mio €
3
European or global
High level
>1000
Several
>100 Mio €
These indicators are self explanatory
Ø Networking and European impact indicators
These indicators describe the cooperative work effectively implemented in the project towards
collective impact
Indicator
Business development perspectives
Consortium agreement
Bilateral agreements
Other (non IST) funding schemes used
Impact on standards
1
Local
None
None
None
None
2
National
Draft
Draft
Local/national
Reduced
3
European or global
Signed
Signed
European
Important
These indicators are self explanatory
Ø General comments
The evaluators had the opportunity to mention any specific comment, including their subjective
opinion on the creation of impact.
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Most of the indicators are coded using an ordinal scale (1 to 3), which makes it possible to apply statistical
methods and tests to each of the project evaluations during the stage of analysis, despite the fact that there is
obviously no hierarchical meaning in this classification in many cases (e.g. level of qualification). However,
most of the indicators still keep a hierarchical role in terms of creation of impact, and generally speaking a
high average value for the indicators corresponds to a high expected impact.
The business impact is described by the positioning of the projects in the indicators space. The average of all
the indicators also has a significance as described in the results of the assessment.
To validate the methodology, the experts were asked to give their opinion on the expected impact ("thumbs
up" or "thumbs down") from their personal point of view, to evaluate the correlation with the appropriate
indicators and with the average value of the indicators.
This analysis complemented the impact assessment itself and supported the evaluation of the methodological
approach.
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3.2.2
The methodology implemented for the analysis of the impact on the specific domain
This business impact analysis was complemented by a domain impact aiming at the evaluation of the specific
impact on the specialised domain of technology.
A common questionnaire was developed to allow comparison of achievements for various domains. Only the
value chain for each domain was specifically differentiated, allowing a common structure for various
domains.
The questionnaire (presented in Annex I) included indicators on:
Ø Project identity and main structural elements (cf. business impact analysis)
Ø Project in the perspective of the domain value-chain
o
Positioning in the Value-Chain
o
Contribution to the Value-Chain model
o
In-depth view of the Value-Chain
o
Dynamics - What are the time constants involved?
o
Management of the suppliers environment
Ø Project in the perspective of its specific market positioning
o
Results segments (list as many as described)
o
Market segments (direct customers - list as many as described)
o
Positioning of results on direct user segments
o
Range of products and complementarities with current business activities
o
Product range maturity through market acceptance
Ø Project in the perspective of its competitive standing
o
Direct competition
o
Indirect competition
o
Relative size of competitors
o
Competition maturity through market acceptance
o
Targeted market size
The questionnaire on domain specific impact is more intimately related to the specific activity of the project
and of the consortia. It involves more qualitative comments, which were used for the analysis and the
conclusions.
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The methodology was applied to 2 domains: microelectronics and microsystems, human language
engineering. A third domain, mobile computing, could not be assessed in view of the reduced number of
specific projects for which documentation was made available.
The indicators have been selected to position the projects within the 3 main perspectives of their
environment: value-chain, market positioning and competitive standing. The indicators were adapted here
also to an evaluation of a high volume of projects, and a scale of 1 to 3 for each indicator was chosen in
coherence with the business impact grid.
In contrast to the questionnaire on general impact assessment (cf. above) where information given by the
project participants founded the basis for evaluation, in the domain specific assessment it has been the
perception of the domain experts judging the sector specific impact on a micro-/meso-/macro-economic
level.
The questionnaire included several closed questions as well as open questions. The domain assessment
methodology (which was not initially part of the bid) also allowed an automated processing.
Due to the installation of the domain assessment after the start of the general business impact assessment, the
analysis was conducted separately, and intercorrelation of the indicators from the 2 sets of data could not be
performed. However, this was minor in the validation of the methodological approach to domain analysis.
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3.2.3
The methodology implemented for illustration of the impact analysis through specific
interviews
The initial terms of reference of the assessment included work on a selection of cases in view of illustrating
the conclusions from the statistical analysis and to eventually refining the list of indicators.
A specific methodology was installed to select 50 cases to be investigated (cf. Annex A.V – Ranking
Methodology & Selection Process and List of highest ranked projects) and the work was initiated by the
partners on a sample of 58 projects with the objective of completing the existing questionnaires with
appropriate input and special remarks from the projects on the creation of impact from the various points of
view displayed in the questionnaire.
However, the process of contacting the projects proved challenging for various reasons:
Ø obsolete contact references in the existing documents
Ø individuals having changed occupation
Ø company heavily reorganised or disappeared
Ø lost “memory” of the project inside the organisation
Ø difficulty to trace a link between the project and the current activities
Ø others
When some contacts could be made, essentially through personal relations within a few of the projects, the
information gathered did not supply really constructive elements in relation to the effort to get the
interviews:
Ø a direct link between the projects and the existing products, services and general activities of the
organisations was difficult to establish: the projects contributed essentia lly to consolidation of the
basic know-how of the organisations
Ø the specific case of each project highlights a particular strategy of one (or a group of) organisation(s)
and does not bring significant input, beyond the information brought by the questionnaires filled in
from the project documents, to the overall appreciation of the impact of the programme, even at
sectorial level.
Therefore, only 11 effective interviews were performed after investigation of a first basis of 24 projects, and
the approach was discontinued, as the outcome was not up to the expectations. The elements related to the
approach and to its results are presented in the Annex.
A summary of the input from the interviews indicates the following:
As a conclusion, the interview work demonstrated the following issues:
Ø The indicators provided a solid analysis of the factual situation of projects and the indicators were
found appropriate – no new items were suggested by the interviews.
Ø Complementing the systematic statistical approach through a reduced number of direct project
interviews is not relevant as compared to focussing on assembling the best possible data on the
projects. Also, highlighting the main elements coming out of the assessment is not realistic, as
illustrative results always differ significantly from the general picture: selection should be made for
the best project of each element to highlight essentially on the basis of a communication strategy
(which was not within the scope of the current study).
Ø Illustrative projects may be used essentially to bring elements of communication, and shall be
inserted in a coherent overall communication plan of the European Commission.
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3.3 THE LOGISTICS
The work was organised, in agreement with the EC, as a combination of intra-muros evaluation of the mass
of project documentation and extra-muros analytical and synthetical work at the premises of the contracting
consortium organisations.
The intra-muros work was performed at the EC premises in Square Orban, Brussels. A secretarial interface
of EC staff was present part-time to give support whenever EC intervention was requested.
The contracting consortium assured all the tasks with own staff and secretarial functions.
The extra-muros work was organised among the contracting consortium organisations, co-ordinated via email and physical meetings.
3.3.1
3.3.1.1
The sample of projects and the documents available
The sample of projects
The terms of reference of the impact assessment study mention that the background material would consist
of more than 3000 TIPs corresponding to all projects from the three FP4 programmes (ACTS, ESPRIT and
Telematics) and some 50 projects from FP5. From this background material the contractors would select,
with an appropriate methodology, about 50 projects on the basis of which the impact would be assessed via
phone calls and some interviews in the context of the initial screening methodology. The first phase (reading
of the background material) was to take about one month.
Based on given availability of the documents, it was agreed between the contractor consortium and the EC to
further specify the methodology as indicated in the contract based on the following indications:
1. An analysis of available TIPs and other documents was performed, which should lead to an overall
assessment of the TIPs or other equivalent documents. The following sample is provided by the EC:
ACTS – approx. 132 projects with TIPs or other documents
ESPRIT – approx. 181 projects with TIPs or other documents
TAP – approx. 175 projects with TIPs or other documents
FP5 IST – approx. 359 projects with TIPs (electronic version), out of which ca. 156 are exploitable final
documents submitted and/or approved by the EC.
A number of various sources provided additional elements of information, which were taken into
account when the project could be identified in a sufficient manner. The exact number of projects was
validated from the actual documents provided to the contractor consortium and amounted to 890 projects
for which 919 reports were produced.
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2. It was confirmed to the contractor consortium that it was to exploit, in the first screening phase, only the
documents and project data made available by the EC during the intra-muros work.
Due to the quality of the documents, exactly 890 entries were filled in the data base.
3. Due to the reduced number of projects made available by the EC to the contracting consortium for the
first screening phase (ca. 1000 vs. the 3000 initially planned), a complementary analysis was performed
by the contracting consortium on a subset of the total 890 projects sample, with a focus on sectorial
impact.
4. The following table shows the indicative number of projects identified for such analysis. An inventory of
the projects available for assessment in the 3 domains was given by the EC to the contracting consortium
on 24 June 2003.
All
(FP4+FP5)
Initially
Effectively
Available for assessed
assessment
(FP4+FP5)
I. Esprit IV, Technologies for
Components and Subsystems &
IST KAIV.7 and KAIV.8
267+251=518
69+29 = 98
99
II. ACTS: Mobility and Personal
Communication Networks &
IST KAIV.5
37 + 82=119
11+10=21
None (insufficient
sample)
III. TAP – Language Engineering
& IST Human Language Technologies
(61+7)+68=136
(61+6)+30=97
94
Total number of projects:
773
216
193
This analysis followed a specific methodology complementing, on domain impact assessment, the one
proposed by the contracting consortium for general impact assessment as foreseen in the contractual terms of
reference (cf. above).
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3.3.1.2
The documents available for the basic impact assessment
The documents available for the analysis, and supplied to the team for the intra muros impact assessment
were essentially:
Ø TIP, Technology Implementation Plan – a document describing the plans for exploitation at
consortium as well as at partner level
Ø eTIP, the electronic version of the TIP, filled in on-line
Ø Annual reports, summarising the annual activity of the project, containing administrative as well as
technical and exploitation information, with a clear focus on the administrative issues, in most of the
cases
Ø Final reports, summarising the whole activity of the project, containing administrative as well as
technical and exploitation information, with a clear focus on the administrative issues in most of the
cases
Ø Fact-sheets, 2 pages short summary of the project rationale, objectives achievements, consortium and
budget
Ø Exploitation plans (rarely found), detailed description of the exploitation actions and intentions at
consortium as well as at partner level, a former version of the TIP
The choice of these documents, which correspond to the information base which could be extracted from the
files and archives in time for the assessment, led to the following considerations:
Ø The TIPs were not compulsory under FP4. Only ACTS made use of TIPs, whereas the other
programmes used exploitation plans (ESPRIT) or self-assessment fiches (TAP). Taking into account
the fact that TIPs are used under FP5, we have given priority to TIPs under FP4 to ensure coherence,
whereas ensuring a balance between the three programmes.
Ø Most of the documents available for assessment are purely free text. The e-TIPs have been the only
source, where some of the relevant information was available in a structured and close ended format.
Therefore it is difficult to compare a large number of projects in an automated, methodological
manner, as in many of the cases the information needed for assessing the impact is not available
directly and the evaluator has to “read between the lines” trying to extract information which is
provided implicit ly at best.
Ø A lot of important information is not provided, even if the guidelines for specific deliverables are
available, as for example for the TIP or final report. Information is also missing in many cases,
where it was obvious that it should be provided (eg. eTIPs).
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Ø Data given at the end of a project, or even before – in many cases as the fact sheet already during the
project’s initial phase – is based on expectations, which have an inherent probability error of
becoming reality. The effective impact cannot be measured during or directly after a project’s end.
Ø It is apparent that in a significantly high amount of cases the information providers are not the
potential exploiters.
Ø Amongst the available exploitation plans and self-assessment fiches, we have selected the ones
which ensure a proper representation of areas of the programmes to avoid significant gaps and
ensure an assessment of projects and of corresponding domains.
As a result from the previously mentioned points, one can conclude that it is very challenging to analyse and
evaluate projects and especially their (commercial and business) impact in a systematic manner when based
only on the information provided within these documents.
For a more efficient assessment, the information absolutely needs to be provided in a format that is
compatible with the analysis of a high number of projects and does not require intensive examination by an
expert. (cf. §8 Conclusions and Recommendations).
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3.3.2
The intra -muros operations
The impact assessment operational phase started after the questionnaires were put in place and discussed
with the EC, on 16 June 2003.
The work was conducted at the EC premises by a team of 10 experts (cf. list and CVs in Annex) with senior
level expertise on the various IST areas, supported by assistants dealing with the logistics of classification of
projects and documents and by a secretary from the EC interfacing with the EC environment.
Ca. 1000 projects were presented by the EC to the expert team for the assessment, from which 890 were
finally considered exploitable. The questionnaires were filled in on paper, for further transcription on the
database and further exploitation.
The intra muros operations included the full screening of the 890 projects on the basis of the general impact
questionnaire and the additional screening of 193 projects from the total sample to assess the specific
sectorial impact. This corresponds to a rate of review of ca. 10 to 12 projects per day, i.e. less than one hour
per project, which was found to be adequate by the experts.
At this stage, no specific comment was made on the individual projects, although for the domain assessment
some searches on the web and some deeper investigations were performed.
The questionnaires were then copied for security and sent to be keyed in the assessment database at the
partners´ premises.
3.3.3
The extra-muros operations
After the completion of the questionnaires, the remaining work of the assessment was done at the partners
premises, including:
Ø Completion of the database
Ø Statistical analysis: defining the relevant approaches and exploiting and interpreting the results
Ø Conducting illustrative interviews (telephone and face to face)
Ø Defining the conclusions and recommendations
The work included co-ordination among the partners through bilateral or multilateral meetings.
It was done in co-ordination with the EC through 6 steering board meetings and 7 operational meetings
(those mostly during the intra-muros work).
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4 GENERAL
RESULTS OF THE ASSESSMENT OF
THE EXPECTED IMPACT OF 890 PROJECTS
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4.1 INTRODUCTION
The following chapters shows the results of the analysis of the collected data for the whole sample of
projects assessed. The performance of each of the identified categories is visualised and described separately:
•
Product, Services & Technologies: 4.2
•
Usage & Market: 4.3
•
Exploitation Organisation towards the creation of Impact: 4.4
•
Micro, Meso & Macro economic Indicators: 4.5
•
Networking & European Impact: 4.6
The following analysis was performed on the projects for which sufficient information 2 was available. This
approach allowed to eliminate the possibility of getting biased results because of underestimating the impact
of projects for which sufficient information was missing.
The field “Available/applicable % of cases” located at the top of every graph shows the total percentage of
projects for which the corresponding indicator value was available.
In the following, results are presented graphically for each of the 5 set of indicators, with subsequent
comments and a conclusive summary.
This analysis is then be put in perspective in the next sections:
•
In section 5 we analyse the sample of projects with the highest average indicator value, which are
expected to create the highest impact.
•
Important aspects of the business and economic impact of the assessed proje cts are discussed in
section 6. in order to get a more in-depth insight in the expected impact of the surveyed projects of
the IST Programme and its predecessors. The most relevant indicators have been analysed in a more
explorative approach, including the correlation between different indicators. The section also
provides proof of the better performance of the selected projects compared to the projects which
have not been selected.
•
In annex (A VIII - The highest ranked projects in the different categories), a complementary analysis
of the projects ranked best in each category of indicators is given.
2
Sufficient information in order to assess the potential impact for all of the different indicators and for all of the
different categories (see A.III)
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4.2 PRODUCT SERVICES & TECHNOLOGY
Product, Services & Technology
R&D stage
Percentage
Avail./applic.of%responses:
of cases: 84.3%
Questionable R&D results
6.2%
Partial developments
40.9%
Successful R&D
52.9%
Identified technology
Percentage
Avail./applic.of%responses:
of cases: 84.3%
None or only identified technology 18.3%
Developed technology
50.2%
Validated technology
31.6%
Identified technological product
Percentage
Avail./applic.
of %
responses:
of cases: 83.6%
None or only identified tech. product 31.3%
Developed tech. product
44.4%
Validated tech. product
24.4%
Integration of several technologies
Percentage
Avail./applic.
of %
responses:
of cases: 81.5%
None or only identified integration 39.1%
Developed integration
41.7%
Validated integration
19.2%
Full product
Percentage
Avail./applic.
of%
responses:
of cases: 82.2%
None or only identified full product 59.7%
Developed full product
27.0%
Validated full product
13.3%
Figure 1 Product, Services & Technology indicators and their characteristic values (sample: all projects with
sufficient available information)
•
More than half of the projects delivered successful in R&D results and an additional 40% beingat
least partially successful.
•
In terms of technology development, a majority of the projects (82%) effectively developed a
technology and 32% validated it.
•
68% of the projects achieved a technological product (24% validated it).
•
61% of the projects integrated several technologies and 19% validated such integration.
•
40% of the projects developed a fully integrated product, and about one third of those (13% of the
sample) delieverd a validated product.
The projects are well positioned in their R&D role. A majority successfully delivers important outcome
in terms of technologies and integration activities. 40% develop a full product at the end of the project.
Sample
All projects with sufficient information available
Number of projects in this sample, N =
383
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4.3 USAGE & MARKET
Usage & Market
Dissemination
Percentage
Avail./applic.
of%
responses:
of cases: 85.6%
None or symbolic 20.1%
Proactive
42.7%
Efficient
37.2%
IPR management
Percentage
Avail./applic.of%
responses:
of cases: 79.6%
None or symbolic 43.0%
Some IPR control 39.3%
Full IPR control
17.7%
Prototypes and niche markets
Percentage
Avail./applic.
of %
responses:
of cases: 71.5%
Identified prototypes 47.4%
Identified beta sites
24.1%
Validated prototypes 28.5%
OEM & direct sales
Percentage
Avail./applic.
of %
responses:
of cases: 53.8%
Identified OEM customers 67.5%
Initial Sales
18.0%
Sales to the open market 14.6%
Distribution networks in place
Percentage
Avail./applic.
of%
responses:
of cases: 46.5%
Identified distributors
63.5%
Initial distribution actions
21.3%
Operational distribution network 15.2%
Figure 2 Usage & Market indicators and their characteristic values (sample: all projects with sufficient
information available)
•
80% of the projects implemented proactive dissemination, while efficient dissemination was found
for more than 1/3 of the initiatives
•
57% dealt actively with IPR. 18% implemented a full protection of the outcome of the projects.
•
Slightly more than half of the projects dealing with prototypes actively started prototyping
procedures, validating the prototypes in 28% of the cases
•
While ca. 2/3 of the projects have already identified customers, ca. one third of the projects
effectively started sales
•
A distribution network is identified in 46% of the cases and about two thirds of those projects
effectively contact appropriate structures and 15% of those have already completely operating
distribution networks in place.
The projects screened disseminate actively, and are proactive in implementing IPR protection and in
structuring the appropriate commercial channels.
Sample
All projects with sufficient information available
Number of projects in this sample, N =
383
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4.4 EXPLOITATION ORGANISATION TOWARDS THE CREATION OF IMPACT
Exploitation Organisation towards the creation of Impact
Existence of an organisation identified for exploitation
Percentage
Avail./applic.
of %
responses:
of cases: 84.1%
None
40.4%
Guessed 24.2%
Identified 35.4%
Existence of an organisation effectively implementing exploitation
Percentage
Avail./applic.
of %
responses:
of cases: 81.5%
None
55.4%
Committed 28.5%
Active
16.0%
Initial business plan outlined
Percentage
Avail./applic.
of %
responses:
of cases: 81.5%
None
66.3%
Basic
24.4%
Developed
9.3%
Business plan and analysis of competitive status completed
Percentage
Avail./applic.
of %
responses:
of cases: 75.7%
None
77.9%
Validated
17.6%
Budget committed
4.5%
Exploitation started effectively
Percentage
Avail./applic.
of %
responses:
of cases: 72.8%
None
69.9%
Dedicated Structure 16.5%
Real Business
13.6%
Figure 3 Exploitation Organisation indicators and their characteristic values (sample: all projects with sufficient
information available)
•
About 2/3 of the projects have not identified an organisation in the consortium in charge of
exploitation.
•
16% of the projects have an active organisation implementing the exploitation strategy.
•
34% of the projects have an initial business plan outlined.
•
22% of the projects have completed a competitive analysis.
•
14% of the projects effectively started exploitation through an active organisation, generating real
business.
In terms of exploitation of results, a tangible number of projects show significant efforts (e.g. 34% of
the projects develop an initial business plan). Room for improvement exists since e.g. in half of the
projects the commitment of one of the partners to conduct exploitation is missing.
Sample
All projects with sufficient information available
Number of projects in this sample, N =
383
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4.5 MICRO , MESO & MACRO ECONOMIC INDICATORS
Micro, Meso & Macroeconomics
Expected impact on employment (geographical)
Percentage
Avail./applic.of%responses:
of cases: 66.1%
Local
28.9%
National
23.7%
European or global 47.4%
Expected impact on employment (qualifications)
Percentage
Avail./applic.of%responses:
of cases: 60.6%
Operators
34.9%
Middle range 42.2%
High level
22.8%
Expected impact on employment (quantification)
Percentage
Avail./applic.
of%
responses:
of cases: 51.4%
<100
71.1%
100 < m <1000 19.3%
>1000
9.6%
New company creation
Percentage
Avail./applic.
of%
responses:
of cases: 66.8%
None
82.4%
One
14.8%
Several
2.7%
Potential business importance range
Percentage
Avail./applic.of%responses:
of cases: 46.7%
< 1Mio
41.9%
1Mio
46.9%
< i < 100 Mio
>100 Mio
11.2%
Figure 4 Micro, Meso & Macroeconomic indicators and their characteristic values (sample: all projects with
sufficient information available)
•
More than 45% of the projects have a European or global impact on employment.
•
Impact on employment is distributed over the various categories of personnel: operators, middle
range and high level.
•
Most of the projects expect to have impact in the range below 100 employees and 10% expect to
impact over 1000 employees.
•
Nearly 20% of the projects resulted in the creation of one or more spin-offs for the exploitation of
the project results.
•
Around 10% are expected to create more than 100 Million € in revenues from their exploitation.
The majority of the projects have a global impact in terms of employment and business development
and a significant proportion (20%) resulted in the creation of spin-off(s).
Sample
All projects with sufficient information available
Number of projects in this sample, N =
383
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4.6 NETWORKING AND EUROPEAN IMPACT INDICATORS
Networking & European Impact
Business development perspectives
Percentage
Avail./applic.of%responses:
of cases: 75.2%
Local
15.3%
National
18.1%
European or global 66.7%
Consortium agreement
Percentage
Avail./applic.of%responses:
of cases: 74.2%
None
64.1%
Draft
15.1%
Signed 20.8%
Bilateral agreements
Percentage
Avail./applic.of%responses:
of cases: 73.6%
None
77.7%
Draft
13.5%
Signed
8.9%
Other (non IST) funding schemes used
Percentage
Avail./applic.of%responses:
of cases: 63.7%
None
86.1%
Local/national
6.6%
European
7.4%
Impact on standards
Percentage
Avail./applic.of%responses:
of cases: 78.1%
None
56.5%
Low
26.1%
Important 17.4%
Figure 5 Networking & European indicators and their characteristic values (sample: all projects with sufficient
information available)
•
2/3 of the projects expect to develop business at European level
•
ca. 80% of the consortia do not have a signed consortium or bilateral agreement.
•
10% of the projects have secured any other kind of funding (non IST).
•
A considerable percentage (almost half of the projects) has impact on European and global
standards.
The projects show a strong European dimension, but only 10% implements the contractual agreements
to secure the exploitation environment. A high proportion of the projects (almost half) have impact on
standards.
Sample
All projects with sufficient information available
Number of projects in this sample, N =
383
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5 GENERAL
ANALYSIS OF THE PROJECTS WITH
HIGHEST AVERAGE INDICATORS VALUES
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5.1 INTRODUCTION
We present in the following section an overview of the performance of the 58 final, selected projects. This
selection was performed following a methodology presented in
A.V – RANKING METHODOLOGY
& SELECTION PROCESS AND LIST OF HIGHEST RANKED PROJECTS.
This final selection is based on 6 groups of projects. One group consisted of the highest ranked projects of
the "Overall Ranking" (rank 1-13). The other five groups consisted of the 20 highest ranked projects of each
of the different categorie s. These rankings were made applying the methodologies described above. This
final group of selected projects has resulted from the combination of the previous groups, after having sorted
out the projects that have been selected more than once in those sub-rankings.
This approach is described in the chart below:
Underlying Database
Ranking Methodology
Top ranked projects
Product/Service &
Technologies
Top ranked projects
Top ranked projects
Top ranked projects
Top ranked projects
Top ranked projects
Usage & Market
Exploitation Orga.
towards Impact
creation
Micro, M e s o &
Macro
Networking &
European
Over all
categories
Merging of sub-selections
Final Selection
of Projects
Highest Impact
projects
Figure 6 Build-up of the sample of the projects with highest expected impact
As this selection is nothing else than the sum of the different groups, it provides a more balanced insight into
the characteristic attributes compared to the individual groups, in which the different priorities of the various
projects were taken into account and viewed separately.
However, this final selection is of importance, as it is the basis for further, more explorative and comparative
analysis (section 6).
The top ranked projects in each category of indicators are analysed separately in A VIII - The highest ranked
projects in the different categories
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5.2 PRODUCT, SERVICES & T ECHNOLOGIES
Product Serv. & Tech. Final Selected Projects
Full product N=53
None or only
identified prod.
Developed full
product
Validated full product
None or only
identified integr.
Integration of several
technologies N=52
Validated integration
Developed integration
None or only identified
tech. product
Identified Technological
Product N=54
Developed tech. product
Validated technological product
None or only identified
technology
Identified Technology
N=55
Developed technology
Validated technology
Questionable R&D
results
Successful R&D
R&D Stage N=55
Partial developments
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Figure 7 'Product Services & Technologies' final selected projects
More than 55% of all projects and up to 90% of the selected projects rate at the highest stage of the
indicators related to Product, Services and Technologies.
Successful R&D, validation of technology and/or of the technological product, together with validated
integration are the main features of such selected projects.
The interviews indicated that transfer of competencies and know-how across the consortia is an important
issue for R&D success.
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5.3 USAGE & MARKET
Usage and market. Final Selected Projects
Distribution networks in
place N=49
Initial
distribution
Identified distributors
Operational distribution network
Identified
distributors
Identified OEM
customers
OEM & direct sales N=51
Initial Sales
Sales to the open market
Identified
prototypes
Prototypes and niche
markets N=53
Validated prototypes
None or
symbolic
IPR management N=56
Identified beta
sites
Some IPR control
Full IPR control
None or
symbolic
Proactive
Dissemination N=55
0%
10%
20%
Efficient
30%
40%
50%
60%
70%
80%
90%
100%
Figure 8 'Usage & Market' final selected projects
More than 45% and up to 70% of the selected projects rate at the highest stage of the indicators related to
Usage and Market issues.
Excellence in validation of prototypes, IPR control and efficient dissemination are the main features of such
selected projects.
The interviews indicated that the most efficient IPR control is corresponding to single ownership (vs. shared
ownership) of results.
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5.4 EXPLOITATION ORGANISATION TOWARDS THE CREATION OF IMPACT
Quality and impact. Final Selected Projects
Exploitation started effect.
N=56
None
Dedicated structure
Bus. Plan and anal. Of
comp. status compl. N=54
None
Init. Business plan outlined
N=58
Exist. Of org. for exploitation
N=57
Validated
None
0%
Developed
Committed
None
Active
Guessed
10%
20%
Budgets commited
Basic
None
Exist. Of org. impl. Expl.
N=57
Real business
Identified
30%
40%
50%
60%
70%
80%
90%
100%
Figure 9 'Exploitation Organisation towards the creation of Impact' final selected projects
Selected projects rate at variable stage in the indicators related to Exploitation Organisation towards the
creation of Impact.
The level of activity and involvement of the organisation(s) involved in exploitation are the main features of
such selected projects.
The interviews indicated that the exploitation drive from the co-ordinator is of utmost importance for the
creation of real impact.
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5.5 MICRO , MESO & MACRO ECONOMIC INDICATORS
Micro, meso and macro economic indicators.
Final Selected Projects
Potential bus. Importance
<1 M Euro
range N=53
<100 M Euro
>100 M Euro
Several
New company creation
N=48
None
Exp. Impact on empl.
(quantif.) N=52
Exp. Impact on empl.
(qualif.) N=53
One
>100 <1000
<100
Operators
Middle range
>1000
High Level
National
Exp. Impact on empl.
Local
(geograph.) N=58
0%
10%
European or global
20%
30%
40%
50%
60%
70%
80%
90%
100%
Figure 10 ‘Micro, Meso and Macro Economic Indicators’ final selected projects
(These indicators have no hierarchical meaning)
Selected projects have a true European dimension in terms of employment and impact businesses of
importance higher than 100 Meuro. 1/3 of the selected projects create spin-offs, which is remarkable for
R&D projects.
The interviews indicated that the expected impact is generally indirect on the partners product range, the
results from the projects being essential bricks of future developments.
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5.6 NETWORKING & E UROPEAN IMPACT
Networking and European impact. Final Selected Projects
Impact on standards
N=53
None
Important
Low
European
Other (NON IST) funding
schemes N=43
None
Bilateral agreements
N=53
Local/National
None
Consortium agreement
N=52
Draft
None
Draft
Signed
Signed
National
Business development
perspective N=58
European or global
Local
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Figure 11 Networking and European impact category for the final selection of projects
1/3 of the selected projects federates non IST funding in complement to the EC support and ca. 1/2 of the
projects address the consortium agreements.
½ of the selected projects have an impact on standards and almost all have a European business development
perspective.
The interviews indicated that the conclusion of exploitation agreements in the consortium is of utmost
importance for the creation of real impact.
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6 ANALYSIS OF THE
ECONOMIC IMPACT
EXPECTED
BUSINESS &
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6.1 INTRODUCTION
While the methodology used for assessing the impact of the surveyed projects from the IST programme and
its predecessors has taken into account a wide variety of different indicators, the emphasis was clearly on
business and economic indicators.
To get a better insight into the impact of the surveyed projects from the IST programme and its predecessors
in terms of this business and economic impact, relevant indicators have been analysed more deeply in an
explorative approach. The following also provides a comparison of the performance of the selected projects
with high overall indicator value as compared to the projects with lower average indicators value.
In this sense, 7 main aspects have been assessed in detail:
1. R&D success and expected impact
2. Management of IPR and dissemination
3. Consortium agreements and expected impact
4. Standards and expected impact
5. Product validation and expected impact
6. Employment and expected impact
7. Business planning and expected impact
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6.2 R&D SUCCESS AND EXPECTED IMPACT
In 94.8% of the selected projects R&D activities could be identified, compared to 56,3% of the projects
which have not been selected. A comparison between these two groups shows that more than 9 out of 10
consortia of the projects selected have successfully completed R&D compared to 42% of the consortia of the
other group.
R&D stage
R&D stage
Projects not selected
Selected Projects
Questionable results
Successful R&D
1,8%
42,3%
Questionable results
Partial developments
9,9%
7,3%
Partial developments
47,8%
Successful R&D
90,9%
N=485
N=55
Figure 12 R&D stage
No significant correlation has been found between a successful R&D work and the number of spin-offs
created as a result of the project work3 (Figure 13, sample: all projects).
R&D vs. Company Creation
100
90
9
93
14
89
80
82
70
60
New company creation
50
Percentage
40
Several
30
20
One
10
0
None
&D
lR
sfu
es
cc
ts
Su
en
pm
elo
ev
ld
rtia
res
Pa
D
R&
ble
na
tio
es
Qu
R&D stage
N=375
Figure 13 R&D vs. Company Creation
3
?²=6.832, p=0.145, a =0.05 ; Cramer’s V=0.095, p=0.145, a =0.05
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Successful R&D work has an impact on employment. It can also be shown that the impact on the
qualification level is positively correlated with the level of completeness of the R&D work conducted within
the project4 (Figure 14, sample: all projects).
The influence of R&D level of achievement on the number of created jobs seems, however, to be less clear5
(Figure 15, sample: all projects).
R&D vs. Employment (qual.)
100
90
25
13
31
80
70
60
27
50
70
50
Expected impact on
56
Percentage
40
High level
30
20
23
10
0
Middle range
Operators
&D
lR
sfu
es
cc
ts
Su
en
pm
elo
ev
ld
rtia
res
Pa
D
R&
le
ab
tion
es
Qu
R&D stage
N=331
Figure 14 R&D vs. Employment (qualitative)
4
?²=43.237, p=0.000, a =0.05 ; Cramer’s V=0.256, p=0.000, a=0.05
5
?²=15.731, p=0.03, a =0.05 ; Cramer’s V=0.168, p=0.003, a =0.05
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R&D vs. Employment (quanti.)
100
9
12
90
10
88
80
25
85
70
60
66
50
Expect. job creation
Percentage
40
>1000
30
20
100 < m <1000
10
0
<100
D
R&
ul
ssf
cce
ts
Su
en
pm
elo
ev
ld
rtia
res
Pa
D
R&
ble
na
tio
es
Qu
R&D stage
N=279
Figure 15 R&D vs. Employment (quantitative)
The business potential of projects which have successfully conducted R&D is significantly higher compared
to projects where the R&D results are questionable or was only partially done 6 (Figure 16, sample: all
projects).
R&D vs. Business Potential
100
90
80
28
11
54
88
70
Business Potential
67
60
50
>100 Mio €
Percentage
40
30
35
1Mio€ < i < 100 Mio
20
€
10
0
< 1Mio €
&D
lR
sfu
es
cc
ts
Su
en
pm
elo
ev
ld
rtia
res
Pa
D
R&
le
ab
tion
es
Qu
R&D stage
N=263
Figure 16 R&D vs. Business Potential
6
?²=34.523, p=0.000, a =0.05 ; Cramer’s V=0.256, p=0.000, a=0.05
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6.3 MANAGEMENT OF IPR AND DISSEMINATION
Dissemination of a project’s results does not exclude IPR control, as Figure 17 clearly indicates (sample: all
projects). The graph shows that more than 60% of the projects with efficient dissemination activities also
have some or full IPR control. On the contrary, more than 80% of the projects with no or symbolic
dissemination have no or symbolic IPR control.
Dissemination vs. IPR
100
90
80
14
14
84
38
70
28
34
60
50
48
Percentage
40
IPR management
38
30
Full IPR control
20
Some IPR control
10
0
None or symbolic
None or symbolic
Efficient
Proactive
Dissemination
N = 498
Figure 17 Relationship between dissemination and IPR control in a project
A more detailed analysis of the highest ranking projects shows that even nearly 2/3 of these consortia
conducting effective dissemination provide full IPR control, while only 10% of those projects do not have
any effective IPR at hand (Figure 18).
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Figure 18 Comparison of highest Impact projects vs. lower Impact projects - Efficient Dissemination & IPR
control
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6.4 CONSORTIUM AGREEMENTS AND EXPECTED IMPACT
Consortia which are providing a business plan regarding the exploitation of the project’s results are much
more likely also to provide a signed or at least drafted consortium agreement than consortia which have not
already put some work into the compilation of a formal BP7 (Figure 19, sample: all projects).
Consortium Agreement vs.
Development Stage of BP
100
90
80
70
60
50
Consortium agreement
Percentage
40
30
Signed
20
Draft
10
0
None
None
Developed
Basic
Initial Business Plan
N = 431
Figure 19 Relationship between an outlined initial business plan and the existence of a consortium agreement
7
?²=57.647, p=0.000, a =0.05 ; Cramer’s V=0.259, p=0.000, a=0.05
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As a result of the evaluation of the projects it can also be said that there is a significant correlation between
exploitation activities and the availability of consortial agreements: if at least one project partner has already
started to exploit project results it is more likely that they provide about a consortium agreement (48% of the
cases), compared to projects without started exploitation activities (21% of the cases)8 as shown in Figure 20
(sample: all projects).
Consortium Agreement
vs. Exploitation
100
90
80
70
13
16
8
33
24
79
16
60
61
50
52
Consortium agreement
Percentage
40
Signed
30
20
Draft
10
0
None
None
Active
Commited
Organisation implementing exploitation
N=438
Figure 20 Consortium Agreement vs. Organisation implementing Exploitation
8
?²=33.502, p=0.000, a=0.05 ; Cramer’s V=0.196, p=0.000, a=0.05
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The relationship between consortia agreements and employment is less clear. While the higher positive
impact on employment for consortia which provide about a drafted or signed agreement compared to those
which don’t provide about a CA seems to be logical, the differences between drafted and signed consortium
agreements cannot be explained. However the 2 variables seem not to be independently from each other9
(Figure 21, sample: all projects).
Consortium Agreement
vs. Employment (quanti.)
100
12
90
11
80
84
47
20
70
68
60
50
Expect. job creation
47
40
>1000
Percentage
30
20
100 < m <1000
10
0
<100
None
Draft
Signed
Consortium agreement
N=261
Figure 21 Consortium Agreement vs. Employment (quantitative)
The existence or non existence of a consortium agreement seems to be not correlated to employment
regarding the qualification of the workforce10 (Figure 22, sample: all projects).
Consortium Agreement
vs. Employment (quali.)
100
90
80
17
17
40
47
21
43
70
60
50
Percentage
40
Expected impact on
44
36
30
36
20
High level
Middle range
10
0
Operators
None
Draft
Signed
Consortium agreement
N=307
Figure 22 Consortium Agreement vs. Employment (qualitative)
9
?²=30.904, p=0.000, a =0.05 ; Cramer’s V=0.243, p=0.000, a=0.05
10
?²=2.085, p=0.720, a =0.05 ; Cra mer’s V=0.058, p=0.720, a =0.05
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Consortia which do not provide a consortium agreement have less likely implemented IPR control compared
to consortia which have compiled a draft CA or which have already signed a CA11 (Figure 23, sample: all
projects)
Consortium Agreement
vs. IPR Control
100
90
80
13
18
21
23
54
38
70
60
64
50
IPR management
Percentage
40
41
30
Full IPR control
29
20
Some IPR control
10
0
None or symbolic
None
Draft
Signed
Consortium agreement
N=429
Figure 23 Consortium Agreement vs. IPR Control
Although a consortium agreement, even at draft stage, puts emphasis on IPR management, it seems that
signature of the consortium agreement is sometimes reached at the cost of lesser IPR control, as difficulties
arise in the acceptance of IPR sharing rules.
Interviews stressed further this point by underlining that IPR management must be kept as straightforward
and simple as possible. In particular, shared IPR on results and products are very difficult to manage and
result in difficulties within the consortium coherence.
11
?²=33.867, p=0.000, a =0.05 ; Cramer’s V=0.199, p=0.000, a=0.05
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6.5 STANDARDS AND EXPECTED IMPACT
Standardisation can play a significant role in attaining important EU policy objectives, such as the free
movement of goods and services, the strengthening of economic and social cohesion, the protection of
workers and consumers, etc.12
While 30% of the high impact projects provide an important contribution to standards, this is the case in only
about 11% of the projects having a lower impact (Figure 24).
While around 50% of the high impact projects being without an impact on standards might be reasonable, it
should be investigated why also ca. 50% of the high impact projects from the “product, services &
technology” category have no impact on standards.
Impact on Standards
Projects not selected
Selected Projects
Important 11,53%
Important 30,19%
Low 22,84%
N o n e 49,06%
N o n e 65,63%
Low 20,75%
Figure 24 Impact on Standards
A project’s impact on standards is also directly related to its R&D stage (see Figure 26, sample: all projects).
The more successful the project’s R&D, the higher its impact on standards. However, Figure 25 compared to
Figure 26 also shows that projects with successful R&D have a lower impact on standards than projects with
a validated full product.
Relationship between a full Product
and the Project's
Impact on Standards
Percentage
100
90
80
70
60
50
40
30
20
10
0
17
29
22
26
16
70
57
Impact on standards
56
Important
Low
None
None or only ident Validated full prod
Developed full prod.
Full product
N = 444
Figure 25 Relationship between the existence of a full product and the project's impact on standards
12
Council Resolution of 1999-10-28 on "The Role of Standardisation in Europe" in OJ C 141 of 2000-05-19
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R&D Stage vs. Impact on Standards
100
90
13
80
85
7
19
25
22
70
68
60
59
50
Impact on standards
Percentage
40
Important
30
20
Low
10
0
None
&D
lR
sfu
es
cc
ts
Su
en
pm
elo
ev
ld
rtia
res
Pa
D
R&
le
ab
tion
es
Qu
R&D stage
N= 458
Figure 26 Relationship between the project's R&D stage and its impact on standards
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6.6 PRODUCT VALIDATION AND EXPECTED IMPACT
It is interesting to look at a combinatorial analysis for some of the category indicators. In the following graph
we can see the relationship between the development of a full product and the existence of an organisation
which is implementing the exploitation (sample: all projects). The graph clearly shows that there is a
correlation between the two categories13 . No organisation is implementing exploitation for the majority of
projects that have not developed a product or have identified only one. On the contrary, about 65% of the
projects with validated products have a committed or active organisation implementing exploitation of that
product (Figure 27).
A comparison of highest impact projects to lower impact projects shows that while more than 56% of the
first group provide a full product which is actively exploited by 60%, only around 5% of the low impact
group provide such a full product, which is actively exploited by only 23% of those 5% (Figure 28).
Relationship between a full Product
and Organisation effectively
implementing Exploitation
Percentage
100
90
80
70
20
20
47
44
76
Orga Exploiting
60
50
40
19
Active
30
20
10
0
36
34
Commited
None
None or only ident.
Validated full prod.
Developed full prod.
Full product
N = 474
Figure 27 Relationship betwe en the existence of a full product and of an organisation effectively implementing
exploitation
13
?²=114.656, p=0.000, a =0.05 ; Cramer’s V=0.348, p=0,000, a =0.05
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Figure 28 Comparison of highest Impact projects vs. lower Impact projects - Exploitation status of consortia
having a validated full product
There is also a direct relationship between the existence of a full product and the project’s impact on
standards (see Figure 25, sample: all projects). 70% of the projects without a developed or validated full
product have no impact on standards and only about 8% of them have a high impact. On the other hand,
almost one of every three projects with a validated full product has a high impact on standards.
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6.7 EMPLOYMENT AND EXPECTED IMPACT
The majority of projects have a relatively low expected quantitative impact on employment (up to 100 new
jobs for around 70% of the projects). What is interesting to note (see Figure 29, sample: all projects) is that a
significant percentage of projects (20%) that are creating high level jobs are also having a larger quantitative
impact, i.e. they are expected to create more than 1000 new jobs 14 .
The expected quantitative impact on employment is higher for the top ranked projects. This bigger positive
effect on the number of jobs can be seen on all qualification clusters (Figure 30).
Qualitative vs. Quantitative
Impact on Employment
100
90
20
26
15
80
70
13
79
69
60
67
50
Quantity
Percentage
40
30
>1000
20
100 < m <1000
10
0
<100
Operators
High level
Middle range
Qualifications
N = 279
Figure 29 Relationship betwe en qualitative and quantitative impact on employment
14
?²=17.210, p=0.002, a =0.05 ; Cramer’s V=0.176, p=, a=0.05
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Qualitative vs. Quantitative Impact on Employment
Projects not selected
Operators
49,34%
Middle range
38,43%
High level
12,23%
Selected Projects
Operators
14,00%
5,31%
14,16%
Middle range
52,00%
2,27%
14,29%
11,54%
High level
34,00%
26,14%
10,71%
3,57%
26,92% 47,06%
85,71%
28,57%
35,29%
17,65%
61,54% 57,14%
71,59%
80,53%
Expected impact on employment (quantification)
<100
100 < m <1000
>1000
Figure 30 Comparison of highest Impact projects vs. lower Impact projects - Qualitative vs. Quantitative Impact
on Employment
Figure 31 (sample: all projects) shows that there is a direct correlation between the type of jobs that projects
create and their potential business importance range. Projects that are expected to create highly qualified jobs
are also expected to create higher revenues15 .
15
?²=57.751, p=0.000, a =0.05 ; Cramer’s V=0.344, p=0.000, a=0.05
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Qualitative Impact on Employment vs.
potential Business Importance Range
100
8
20
90
19
53
80
72
77
70
Business Potential
60
50
>100 Mio €
Percentage
40
39
30
1Mio€ < i < 100 Mio
20
€
10
0
9
Operators
< 1Mio €
High level
Middle range
Qualifications
N = 244
Figure 31 Relationship between qualitative impact on employment and potential business importance range
The company creation rate also adds to the high impact of the selected projects. The rate of consortia that
have created one or more spin-offs is three times higher in the group of selected projects compared to the
group of the non-selected projects (Figure 32).
New company creation
New company creation
Projects not selected
Selected Projects
Several
Several
2,2%
6,4%
One
One
10,1%
23,4%
None
None
70,2%
87,6%
Figure 32 New Company creation
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The relationship between the creation of spin-off companies for the exploitation of the project results and the
agreement of a consortium agreement is depicted in Figure 33 (sample: all projects). No new company was
created in the majority of the projects, irrespective of the existence of a consortium agreement. The existence
of a signed consortium agreement led to the creation of one or several spin-offs in about 20% of the projects
for which related information was available. The existence of a draft consortium agreement led to the
creation of only one spin-off for 20% of the projects for which related information was available.
Consortium Agreement vs.
new Company Creation
100
16
20
40
90
80
70
12
25
71
60
60
50
55
Consortium agreement
Percentage
40
30
Signed
20
Draft
10
0
None
None
One
Several
New company creation
N = 355
Figure 33 Relationship between the existence of a consortium agreement and the creation of a spin-off
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6.8 BUSINESS PLANNING AND EXPECTED IMPACT
One of the most important tools for turning a project’s results into business is a business plan.
While 68% of the selected projects have already started serious business planning, this is the case for 25% of
the remaining projects of our sample.
A closer look shows that the discrepancy becomes even bigger for more developed business plans: while
nearly 40% of the initial business plans of the selected projects have already reached a more developed stage,
this is only the case for 4% of the non-selected projects (Figure 34).
Initial business plan outlined
Initial business plan outlined
Projects not selected
Selected Projects
Developed
4,2%
Developed
Basic
38,6%
21,1%
None
31,6%
None
Basic
74,7%
29,8%
Figure 34 Initial BP outlined
28% of the selected projects provide not only a basic or more developed initial business plan, but have
validated it and completed the analysis of its competitors. Another 28% have additionally already committed
budgets. These factors are reflected in 12% and 0,5% of the non-selected projects (figure 12).
BP & analysis of competitive status completed
BP & analysis of competitive status completed
Projects not selected
Selected Projects
Budget committed
,5%
Validated
Budget committed
12,4%
28,3%
None
43,4%
Validated
28,3%
None
87,1%
Figure 35 BP & Analysis of competitive Status completed
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Activities regarding the exploitation of results have been traditionally implemented in the European
programmes to leverage the efficiency of funding and the overall impact of the programmes. The most
important exploitation goal of most of the projects within the surveyed programmes is to generate real
business. While the bus iness take-up has not taken place within the project’s timeframe in most of the cases,
nearly half of the selected projects already generated real business before the project’s official end (Figure
36).
Exploitation started effectively
Exploitation started effectively
Projects not selected
Selected Projects
Real Business
5,1%
Real Business
Dedicated Structure
47,3%
12,2%
None
23,6%
Dedicated Structure
None
29,1%
82,7%
Figure 36 Exploitation started effectively
One would expect that those consortia which provide a completed and validated version of their business
plan including a completed analysis of competitors and budgets have also already started to generate real
business. While this is the case in 87% of the selected projects, this could not be verified for the non-selected
projects. Moreover a positive correlation could be identified between the maturity level of the business plan
and the generation of real business within the sample of the final selection of highest impact projects16
(Figure 37).
16
?²=34.927, p=0.000, a =0.05 ; Cramer’s V=0.585, p=0.000, a=0.05
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BP & Competitive Analysis
BP & Competitive Analysis
and Exploitation
and Exploitation
Selected Projects
100
90
29
40
Projects not selected
100
90
87
80
Percentage
50
62
Exploitation started
60
20
Real Business
25,5%
25,5%
49,0%
10
0
Dedicated Structure
13
None
Exploitation started
50
40
30
100
63
70
60
10
Percentage
70
60
11
90
80
None
40
Real Business
30
20
Dedicated Structure
26
10
0
83,7%
Budget commited
11,5%
None
Validated
4,8%
None
Budget committed
Validated
BP & Competitive Analysis completed
BP and Competitive Analysis completed
N = 51
N = 393
Figure 37 BP & Competitive Analysis and Exploitation
Moreover, there is a clear positive correlation between the general existence/maturity level of a BP and the
number of spin-offs 17 , which is shown in Figure 38.
Development stage of BP vs.
No. of Companies created
100
90
7
12
17
92
30
80
79
70
60
58
50
New company creation
Percentage
40
Several
30
20
One
10
0
None
None
Developed
Basic
Initial business plan
N=375
Figure 38 Development stage of BP vs. No. of Companies created
17
?²=37.382, p=0.000, a =0.05 ; Cramer’s V=0.223, p=0.000, a=0.05
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7 DOMAIN IMPACT
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7.1 MICROELECTRONICS
7.1.1
Introduction
According to IPPA Integrated Programme Portfolio Analysis the field of microelectronics covers
communication and networking technologies, software technologies, middleware and distribution systems
but mainly micro- and opto-electronics as well as Microsystems and Nanotechnologies.
Microsystems includes both, development and integration of results into applications.
47% of the projects have a time to market of less than 5 years.
The trend of proposed Microsystems projects is towards advanced sensors technologies addressing
applications in health care, environment, transport, consumer electronics and telecommunications, the main
sector is Information Technology in general.
26% of the projects are on generic technology and driven mainly by large enterprises. Only 3 of the projects
are in the field of nano-technology materials.
The telecom domain is covered very well and there is substantial potential in healthcare monitoring and biochip applications.
In the following these general indications are compared with the input assessment sample results of the
domain of microelectronics.
7.1.2
Basic R&D Methodology
Large European research centers have a strong presence in microelectronics, e.g. Fraunhofer, IMEC or CEALETI. As they are fundamental for solutions in R&D, the IST Programme helps to bring them together with
ICT industry in terms of European co-operation. Here, the presence of the value chain in a project is of
interest to assess the impact potential for microelectronics projects.
Most of the projects address “proof of concept” rather than large-scale manufacturing RTD. This may cause
a gap between the development of future technologies and the availability of suitable manufacturing
capability, according to IPPA analysis April 2002.
7.1.3
Programme Specific Objectives and Work-programme
IST FP5
In the field of micro- and opto-electronics the number of RTD projects increased significantly from 10% in
Call 1 to 3, to 52% in Calls 4 to 6, and the trend continued in Calls 7 and 8. The overall portfolio of 115
projects include 78 RTD projects.
40% of the RTD projects in the field of microsystems are in Key Action 4, 32% are in Key Action 1 and
24% in FET (Future Emerging Technologies).
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7.1.4
7.1.4.1
Analysis of the domain specific impact of a sample of HLT projects
Project in the perspective of the domain value-chain
7.1.4.1.1 Positioning in the Value-Chain
The volume business in the field of Microsystems is covered by the US and Japan, especially for ink jet
printer heads and hard disc drive heads. The European market is well covered in the automotive and
aerospace market segment but constrained in the biochip sector because of the large portfolio of patents of
US companies in the biochip sector.
The trend for Microsystems is advanced multisensor biometrics in areas such as security and safety.
The duration for developing Microsystems devices is 7 to 10 years.
Regarding the specifically or integrated solutions the development takes place in three main sectors: health,
transport and environment.
In the following the observed value chain positioning is described. With respect to the current sample a total
of 99 projects have been analysed regarding their impact.
VALUE CHAIN POSITIONING
Value Chain Position
Microelectronics
Covered by # Percentage of
Rank
of Projects
Projects
Components
38
38%
1
DesignAndSimulation
34
34%
2
ProcessAndTechnology
31
31%
3
Equipment
20
20%
4
FinalSystem
14
14%
5
QualityAndTesting
13
13%
6
FundamentalResearch
12
12%
7
BoardAndSubSystems
11
11%
8
Materials
10
10%
9
Packaging And Interconnection
7
7%
10
Assembly
2
2%
11
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7.1.4.1.2 Identification of user requirements
Regarding specific market approach of the results, more than 2/3 of the projects give results which are
considered well positioned (74%). 21% are considered average, and only 5% are considered insufficient with
respect to direct customers in the particular market segment. Very similar figures apply to the end-users’
requirements down the value chain.
Identifying direct customer
requirements
Insufficient
7%
Average
19%
Good
74%
Identifying final user requirements
Average
21%
Insufficient
7%
Good
72%
7.1.4.1.3 Dynamics - What are the time constants involved ?
Life-cycle of results, customer requirements and final user requirements show that most projects (mostly less
than 3 years) address rather short term issues, but some have to deal with direct customer and final users
requirements with longer life-cycles (up to 5 years mainly), pushing the impact beyond project duration.
Time Constraints
70%
60%
50%
40%
30%
20%
10%
0%
Less than 2
2 to 3
4 to 5
6 to 9
10 to 19
20 to 29
more than 30
Years
dynamic result life-cycle
direct customer life-cycle
final user requirements life-cycle
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7.1.4.1.4 Management of the suppliers environment
Identifying the Supplier Constraints
Insufficient
9%
Average
31%
Good
60%
The high importance of the presence of the supplier environment in the project is evident in more than 2/3 of
the projects, when such presence is felt important or critical for most (81%) of the considered projects.
Importance of Supply
Reduced
19%
Involvement of Suppliers in cooperative work
Critical
41%
Reduced
24%
Critical
47%
Important
40%
Important
29%
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7.1.4.2
Project in the perspective of its specific market positioning
7.1.4.2.1 Positioning of results on direct user segments
Knowing well the requirements of their customers along the value chain (cf. above), the projects also show a
good product positioning.
Positioning of Results on Direct User
Segments
Average
21%
Insufficient
5%
Good
74%
7.1.4.2.2 Product range maturity through market acceptance
In view of customer acceptance, the majority of the projects (78%) are entering markets at early adoption or
maturity stage, whereas ca. one out of five projects is dealing with pioneering results.
Product Range Maturity through Market
Acceptance Pioneering
22%
Mature
30%
Early
Adoption
48%
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7.1.4.3
Project in the perspective of its competitive standing
7.1.4.3.1 Relative size of competitors
With respect to the size of competitors, the microelectronic project participants are facing in 51%
competitors of comparable size, while 31 % are facing much larger industries as competitors and 18% much
smaller competitive enterprises. This shows a very high relevance of competitive analysis, as many small
companies are competing with much larger ones.
Relative Size of Competitors
Much smaller
18%
Much larger
31%
Comparable
51%
7.1.4.3.2 Competition maturity through market acceptance
If most of the projects are entering markets at early adoption or mature stage (cf. above), their competition
(in particular at global level), is rather in the same position.
Competition Maturity through Market Acceptance
Pioneering
22%
Mature
37%
Early Adoption
41%
7.1.4.3.3 Targeted market size
Markets targeted by the microelectronics projects are of rather large size, ca. 75% are above 10 MEURO
and 25% above 100 MEURO
Targeted Market Size
<10ME
29%
>100ME
27%
10ME<MS<100ME
44%
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7.1.5
SWOT
STRENGTHS
Based on the results of the sample investigated, the projects deliver results which are
-
well positioned for the potential customer instant usage
-
well positioned in respect to the competition.
Also, the projects consist of the right mix of partners allowing pre-positioning in the value chain, but it takes
on average up to five years before commercial success or socio-economic impact takes effect.
The SEA Semiconductor Equipment Assessment projects provide the highest chance of instant impact and
support for the European Semiconductor Equipment Industry serving Semiconductor Manufacturers
worldwide.
WEAKNESSES
The time to market of products and services resulting from the IST programme is far too long and the
methods to trace the potential impact are not in place. Although existing laws on industrial competition do
not allow for funding of market entry, new support structures of take-up of newly developed products,
services and technologies are needed.
Unfortunately SEA projects or other take-up measures are no longer called for.
OPPORTUNITIES
Opportunities for European RTD work based on existing strengths can be seen as follows:
Equipment:
-
CMP Chemical Mechanical Polishing
-
CVD/PVD equipment (ASM)
-
Environmental abatement of waste from Chip production
Components/Devices:
-
ASIC, in particular for consumer electronics (fun-electronics),
-
Ultra fast processors (AMD Dresden), Damascene technology
-
D-RAM 300 mm process technology (Infineon)
-
PowerMOS
Applied and fundamental research:
-
Materials (incl. Opto and optoelectronic)
-
Polymeric semiconductor structures
-
Assembly and interconnection
Microsystem technology (MEMS)
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THREATS
There is a very realistic scenario that due to the enormous commercial success of Asian semic onductor
manufacturers multifold of RTD funding will be deployed inhouse connected with state policy secured
measures, e.g. loans, tax breaks, or competitive policies, thus leaving EU companies behind.
Also, the transfer of developed products and services to markets is backed up and secured by marketing
competencies and industrial foresight and cooperation in particular in the US, which requires action.
Clearly, European companies need to develop take-up competencies, need to get used to attracting and
deploying Venture Capital and need securing policies. This will allow consolidating their position on the
rather mature markets addressed and motivate the pioneering projects towards business creation.
7.1.6
EU Inherent Challenges
A project follow-up procedure is needed, as well as incentives provided for instant product to market
activities after project end. Therefore the technology implementation plans (TIP) need to be written by senior
industrial representatives only, preferably from the product management and marketing department rather
than by technologists. Serious control of TIP creation and evaluation of commercial and future socioeconomic impact should be conducted, rather than evaluating workpackage fulfilment.
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7.2 HUMAN LANGUAGE TECHNOLOGIES
The work consisted in defining and stabilising a description of the Language engineering Value Chain. In
view of the reduced number of projects, the analysis has been made on the statistical elements but also on a
more detailed analysis of the individual projects, by experts deeply involved in the exploitation and
implementation of HLE technologies in operational environments.
7.2.1
Introduction
Language Engineering, later named Human Language Technology (HLT), which is the term used in this
report, is one of the most vital areas addressed in IST. HLT provides the backbone to the entire humancomputer communication process, which is undoubtedly the key to the success of the entire information
sphere. A quote from the HLT website http://www.hltcentral.org/:
“The information society will permeate virtually every area of life involving interactions between people and
organisations, in both the public and private spheres. HLT will enable the information society through
intuitive, human-centred modes of interaction with products and services. These will include spoken
interaction, removing the need for keyboards and keypads, the use of many different languages to process
information and interact with devices - as well as the ability to communicate across language barriers.”
With the increase of on-line information in the recent years, the importance of HLT has become more and
more evident due to the need to exploit knowledge in the available information more efficiently. However,
the funding of HLT as an independent effort has been relatively small and the impact of IST in general on
the HLT market should be seen in this perspective.
The European Union’s HLT goals are usually not mentioned as such but do include among others:
−
To move R&D beyond the state of the art and past that of the US universities and corporations.
−
To promote research that would lead to spin-offs and establish a successful market for HLT software
in Europe.
−
To ensure that HLT has its integrated place in all appropriate fields of applications i.e. all speech
communication services and all text processing software, with applications in mobile telephony, b2b
communication, information processing including digital libraries be it retrieval, indexing, and
archiving of multimodal content, improving the Web (the semantic web is mostly being structured
by the principles of knowledge based technology emanating from HLT) etc.
HLT started in Europe in the early sixties with corpus-based studies and moved forward due to the Eurotra
Project, a purely linguistic effort, which was originally EU funded and defined as a machine translation
project. The project mostly focused on monolingual analysis producing basic grammars. It ignored both the
multilingual effort as well as the software to translate between languages, regardless of the original goal to
produce a translation system for the EU languages.
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This resulted in a large-scale know-how on natural language processing in a computer environment at a time
when computers were hardly powerful enough to treat such computationally complex problems. However,
Eurotra’s pure linguistic approach hampered HLT applicational R&D in Europe at the beginning of the 90s,
leading to almost full abandonment of both machine translation and linguistic R&D in ESPRIT and FP5.
This abandonment seems unwise today, and its implications will be addressed in this report. One of the
legacies of Eurotra was that the EU R&D programme organizers, despite the good effort, were forced to
immature production instead of preparing the ground that would ensure the future of European HLT as the
forefront of science in the field. This led to several prototypes supported by large corporations that initially
looked promising, but never made it to the market.
In recent years many factors, such as good management of HLT IST efforts, have improved market
conditions leading to better solutions that have also attracted the attention of the market.
7.2.2
Basic R&D Methodologies in HLT
There are two different approaches to processing language (speech and text): the linguistic and the statistical
or machine learning approach. Currently, most leading development integrates these two to get the maximum
benefit. The cost of development is directly related to these approaches. Generally speaking, the linguistic
approach is far more expensive. However, there are cases where the statistical approach is superior.
The EU HLT R&D effort has tried to minimise the cost of development by having projects aimed at creating
language resources for both linguistic and statistical processing. The most important efforts have been
addressed in projects such as Eagles (mostly creating standards and recommendations), EuroWordnet
(creating ontologies that will be the backbone of the Knowledge Infrastructure), Parole and its following
projects (creating lexical resources) and not to mention the distribution centre ELRA. This effort has a very
long life-span : more than half of the results have a lifetime beyond 5 years, up to several decades, and
potential usage has hardly began.
Building HLT products means in many cases replacing a human effort that has been in place for years or
even centuries. This is not a simple task and has to be viewed by its usefulness to either support the human
effort or fully replace that work. Currently, we are at a stage where neither the human nor the machine are
able to deal with the information that is currently available, leading us to find ways to cope.
The key application areas are:
−
Translation (automating the process of translation)
−
Information Retrieval, including Indexing and Archiving
−
Summarisation/Abstracting
−
Q&A
−
Dialogue Systems
−
e-Learning
−
Intelligent Communication, speech and text
−
Semantic Web
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All of the above are very important and have a huge market potential. Implications regarding speech are
obvious. All market studies show that this is the most important task to reach a mass-market, because many
people are computationally illiterate. However, speech processing cannot solve the applicative needs and has
to be viewed as an interface technology providing access to advanced language processing such as automatic
translation or Q&A communication.
Automatic translation is the oldest software technology on the market and perhaps the most difficult task to
perfect, since even human translation itself is many times imperfect. The potential market scope of automatic
translation is huge; people would be able to communicate across language barriers without having to spend
years to learn another language. Moreover, the cost of human translation inevitably remains high, while the
demand is increasing exponentially due to globalisation. This market is in the hands of a very small number
of companies whose total annual sales are currently about 30 M Euro. Efforts to enlarge this market have
been marginal and are linked to a number of factors where the last is the most important:
−
cost of expanding the software to cope with new languages
−
cost of adapting the software to the client environment
−
translation quality
High quality Human Language Technology is costly and it will take time until it can be compared with an
off-the-shelf toy. There are, however, several relatively successful products that have made it to the market.
Current integrations of HLT solutions into service platforms have also proven very useful and continue both
in EU R&D efforts as well as in commercial applications.
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7.2.3
Programme Specific Objectives and Work-programme
ESPRIT FP4
Esprit (1994-1998) was in close co-operation with other EU-programmes, particularly ACTS
(telecommunications), IMT (industrial and materials technologies) and Telematics Applications. Esprit was
managed by DG III, the Directorate General for Industry of the European Commission. This was the first
time that user requirements played a central role in EU R&D. The goal was to integrate cutting-edge R&D
projects with preparatory, support and take-up activities in order to provide a collaboration between
technology users and technology suppliers.
This is a quote from European Union documentation regarding the Esprit user focus (1997):
“Suppliers benefit by getting feedback from users about their current and future needs: this helps them to
better direct their research and exploit the results in the fast-moving world of IT. By interacting with usergroups via the programme, they also improve their chances of establishing their technologies in the
marketplace.
Users as a whole gain, through Esprit, the opportunity to influence the technology and product development
process. Those keen to adopt new information technolo gies get access to the latest developments and
assistance in trying these out; while those looking for proven technologies and standardised products are
brought into contact with suppliers, and with more experienced users, via dissemination and best-practice
networks. The Esprit programme, in short, can help everyone using or developing IT.”
IST FP5
FP5 (1998-2002) had a multi-theme structure, consisting of seven Specific Programmes, of which four were
Thematic Programmes:
−
−
−
−
Quality of Life and management of living resources (Quality of Life)
User-friendly information society (IST)
Competitive and sustainable growth (GROWTH)
Energy, environment and sustainable development (EESD)
Following the path set by ESPRIT the goal was to create a user-friendly information society, ensuring that
the needs of individuals and enterprises were met. The programme's interrelated research objectives focused
both on the technology developments of the information society and the smooth communication between
research and policies needed for a coherent and inclusive information society.
IST research areas were the following:
−
−
−
Key Actions (KA):
§ Systems and services for the citizen (KA1)
§ New methods of work and electronic commerce (KA2)
§ Multimedia content and tools (KA3)
§ Essentia l technologies and infrastructures (KA4)
Future and Emerging Technologies
Support for Research Infrastructures
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Human Language Technology was a horizontal action under KA3, whose objective was to foster research
and technological development in order to improve the functionality, usability and acceptability of future
information products and services, enable linguistic and cultural diversity, stimulate creativity and encourage
life-long learning through a special focus on education and training systems. KA3 included areas such as
Interactive Electronic Publishing, Digital Heritage and Cultural Content, Education and Training as well as
Human Language Technologies.
The budget for IST FP5 was 3.600 million € of which KA3 received 564 million €, as compared to 1363
million € for Essential technologies and infrastructure KA4. In view of the fact that KA4 was heavily
supported by market needs it is clear that EU funds were mostly used to back the largest industrial efforts.
7.2.4
Global Developments & Value -Chain-Impact
“The internet, e-mail, mobile phones, etc. are becoming standard features for Europe's information society
to communicate, gain access to new services and to learn new skills. Entrepreneurs are using IST to improve
their competitiveness and create new business. Researchers are exploiting IST applications to gain new
insight into complex scientific problems. But these developments are just the beginning of the 'digital
revolution' resulting from the convergence of computing, communications and content.”
This quote from the IST documentation in 1998 has already become reality, which shows indeed how fast
technology evolves. This evolution will go on regardless of the lack of funds, which is the current industrial
complaint. Moreover, in the view of globalisation, the increasing importance of natural language processing
as a facilitator of communication is obvious. While the information society is still in its early stage, the EU
R&D has tried to foresee the upcoming trends and needs. The Value Chain, described below, summarises
this effort:
Ø Linguistic System Integration refers to integrating linguistic components, lexicons, rules, and
semantics whereas real system integration is rare in EU R&D. System integration is usually achieved
by communication between individual components for demonstration purposes, whereas real system
integration is avoided due to unclear ownership in the projects.
Ø Translation generally refers to all types of translations (human, semi- or fully automatic). In the
majority of EU projects it refers to multlilingual lexicons for translating interfaces to localise them to
other languages. There has not been a serious effort to address automatic translation in EU R&D
since the Eurotra project.
Ø Speech Recognition has been addressed in several projects but it is still in the early adoption phase.
Phonetics and Statistics have played a central role in the research to build speaker-independent
recognition software and Voice/Speech Synthesis software. Voice/Speech Synthesis software has
been very successful on the market.
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Ø Text Analysis refers to efforts for creating complete or partial grammars for most EU languages.
This effort was one of the early tasks and has had little impact due to most HLT system developers
opting for non-theory related approaches and thus not being able to reuse the developed grammar
resources.
Ø Data Bases is a category for resources stored in a structured form, such as commercial database,
open-source or XML.
Ø Interfaces have been developed in many projects, however, there is a lot of space for improvement
in the interface design, which would heavily contribute to the success of the HLT systems.
Ø Language Resources include lexicons, ontologies, lexical semantics, grammatical descriptions such
as morphology and syntactic rules, all in formal representations to provide processable resources.
Ø Semantics refers to formal semantics to be used in project software as well as to the extensive work
on ontologies in later years. The ontologies may well provide the best backbone for structuring the
Semantic Web.
Ø Information Retrieval / Extraction has been part of several projects in the FP5 and this effort
continues. It refers to finding and displaying specific information. Text Synthesis is ideal for
summarisation but there has been very little effort in that area.
Ø Algorithms for processing language have been tested in various projects, but there is still lot of work
to be done in this field.
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7.2.5
7.2.5.1
Analysis of the domain specific impact of a sample of HLT projects
Project in the perspective of the domain value-chain
7.2.5.1.1 Positioning in the Value-Chain
In covering these elements of the value chain, the projects show three main characteristics:
Ø A rather reduced level of integration of the various components of the HLT value chain
Ø An environment of organisations of rather small size
Ø A substantial effort to cover the HLT issues in the long term, taking into account the final user time
constants
The impact of the efforts in HLT can therefore be expected only in the long term, after consolidation of
initia tives that tackle partial elements of the value chain can be integrated and consolidated within
organisations with the appropriate critical size.
The distribution of EU R&D effort is shown in the table below:
Value Chain Positioning
Language Engineering
Covered by
# of
Projects
Percentage
of Projects
Rank
Linguistic System Integration
24
26%
1
Translation
20
21%
2
Speech Recognition
20
21%
2
Text Analysis
19
20%
4
Data Bases
18
19%
5
Interfaces
11
12%
6
Language Resources
11
12%
6
Semantics
9
10%
9
Context Analysis Statistics
9
10%
9
Information Retrieval /
Extraction
7
7%
11
Algorithms
5
5%
12
Text Synthesis
4
4%
13
Phonetics
4
4%
13
Voice Synthesis
4
4%
13
Signal Processing
3
3%
16
Other
11
12%
6
These figures show that, on average, the HLT projects are involved in maximum 2 areas in the value chain,
and only less than 1/4 of the projects directly address integration issues. This is a low level of integration to
be put into relation with the very pioneering aspect of the projects in the domain (only 19% of the projects
address a mature user segment).
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7.2.5.1.2 Identification of user requirements
The global evaluation of the HLT effort (see below) shows also a good approach in terms of addressing both
direct customer as well as final user requirements.
Identifying direct customer
requirements
Average
30%
Insufficient
6%
Good
64%
Identifying final user requirements
Average
31%
Insufficient
4%
Good
65%
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7.2.5.1.3 Dynamics - What are the time constants involved ?
In the sample of HLT projects or evaluation a variety of approaches has been identified regarding moving the
state-of-the-art of R&D forward as well as providing a technology that has or can become marketable
products. These do include the non-product oriented projects providing language resources or standards, such
as ELRA, Eagles and Parole, the results of which are of very high importance to the HLT software
community, or infrastructure measures such as Euromap and Linglink with effort to be seen to evolve in the
long run.
Most of the projects have an unusually long market life-cycle. It is perhaps the nature of HLT that it evolves
slowly but lasts long. However, the current market size, though potentially huge in the long term, is still
currently quite small. This is related to the cost of producing HLT products as well as to the high cost of
technology adaptations inside companies, since customisation is usually necessary when HLT is applied, as
general purpose products are rare in this field. There is a large potential in the HLT market since it is still
very immature and needs to be boosted by serious efforts beyond that of accompanying measures. It would
be wise if these efforts were run by industrial parties with firsthand experience in marketing, instead of
academics.
Time Constraints
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Less than 2
2 to 3
4 to 5
6 to 9
10 to 19
20 to 29
more than 30
Years
result life-cycle
direct customer life-cycle
final user requirements life-cycle
The sample of projects evaluated also showed a substantial effort to address the domain issues in the long
term, taking into account the rather long time constants of the final user markets.
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7.2.5.1.4 Management of the suppliers environment
The HLT projects show a paradox in terms of the consideration of the suppliers environment of the value
chain:
The identification of suppliers’ constraints is low (insufficient or average for almost 80% of the projects), but
the importance of supply is found critical or important for at least half of the projects, and the involvement of
suppliers is also effectively judged critical or important for almost 2/3 of the projects.
Importance of Supply
Involvement of Suppliers in cooperative work
Reduced
29%
Critical
14%
Critical
18%
Reduced
47%
Important
39%
Important
53%
Identifying the Supplier Constraints
Good
21%
Insufficient
54%
Average
25%
This tends to confirm the relatively reduced importance given a priori to integration, despite the practical
effectiveness of a strong involvement of the suppliers in the projects.
Altogether, these figures reveal a low level of linking with the domain value chain as compared to the other
area of EU funded R&D investigated (namely microelectronics) which can be explained through a more
exploratory approach for the longer term (cf. time constants).
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7.2.5.2
Project in the perspective of its specific market positioning
7.2.5.2.1 Positioning of results on direct user segments
Such pioneering activities are however rather well positioned on the direct user segments, following the good
knowledge of the value chain (cf. above):
Positioning of Results on Direct User Segments
Insufficient
6%
Good
46%
Average
48%
7.2.5.2.2 Product range maturity through market acceptance
41% of HLT projects are addressing their markets at pioneering stage and 44% at early adoption stage. Only
15% enter mature applications.
Product Range Maturity through Market Acceptance
Mature
15%
Pioneering
41%
Early Adoption
44%
This highlights the high risk of HLT developments, which are still waiting for stable markets to consolidate.
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7.2.5.3
Project in the perspective of its competitive standing
7.2.5.3.1 Relative size of competitors
The HLT domain is mainly covered by organisations of rather small size addressing a reduced market with
pioneering or early adoption range of solutions.
Relative Size of Competitors
Much smaller
12%
Comparable
88%
7.2.5.3.2 Competition maturity through market acceptance
Competition is viewed more or less at the same commercial maturity level, stressing the adequate
competitive situation of the European Projects analysed
Competition Maturity through Market Acceptance
Mature
18%
Pioneering
33%
Early Adoption
49%
7.2.5.3.3 Targeted market size
The pioneering aspect of the domain is also correlated with the rather small size of user segments, as a vast
majority of projects target markets smaller than 10 Mio Euro
Targeted Market Size
10ME<MS<100ME
22%
>100ME
3%
<10ME
75%
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7.2.6
SWOT
STRENGTHS
Substantial efforts are deployed on the various elements of the value chain, which is covered in
totality by the sample of projects with rather small size, competent, mobile and innovative
organisations supported by a strong academic environment.
An important strength of HLT in Europe is the know-how of the highly competitive scientists both in
academia and business. Other strengths include Europe’s multilingualism and cultural diversity, in
spite of the fact that these are often referred to as a disadvantage. Globalisation will rely more and
more on HLT products in order to be successful.
WEAKNESSES
Two major weaknesses appear from the analysis of the sample:
Ø The reduced amount of efforts in the integration of the various elements of the value chain into
final products
Ø The current reduced effective size of the markets addressed, despite a high potential
These are linked as individual components and represent, obviously, a smaller potential for business than
a fully integrated system.
OPPORTUNITIES
Global economic trends provide a very powerful pull to HLT products, and the projects show a
sound exploratory and pioneering approach able to take the challenge. As companies expand to new
markets it becomes more and more evident that language is a bottleneck that requires software for
information browsing and dissemination as well as access and communication in a language that is
understood by the users. The vast amount of information available on the Internet and Intranets can
only be fully exploited by extensive deployment of HLT.
Europe has a good opportunity to include the major global languages (English, Spanish, Portuguese,
French, …) and leverage the outcome of HLT activities on a global basis.
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THREATS
Currently, European companies are market leaders in some key areas, such as speech synthesis and
recognition, advanced multilingual translation support and automatic translation. There are a number
of problems that have to be addressed to maintain this lead, the most serious of which may be that
European SME efforts in HLT have suffered greatly in the last couple of years, and there is a danger
that the number of companies that remain will be too few to sustain a market.
Due to the large market potential, there is the threat that the European HLT led by SMEs will be
overrun by the larger global competition, such as Microsoft and other technical corporate giants,
which efficiently handle integration of the various elements of the value chain, a weakness
mentioned above.
A support infrastructure is needed to bring them forward both to create access to clients and to
promote their efforts. There is no forum in Europe for HLT SMEs, since most support activities are
still far away from the integration suitable for sizeable commercial activities.
7.2.7
EU Inherent Challenges
In the field of HLT, competence is needed to cover all the EU languages both in speech and text processing,
which is, of course, also of national importance. The appropriate compromise in covering the whole enlarged
EU and the support of actions that have a critical mass is to be addressed in the next programmes of R&D
support.
The EU R&D economic management has to cope with the specificities of SMEs, in particular in the effective
and rapid use of funds. This is a crucial issue to be addressed since the great majority of EU HLT companies
are of small size.
Project follow-up is another very serious problem to be dealt with as the time constants from research to
application are rather long. The important amounts invested by the R&D organisations, the companies and
the EC shall be leading to sustained efforts of integration of long-term solutions with the appropriate
commercial capacity.
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8 CONCLUSIONS
AND
RECOMMENDATIONS
ON
THE IMPACT ASSESSMENT PROCESS
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The assessment of the impact of the IST programme and its predecessor programmes Esprit IV, ACTS and
TAP is based on a specific methodology (MASAI®) related to the concepts of planning the transition from
R&D to business. It focuses on the outcome contributing to the socio-economic influence of the initiatives
supported by the European Commission.
8.1 STRATEGIC REQUIREMENTS OF THE IMPACT ASSESSMENT
The experience from the current impact assessment work reveals a few strategic aspects which are of high
importance, more particularly:
Ø
Precise definition of the objectives of the evaluation of impact. The rationale of the impact assessment
needs to be, like in the present work, accurately defined through:
•
Definition of the various facets of impact to be addressed, e.g. socio-economic, business, strategic
etc. for an efficient benchmarking of the results vs. the objectives of the programmes
Ø
•
Objectives for the exploitation of the study to adapt the outcome format to its exploitation
•
Links with other evaluation actions, at project and programme level
Harmonisation with the complete programme life-cycle and insertion of the impact assessment in the
work-programme operation at the various levels:
Ø
•
Work-programme definition: quantify objectives
•
Work-programme evolution
•
Segmentation by domains (units)
Harmonisation with the projects’ complete life-cycle, as the creation of impact is not only a result of the
R&D steps, but a continuous effort starting before R&D and continuing in the exploitation of the results.
Impact monitoring shall therefore be implemented in the various phases of the
•
Evaluation
•
Contract negotiation
•
Project operation
•
Project conclusion
•
Exploitation of project outcome
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8.2 COLLECTION OF DATA ON PROJECTS
The preparation and the collection of data represents an essential step in order to install any adequate impact
assessment evaluation:
•
Collection of data is a major part of an efficient extraction of reliable and meaningful information.
Well organised data is to be used for the extraction of information through statistical analysis.
•
Collection of data for a high number of projects in a systematic way is proved feasible through the
experience of the work performed.
•
Using experts to validate the indicators is a must, as the indicators used shall be well understood in
the context of the project in order to get a reliable value.
•
Experience (e.g. in DG Research) shows that exhaustive information can be collected during the
lifetime of a project, from contract negotiation to final review. It seems important to use the
continuous evolution of the projects to validate the reliability of the data collected and to get
additional information through such an evolution.
•
The impact assessment shall not put an additional documentary burden on the projects.
•
Information for impact assessment shall become a part of the continuous project monitoring.
•
The impact assessment study should not be disconnected from the project operation, which is in a
way or another looking for impact.
Recommendations
•
Continuously monitor the projects from project negotiation (or even project proposal evaluation) to
project finalisation
•
Link detailed indicators with other tools (e.g. evaluation)
•
Take profit from project expertise as well as from that of evaluators and reviewers
•
Build a solid tool evaluating the impact of the IST strategy in the long run over several Framework
Programmes (>10 years)
•
Incite the projects to continue to deliver information and activity updates after contract end
•
Maintain compatibility with older versions of questionnaire for continuity
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8.3 IMPORTANCE OF THE TYPE AND QUALITY OF THE REPORTING M ATERIAL
8.3.1
Reporting of projects including TIPs
The documentary basis used for the impact assessment study is described in detail in chapter 3. It included in
particular:
•
TIP s both in paper and in electronic format
•
Deliverables
•
Reports and other documents
The current documentary outcome of the projects was very heterogeneous, including in the elements of
identification of project structure.
The reports of the projects, including the TIP, give a good description of the project results.
The TIPs are very well structured and adapted to describe the technical and scientific outcome of a project.
However, the expected impact description is limited to some market figures and expectancies, and is
insufficient to cover a real analysis of impact, as it misses the information for many of the indicators of the
assessment. Besides, it gives only a photography of the situation at project end.
The TIPs were the sole type of documents with a standard format and available for most (but not all) of the
projects. However, the current TIP and exploitation plans are not being considered with a sufficient priority
by the projects and deliver information of variable quality and reliability.
It would indeed be most interesting to provide a more continuous follow-up of the project, from proposal
submission and contract negotiation to some time after project end. This would be also valuable input to the
EC in terms of domain intelligence in a structured way.
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8.3.2
Instrume nts and reporting
The analysis of impact covered a number of rather diverse types of projects:
•
R&D initiatives (the majority)
•
Support actions
•
CRAFT, SME oriented projects
•
Semiconductor Evaluation Initiative
In the future, most of these instruments will remain, completed by Integrated Projects, Networks of
excellence, Coordination actions, etc.
It is important that the evaluation methodology is adapted to all types of instruments, giving a common view
of the creation of impact in a diversity of domains, application environments and as a result of actions that
are placed very diversely in the value chain.
After the efforts presented, we are convinced that the proposed methodology is suitable to address such
variety of instruments provided that:
•
The positionin g of the projects on the specific value chain is validated
•
The time constants associated to the work are described
•
The competitive situation is also described.
This will allow using the same assessment to evaluate individual impact of projects within their specific
competitive environment and the impact directly created in this environment.
The overall impact on the value chain, depending on initiatives and projects that are not interconnected, will
be measured at domain level through the analysis of the involvement of suppliers and users in the various
projects (cf. domain evaluation in chapter 4).
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8.3.3
Consortia and reporting
The analysis, based on the individual analysis of the various projects, focussed on documents describing the
collective effort, even though at the end of the day most of the exploitation, dissemination and business
implementation initiatives leading to impact are performed at individual level (less than 10% of the projects
establish bilateral or multilateral agreements).
It appears that the rather low level of collective involvement in the exploitation leads to insufficient attention,
accuracy and corporate commitment in respect to the indications given, e.g. in the TIPs.
We believe that the company level will have to be addressed in refining the building up of potential impact in
the projects and that the necessity for a consortium agreement at project contract signature is a progress in
this direction. However, it is important that the expected outcome of the project is sufficiently identified at
this stage and that the consortium agreement is not merely legally binding the partners on the management
structure and on the general rules of IPR management, but contains also commitments from the exploitation
bodies.
In this sense, we believe that the lack of information on exploitation is related to the reduced involvement of
non-R&D teams and decision makers at the contractual level of the R&D projects.
An effort to involve companies, including SMEs, will be beneficial also in terms of reinforcing the role of
the EC in industrial strategy, beyond the funding of the R&D initiatives.
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8.4 SYSTEMATIC ANALYSIS OF DATA
8.4.1
Models used for the impact analysis
A focus was given to business and socio-economic impact (MASAI model) as proposed in the bid, and
analysis requirements were derived from the strategic requirements.
The basic assessment was complemented by other views on the information (domain impact) as requested at
the start of the work.
No correlations could be made with project identity elements (size, partnership, leadership, …) due to
insufficiency of information.
Despite heterogeneous data from the projects, the validation of the indicators could be made by various
means e.g. through experts’ subjective opinions vs. indicator averages.
The method allowed coping with partial lack of information and with the various documentary sources.
8.4.2
Statistical analysis
The use of business related indicators was successful and efficient to describe the projects´ impact without
stepping into the proje ct technical particularities.
Sectorial indicators using the value chain of the specific domain can efficiently complete these general
indicators to refine the view and allow clustering of initiatives in a very constructive way.
8.4.3
Complementary details and analysis
The indicator based assessment is a fantastic source of information.
Beyond the systematic and permanent monitoring, complementary analysis can be extracted at any moment
to serve strategic questions.
A central data management system is to be established to serve this functionality.
We recommend that the current set of indicators is used and that, in complement, the following actions are
taken:
•
Build a basic "dash-board" for the whole programme, with detailed sectorial elements to stabilise the
strategic approach in coherence with the programme objectives.
•
Build straightforward access to data both to IST programme management and to units, for specific,
custom analysis.
•
Build a continuous assessment scheme and monitor evolutions.
8.5 COMMUNICATION
The outcome of the impact assessment analysis is very important information, valuable for a variety of users.
Internal use can be made for strategic decision-making, e.g. next FP, evolution of workprogrammes,
evolution of instruments, etc.
External use can be made for e.g.
•
Supply of information elements to industry and research environments
•
Institutional communication on the actions from the EC
•
Justification to other bodies e.g. European Parliament of the success of EC activities
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ANNEXES
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A.I - THE TEMPLATES FOR THE COLLECTION OF DATA
The assessment fiches for the general impact assessment
Project identity and main structural elements
Project Acronym ____________________
Project Contract Nb __________________
Programme ________________________
Date start__________________________
Date finish_________________________
Sector ____________________________
Project Officer______________________
Name of co-ordinator _________________
Country of co-ordinator _______________
Level
Attribute
S.I Number of partners
Unit
Number
S.II
Number of countries
S.III
Budget total
€
S.IV
EC funding
€
S.V
Nb Workpackages
Number
S.VI
Duration
Months
Number
S.VII Nb of Deliverables
Number
S. VIII Size of co-ordinator
SME or Large
S.IX
Type of co-ordinator
Value
Ind-Res-Edu-Gov-Oth
Sufficient elements to assess expected Impact :
YES
NO
Source Documents:
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Product / services and technology related indicators and scale
Level
P.I
Indicator
1
Questionable
R&D results
2
Partial
developments
3
Successful R&D
None or only
identified
technology
Developed
technology
Validated
technology
None or only
identified tech.
product
Developed tech.
product
Validated tech.
product
None or only
identified
integration
Developed
integration
Validated
integration
None or only
identified full
product
Developed full
product
Validated full
product
Indicator
Dissemination
1
None or symbolic
2
Proactive
3
Efficient
IPR management
None or symbolic
Some IPR control
Full IPR control
Prototypes and niche markets
Identified
prototypes
Identified beta
sites
Validated
prototypes
OEM & direct sales
Identified OEM
customers
Initial sales
Sales to the open
market
Distribution networks in place
Identified
distributors
Initial
distribution
actions
Operational
distribution
network
R&D stage
Comments:
P.II
Identified technology
Comments:
P.III
Identified technological product
Comments:
P.IV
Integration of several technologies
Comments:
P.V
Full product
Comments:
Usage and market related indicators and scale
Level
M.I
Comments:
M.II
Comments:
M.III
Comments:
M.IV
Comments:
M.V
Comments:
Exploitation organisation towards the creation of Impact related indicators and scale
Level
I.I
Indicator
Existence of an organisation identified for
exploitation
Comments:
1
None
2
Guessed
3
Identified
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I.II
Existence of an organisation effe ctively
implementing exploitation
None
Committed
Active
None
Basic
Developed
None
Validated
Budgets committed
None
Dedicated
structure
Real business
1
Local
2
National
3
European or
global
Operators
Middle range
High level
<100
>100
<1000
>1000
None
One
Several
< 1Mio €
<100 Mio €
>100 Mio €
Comments:
I.III
Initial business plan outlined
Comments:
I.IV
I.V
Business plan and analysis of competitive
status completed
Comments:
Exploitation started effectively
Comments:
Micro, meso and macro economic indicators
Level
M3E.I
Indicator
Expected impact on employment
(geographical)
Comments:
M3E. II
Expected impact on employment
(qualifications)
Comments:
M3E.III
Expected impact on employment
(quantification)
Comments:
M3E.IV
New company creation
Comments:
M3E.V
Potential business importance range
Comments:
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Networking and European impact indicators
Level
NEI.I
Indicator
Business development perspectives
1
Local
2
National
3
European or
global
None
Draft
Signed
Bilateral agreements
None
Draft
Signed
Other (non IST) funding schemes used
None
Local/national
European
None
Low
Important
Comments:
NEI.II
Consortium agreement
Comments:
NEI.III
Comments:
NEI.IV
Comments:
NEI.V
Impact on standards
Comments:
General comments
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The assessment fiches for the domain impact assessment
The fiches are identical for all domains, except for the description of the value chain.
I. Project identity and main structural elements
Project Acronym
Project Contract Nb
Sufficient elements to assess Domain impact:
YES
Source Documents:
II. Project in the perspective of the domain value-chain
NO
a. POSITIONING IN THE VALUE -CHAIN
Value chain relevant for the Language Engineering domain : Algorithms - signal processing - data bases sensorics - phonetics - semantics - translation - voice recognition - voice synthesis - text synthesis - text
analysis - context analysis and statistics - interfaces - linguistic system integration
Value chain relevant for the microelectronics domain : Fundamental research – Materials – Equipment –
Process and technology – Design and simulation - components – Assembly – Quality and testing - Packaging
and interconnection – Board and sub-systems – Final system
Value chain relevant for the mobile computing domain : OS – Standardisation - Specif ic components–
Terminals - Telecom equipment – Content - Applications software – Marketing - Telecom operator Regulatory bodies - State Politics
Remarks
b. CONTRIBUTION TO THE VALUE-CHAIN MODEL
c. IN-DEPTH VIEW OF THE VALUE-CHAIN
Identification of direct customer requirements
Identification of final user requirements
Identification of supplier constraints
Good Average
Good Average
Good Average
Insufficient
Insufficient
Insufficient
Remarks
d. DYNAMICS - WHAT ARE THE TIME CONSTANTS INVOLVED ?
result life-cycle
direct customer life-cycle
final user requirements life-cycle
e. MANAGEMENT OF THE SUPPLIERS ENVIRONMENT
Importance of supply
Critical important
Involvement of suppliers in the cooperative work
Supplier products life-cycle
reduced
Important
Reduced
None
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III. Project in the perspective of its specific market positioning
f. RESULTS SEGMENTS (LIST AS MANY AS DESC RIBED)
Remarks
g. MARKET
SEGMENTS
DESCRIBED)
(DIRECT
CUSTOMERS
-
LIST AS MANY AS
Remarks
h. POSITIONING OF RESULTS ON DIRECT USER SEGMENTS
Result #1 _______________________________
Result #2 _______________________________
Result #3 _______________________________
Result #4 _______________________________
Result #5 _______________________________
Result #6 _______________________________
Result #7 _______________________________
Result #8 _______________________________
Good
Good
Good
Good
Good
Good
Good
Good
Average
Average
Average
Average
Average
Average
Average
Average
Insufficient
Insufficient
Insufficient
Insufficient
Insufficient
Insufficient
Insufficient
Insufficient
Remarks
i. RANGE
OF PRODUCTS AND COMPLEMENTARITIES WITH CURRENT
BUSINESS ACTIVITIES
Remarks
j. PRODUCT RANGE MATURITY THROUGH MARKET ACCEPTANCE
Market acceptance _______________________ Pioneering
Early adoption
Mature
Remarks
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IV. Project in the perspective of its competitive standing
k. DIRECT COMPETITION
Detail
Remarks
l. INDIRECT COMPETITION
Detail
Remarks
m. RELATIVE SIZE OF COMPETITORS
Result #1 ______________________________
Result #2 ______________________________
Result #3 ______________________________
Result #4 ______________________________
Result #5 ______________________________
Result #6 ______________________________
Result #7 ______________________________
Result #8 ______________________________
Much larger
Much larger
Much larger
Much larger
Much larger
Much larger
Much larger
Much larger
Comparable
Comparable
Comparable
Comparable
Comparable
Comparable
Comparable
Comparable
Much smaller
Much smaller
Much smaller
Much smaller
Much smaller
Much smaller
Much smaller
Much smaller
Remarks
n. COMPETITION MATURITY THROUGH MARKET ACCEPTANCE
Competition market acceptance ______________
Pioneering
Early adoption
Mature
Remarks
o. TARGETED MARKET SIZE
Result #1___________________________
Result #2___________________________
Result #3___________________________
Result #4___________________________
Result #5___________________________
Result #6___________________________
Result #7___________________________
Result #8___________________________
< 10M€
< 10M€
< 10M€
< 10M€
< 10M€
< 10M€
< 10M€
< 10M€
10M€< MS< 100M€
10M€< MS< 100M€
10M€< MS< 100M€
10M€< MS< 100M€
10M€< MS< 100M€
10M€< MS< 100M€
10M€< MS< 100M€
10M€< MS< 100M€
> 100M€
> 100M€
> 100M€
> 100M€
> 100M€
> 100M€
> 100M€
> 100M€
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INTERVIEW GUIDE FOR ILLUSTRATIVE PROJECTS
The interview guide for illustrative projects is based on the main impact assessment questionnaire, and
searches for detailed information on the specific case, in order to understand the positioning in the MASAI
space. At the end, a swot analysis is performed with the help of the project.
The interviews are based on a discussion including as much as possible the following items, which are added
to the basic questionnaire described above:
Project identity and main structural elements
Specific questions:
Ø What are the structural parameters that play a role towards creating impact ?
Ø What was the expected role of the EC in supporting the creation of impact
Ø What is the actual role of the EC in supporting the creation of impact
Product / services and technology related indicators and scale
Revalidate and explain the indicators. Put emphasis in the interview on the indicators where the project
performed well
Ø What is the expected and the actual role of a co-operative project in the product strategy ?
Ø What are the synergies and conflicts with the other partners in the product strategy ?
Ø How was the project integrated in the value chain (suppliers, competitors, customers, prescribers, …)
in order to succeed in linking the R&D and the industrial phase ?
Usage and market related indicators and scale
Revalidate and explain the indicators. Put emphasis in the interview on the indicators where the project
performed well
Ø What was the involvement of customers and end-users as well as of the sales channels ?
Ø How do you view the importance of a consortium agreement ?
Ø How do you view the importance of controlling the IPR ?
Exploitation organisation towards the creation of impact related indicators and scale
Revalidate and explain the indicators. Put emphasis in the interview on the indicators where the project
performed well
Ø What are the pre-requisites to effectively start exploitation after the R&D stage ?
Ø Were these conditions fulfilled in the project ? Why ?
Ø What is the importance of developping an business plan within the life span of the project ?
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Micro, meso and macro economic indicators
Just revalidate and explain these indicators. Put emphasis in the interview on the indicators where the project
performed well
Networking and European impact indicators
Revalidate and explain the indicators. Put emphasis in the interview on the indicators where the project
performed well
Ø What is the collective benefit from the cooperative project ?
Ø What are the necessary agreements to maximise the collective benefit ?
Ø What is the role of public funding ?
General comments
Validate a SWOT analysis in terms of creation of impact:
Strengths
Weaknesses
Opprotunities
Threats
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A.II - EXPERTS INVOLVED
A team of senior experts has been selected to bring the adequate experience and professional experience
allowing the best coverage of the various domains of IST and application environments. All the experts are
committed to confidentiality.
The individuals who participate to the impact assessment are (list as per the 15 of July 2003) are:
I. Philippe Allegret
While intervening for the three groups of actors of the telecommunication business - equipment vendors,
telecommunications companies and end-users, - Philippe Allégret is able to apprehend their needs and propose the
products and services being able to answer it.
He uses this experience at the disposal of his customers to help them to take into account new technologies, and to
implement them. Its consulting services address to the telecommunications companies, to the equipment vendors, and to
the large accounts:
Ø
Project management (resources, deadlines and contracts)
Ø
Strategic choice and network architecture,
Ø
Assistance to network deployment,
Ø
Definition and specification of networks products and telecommunication services,
Main fields of expertise are
Technologies for wide area networks, local area networks, and local loop: Ethernet, IP, IPSEC, MPLS, ATM,
Ethernet, Frame Relay, ISDN, ADSL/LMDS.
Associated services: virtual local area networks, virtual private networks, quality of service...
Voice network
Administration and network security.
Intelligent network.
II. Rob Crispin
Has worked for AEA Technology for over 30 years in the fields of superconducting alloys, ion implantation, surface
analysis and treatment. He was Business Development Mgr in the materials area and responsible for major proposals
submited to both DTI and the EC. He held seminars introducing the EC Fourth Framework Programme in London and
Paris.
In March 1996 he established his own independent international consultancy MEC (Newbury) Ltd. MEC (Newbury)
Ltd is associated to an extensive network of expert consultants in the UK, covering a range of technical areas, including
for example materials, HP computing, opto electronics, micro electronics, E-commerce and telematics.
III. Epaminondas Stamos
Ø
Diploma in Electrical Engineering, Aristotle University of Thessaloniki, Greece
Ø
PhD in Optical Pattern Recognition, University College London
Ø
Project Manager with Archimedia S.A. – project management for various company projects (ASP-NET, Webhosts)
Ø
Areas of expertise: neural networks, optical pattern recognition, neural network training algorithms, optical filter
design algorithms, planar optical systems, automatic control systems, fuzzy systems, genetic algorithms, objectoriented analysis and programming.
Ø
Software development expertise: C, C++
Languages: Greek, English, German
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IV. Ralph Gambetta
Born in 1970 in London, graduated (Economy and Politics) at the University of Konstanz (Germany). He has worked
during his studentship for various companies and institutions of the public transport sector hereunder German Railways
(DB AG) and the International Railway Union (UIC). To enlarge his professional experiences he worked for one year at
Nestlé company as an import/export account manager. In 1997 he founded the consulting company “Trans Europe
Mobility Consulting GmbH - TEMCO” and works there as managing director being in charge of European Project
Assistance:
His main expertise areas include:
§ Methodologies of cross site assessment management
• Validation frame and evaluation guidelines
• Market research activities
• User requirement analysis
V. Lars Hansen
Certified Economist Lars Hansen, born 1969, joined IZET in November 2001 as Project Manager and Expert for
Technology Transfer with more than 6 years of consulting and business experience and a strong technical background.
During his academical career Lars Hansen was specialising in information systems, e-business and statistics.
Lars Hansen´s diploma thesis is entitled "Application Service Providing – an Empirical Analysis of the Supply Side of
the European Application Service Providing Market". His experiences gained through research in this field are
successfully applied in the European study WEBHOSTS and in the ASP-Net project.
Mr Hansen has extensive programming skills using ASP, Visual Basic, the ASP-Net Framework, HTML, JAVA and
PERL and he has a deep knowledge of databases and DBMS.
He served as CTO for an Human Resource ASP and was responsible for the development and implementation of
several portals and Content Management Systems as for www.asperado.com.
VI. Ingo Hussla
Senior expert in IST related R&D&exploitation as well financing of innovation including expertise for the EC in FP4.
He currently directs pro-active technology transfer in microtechnologies and IST-applications in co-operation with
Fraunhofer ISIT, a world-wide research centre for contractual research and production of Power MOS devices,
microsystems, and packaging.
Recently, he successfully developed BtoB strategies in several state funded projects, including creation of virtual
enterprises.
Dr Hussla is an renowned advisor in financing of innovation and start-up, as well as a senior consultant for marketing
strategies of new technology based firms. He is currently on the board of directors of several newly founded companies.
As a result of front running research e.g. with IBM USA and academic positions, Dr Hussla published more then 50
peer-reviewed research papers, and initiated more than 20 patent applications. He is member of „Deutsche Bunsen
Gesellschaft“ und „Gesellschaft der Deutschen Chemiker“.
since 4/94
Director of Gesellschaft für Technologieförderung Itzehoe mbH and General
Manager of IZET Innovationszentrum Itzehoe, D
12/88 - 03/94
Director and founder of MEC Micro Electronics Consultants Köln, D, Brussels, B. Scientific-technical consulting for industry , financing innovation
02/86 - 12/94
Head R&D at Leybold AG, Hanau, D,- Microelectronics process technologies
especially submicron patterning involving advanced lithograghic and etching
process steps, Coating technology for Electronics and Optics based on PECVD
08/83 - 01/86
Scientific research associate IBM Research Laboratory, Physical Science , San
Jose, CA, USA - Controlled surface processes in microelectronics , Tribology
studies on memory materials, Laser surface studies for electronic materials
08/82 - 07/83
Visiting professor Dept. Chemis try Northwestern University Evanston, ILL, USA.
– Laser induces surface modifications under controlled conditions
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01/81 - 07/82
Assistant professor, Inst. Phys, Chemisty and Electrochemistry University of
Hannover. Hannover, D – Controlled photon induced surface reactions
19.12.1980
Dr. rer. nat. (magna cum laude) Institute of Physical Chemistry, University of
Erlangen-Nürnberg, D - Thesis in cryo –ir-spectroscopy of clean adsobates
01.03.1978
Diplom - Chemiker, University of Erlangen-Nürnberg, D
01.03.1970
Diplom - Ingenieur. Ohm Polytechnikum, Nürnberg, D
VII. Gudrun Magnusdottir
Gudrun Magnusdottir is the Founder and Managing Director of ESTeam AB, a Swedish translation software company
founded in 1995. The company developed its first translation software product in 1995, and last year released ESTeam
Translator© incorporating its Translation Memory and Machine Translation system in a unique manner. Gudrun has
been active in the field of Machine Translation since 1985: she was a university lecturer and researcher in Human
Language Technology (HLT), head of European Projects at Språkdata, University of Gothenburg, Sweden, as well as
consultant in HLT for international companies.
VIII. Franco Mori
born in Valparaiso (Chile) 1-4-1951, Italian nationality.He received his bachelor degree in Classical Studies (Maturità
Classica) (54/60) and is graduated in Physics (Solid State) (110/110) at the University of Genoa. He has more than
twentyfive years of experience in European and North American Industries always working in the field of electronics
technologies:
SGS (now SGS -Thomson) (1976-1981) As a researcher he developed a strong experience in materials and processes
for semiconductor devices manufacturing. In 1979 he took the responsibility of a research team active in the field of
micro lithography and device metallization charged with the equipment definition for production lines.
3M (1982-1988) As senior specialist he set up a laboratory for the development of image pick up devices and displays
for diagnostic and industrial radiography applications. In particular he has been responsible of the development of the
first products for acquiring and processing digital radiographic images. In 1986 he successfully continued this activity
in the 3M Research Centre in St. Paul (Minnesota) where a larger group of people and more means were made
available. For this work Franco Mori has been recognised by 3M with the "circle of technical excellence".
Marconi (1989-1991) As Central Technology Manager, his responsibility covered engineering and prototyping new
products in civil and military telecommunications, new processes development and their implementation in the
production lines. In particular these technologies deal with Multilayer Printed Board manufacturing, Surface Mount
assembling, Micro Electronics Modules, Hybrid Circuits technologies, Fibre Optics Systems, Microwaves Modules.
More than 400 billion lire sales per year took benefit from these activities involving investments in equipment and
automatic production lines for several billion lire. The continuos co-operation with GEC Research Centres in UK gave
to this activity an international dimension.
In this period a particular effort was devoted to the quality aspects,
resulting in the ISO 9000 quality certification.
Magneti Marelli Divisione Elettronica (FIAT Group) (1992-1999)
Franco Mori is R&D Manager supporting the Board of Directors in strategical decisions (New investments,
partnerships, supplier agreements, technology transfers etc.) and implementing company politics in the technology
fields. He has direct responsibility for all new technology development projects and partnerships.
The New Technology Group (working on new materials and processes), The Application Engineers Group (working in
the product development teams) and The Process Engineers Group (working in the production lines implementing and
optimising materials , processes and equipment) report to him. In this way the Technology Organisation support R&D
centres and production facilities world wide giving training and technology guidelines for design and production of the
full range of electronics systems and components for cars.
Among the results obtained in the last few years, it is worth wile to mention the development of the new high reliability
electronics modules (Engine Control Units) in ceramic technology to be mounted "on the engine" (with an expected
sales turnover of more than 250 billion lire) and the introduction of new low cost substrates for dash boards and body
electronics (with a 25% savings on 15 billions lire purchase in PCBs). The main characteristic of the sector is high
level of process automatization with high quality standards and extreme cost constraints.
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AMIC Srl - Microsystems for the environment (1999- present day) Managing Director and delegate administrator. The
company operates in the field of systems for environmental and industrial process monitoring providing the customers
with product development services and innovative solutions and components.
During his carrier he attended several institutional courses (High Involvement Leadership, Target Cost/ Target Profit,
Total Quality Management, Business Administration, Effective Communication, Lean Production etc.). He published
several technical papers and a few patent applications. He is or has been member of IEEE, SAE, IMAPS, MRS, AVS
and has been member of direction board of the Italian Microelectronics Society (ISHM-Italy).
IX. Nota Rapakoulia
Diploma in Physics and Mathematics; M.Sc. in Macromolecular Sciences; Ph.D. in Physics from Pierre et Marie Curie
University, Paris, France.
Ms Rapakoulia left an 11-year career in academia, including posts as a Research Scientist at Ecole Superieure de
Physique et Chimie de la Vile de Paris and a Professor at the University of Thessaloniki, to become an advisor for the
Permanent Greek Representation to the European Community and the Greek Ministry of Industry and Technology and,
afterwards, a consultant to the Commission of the European Co mmunities, DG XIII. She held the position of General
Manager of the Hellenic ESPRIT Club, where she was responsible for the management of various new technologies and
dissemination projects.
Since 1993 Ms Rapakoulia has been Managing Director of ArchiMedia S.A. Her specific domains of interest and
expertise include Project Management and Evaluation, Technology Transfer, e-learning.
She speaks Greek, French and English.
X. Angelikki Rosolatou
Professional experience: Project Manager Effective management of several of Archimedia’s projects in the IT domain.
She is involved in preparing studies and business plans. She has strong project assessment and writing abilities as well
as a broad understanding of technological impact to SMEs. Work in the investment and financing company
“Grischaviation A.G.” (in Zurich - Switzerland), as translator/interpreter. Work in the investment company “Confine
Hellas S.A.”, in the section of foreign mutual funds, as responsible for the valuations of the clients’ portfolios.
Education: Diploma from Aristotelian University of Thessaloniki.
She speaks Greek, French, German and English.
XI. Isabelle Scharff
Public and International Affairs
Graduated from the Université de Louvain-la-Neuve (Belgium), she also studied in England and in Hungary. Since
August 1994, she took temporary missions in various companies in Great Duchy of Luxemburg. She joined MTA in
1996 to contribute, as a consultant, to the field operations of MTA in conjunction with the other industrial marketing
consultants. She has been involved in particular in the project secretariat and communications of CALYPSO.
She is currently operating the secretariat and the communication of TRIANGLE (interoperability of multi-application
smart card solutions) and is also involved in the eEurope smart card charter initiative in the multi-application card
trailblazer (TB7).
She speaks French and English.
XII. Ioanna Varvitsioti
Professional experience: Project Manager Effective management of several of Archimedia’s projects funded by EC. In
charge of the management of the Technology Transfer Node formed in the framework of FUSE project. In charge of the
management of the SWEETS project, and of the VAMP take -up project. Monitoring and evaluation of the application
experiments under implementation. Responsible for the organisation of several dissemination events and worshops.
Also involved in the management of National Projects funded by the Greek General Secretariat of Research and
Technology.
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Quality Assurance Manager Involved in the development of the Quality Management System of ARCHIMEDIA
according to ISO 9001 standards. Trained as auditor, receiving certification by the International Auditor and Training
Certification Association (IATCA).
Education: Diploma from National & Kapodistrian University of Athens.
She speaks Greek and English.
XIII. Jorge Vieira da Silva
Engineer in Electronics and MSc in Solid State Physics (ESE, Paris, 1976), PhD in Electrochemistry (Paris, 1978)
He joined Thomson-CSF Microwave Department in 1979 as export manager for Southern Europe. From 1981 to 1983,
Dr. Vieira da Silva assumed various industrial responsibilities before taking in charge, at Wacker Chemitronic, the sales
and marketing of semiconductor materials and optical fibres in France.
In 1985, he founded MTA to provide strategic consultancy and marketing services to the materials, semiconductor
software and telecommunications industries. Since then, he conducted on a world-wide basis an important number of
missions for customers of all sizes. Those were essentially dealing with the positioning of technologies and
technological products related to the IT environment, on their applicative markets.
He has a strong expertise on the strategic aspects of the up-take of advanced technologies by industry, and in particular
by SMEs, and is running a specific seminar on this topic (MASAI).
As the manager of MTA, he is involved in a series of co-ordinating actions for the exploitation of results of R&D
projects by industry and is involved in all projects of MTA. He acts as an expert to the Commission of the European
Communities.
He speaks fluently English, French, Italian, Portuguese and has a working practice of Spanish and German
XIV. Klaus Wölken
He is a senior expert in microelectronics, and especially covering the field of design of semiconductor devices and
related areas, including EC directed R&D.
Born 1st March 1935 in Edinburgh, Scotland (UK), married.
Since 1998
Germany
- Retired and Head of the consultancy company Advanced dialogue on European Research (a.d.e.r.) in
1994 - 1998
- Head of Sector of “Scientific Relations” of the European Commission, DG III, Directorate F/2
1992 - 1993
- Organisation of the evaluation of proposals received under the European Commission's Call for
Cooperation in Science and Technology between the Community and Central and Eastern European
countries (Joint operation by DG XII and DG XIII); chair of the evaluation group
1988
- Temporary Agent in the European Commission, DG XIII/A/1 (Esprit Basic Research in IT)
-
- Participation in the definition and set up of the European Commission's first Call for proposals in
Basic Research in the area of Microelectronics (ongoing activity)
1987
-
- Auxiliary Agent in the European Commission, DG XIII/A/1
1983 - 1987
- Head of the department "Entwurf Integrierter Schaltungen (E.I.S.)" of the Gesellschaft für
Mathematik und Datenverarbeitung (GMD), Germany; various internal, national and international
projects in the field of electronics
1980 - 1983
- Head of the special scientific staff of the Executive Board of GMD
1980 - 1985
- Member of GMD's Supervisory Board (Aufsichtsrat), representative of GMDs' staff
1974 - 1980
- Head of GMD's Computer Centre Bonn. Computer service for GMD's research departments, for
Bundestag and for various Bundesministeries and subsidiaries
1972 - 1974
-Scientific employee of GMD, area of Computer Graphics
1968
- Dr.rer.nat. in low energy physics (magna cum laude) at the University of Giessen (Germany)
-
1962 – 1972
- Assistant and Akademischer Rat at the University of Giessen (Germany) for:
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
- Planning of a Centre for Radiation Research;
- Building for an electron-beam accelerator;
- Planning, set up and heading of a department for real time data processing;
- various joint projects with industrial companies on Computer Graphics
1962
-
1955 - 1958
- Diploma in Physics at the University of Giessen (Germany
- Study of Physics at the Technical University of Karlsruhe (Germany)
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
A.III - ASSESSMENT SAMPLE
Sufficient information
Sufficient Elements for Judgement
70%
58%
Projects
(percentage)
60%
50%
42%
40%
30%
20%
10%
0%
Yes
No
Sufficient elements (N=890 Projects)
Less than half of the projects evaluated provided sufficient information in order to fully assess the potential
impact for all of the different indicators and for all of the different categories.
While this has no influence on the used statistics, based on the assumption that the data is missing at random
(MAR), this has of course an influence on the selection of the high impact projects, as projects where
sufficient information was available are much more likely selected.
Based on the MAR assumption available case analysis has been conducted, unless explicitly otherwise noted.
Category indicators – Non available data
The following graph is providing the number of non-entries for each of the category indicators. It is showing
which of the indicators are not applicable to the projects, or which of the indicators are not covered by the
usual documents that were available for each of the projects (final report, TIP, Questionnaires, etc).
As can be seen in the graph below, many of the projects’ documents do not provide specific and detailed
information about the future exploitation plans. Categories such as ‘Potential Business Importance Range’,
‘New company Creation’, ‘Expected Impact on Employment (Quantitative, Qualitative and Geographical)’
were given the indicator ‘No info/Not applicable’ for more than half of the projects. However, it should be
noted that for four of the indicators, and more specifically, for the indicators” ’Distribution networks in
place’, ‘OEM and direct sales’, ‘Prototypes and niche markets’ and ‘Business development perspective’ the
high number of non-entries is also due to the fact that evaluation sheet lacked the “None” option so the
evaluators had no option but to leave all entries blank.
In the following graph, each of the indicators is represented by a two colour graph, where the first colour is
grey. The four indicators for which no “None” option was available in the evaluation sheet are distinguished
by the black colour of the first half of their corresponding bar.
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Number of non entries
Impact on standards
Other (NON IST) funding schemes
Bilateral agreements
Consortium agreement
Business development perspective
Potential bus. Importance range
New company creation
Exp. Impact on empl. (quantif.)
Exp. Impact on empl. (qualif.)
Exp. Impact on empl. (geograph.)
Exploitation started effect.
Bus. Plan and anal. Of comp. status compl.
Init. Business plan outlined
1
Exist. Of org. impl. Expl.
Exist. Of org. for exploitation
Distribution networks in place
OEM & direct sales
Prototypes and niche markets
IPR management
Dissemination
Full product
Integration of several technologies
Idendified Technological Product
Identified Technology
R&D Stage
0
200
400
600
800
Figure 39 The number of projects where each individual sub-category was not applicable to the project, or
where no info was available in the project documents. The bars whose left side is black correspond to indicators,
which lacked the “None” option in the evaluation sheet and their large size may not be indicative of the actual data
availability or the applicability of the corresponding indicator.
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
A.IV - GENERAL SUBJECTIVE JUDGMENT ON IMPACT BY EXPERTS
Besides the methodological ranking, the experts had been asked to provide their subjective opinion about the
general impact of the assessed projects. As a result about 40% of the projects where relevant information to
fully assess their potential impact was available are considered to have a rather high impact, about another
40% are considered to have a rather low impact. For the remaining of the assessed projects the experts found
it difficult to say from the available information. The figure below is providing the graphical representation
of this rating (3=rather high impact, 0=rather low impact, 1, 2=difficult to say)
Final judgement for evaluations with sufficient elements
45%
Percentage of projects
40%
35%
30%
25%
20%
15%
10%
5%
0%
0
1
2
3
Final Judgement
The figures below are indicating the evident correlation between the overall experts rating and the results
received from the methodological evaluation:
Average of (3) marks
1,80
1,60
1,40
1,20
1,00
0,80
0,60
0,40
0,20
0,00
Average mark average
2,0
Final Judgement = 0
Final Judgement = 1
Final Judgement = 2
Final Judgement = 3
1,5
1,0
0,5
Product /
Services and
Technology
Usage and
market
Quality and
Impact
Micro, meso
and macro
economic
indicators
0,0
Networking
and
European
Impact
indicators
0
1
2
3
Final Judgement
This comparison of the overall experts rating and the methodological evaluation can be seen as proof of the
used methodology to be able to provide an overall impact assessment, derived from clearly defined and more
easily assessable information units, in compliance with an expert’s general opinion about the evaluated
projects.
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
A.V – RANKING METHODOLOGY & SELECTION PROCESS AND LIST OF HIGHEST
RANKED PROJECTS
The final selected cases are the result of the selection of the top cases of
1) The ranked evaluations based on the overall evaluation – “over all categories”
2) The ranked evaluations of each of the 5 categories:
a. Product / services and technology related indicators and scale
b. Usage and market related indicators and scale
c. Exploitation organisation towards the creation of Impact related indicators and scale
d. Micro, meso and macro economic indicators
e. Networking and European impact indicators
Overall evaluation
The evaluation based on the result of the joint evaluation of all of the 5 categories.
This overall ranking was conducted using a function build of the Total Score, the Number of filled Fields,
the Average Mark, the Final Score and the Product of the Final Score. The reasoning to include these
measures is detailed in the table below.
Measure
Description
Reason
Number of filled Fields
The overall number of filled This measure is used as an
fields
indicator for the span of the
project. The lower the number
of identified indicators, the
lower the probability of the
project to have an impact
Total Score
The total score reached from all A high total score is reached, if
of the indicators of all of the 5 a project is covering a wide
categories
span of the areas described by
the indicators. The project will
be ranked high, if the project
was evaluated to have a good
quality in these areas. However
it is not a sufficient quality
measure, if the aim of the
project was not to cover many
of the areas, but to be more
specialised to a subset of them
and/or the impact indicators are
not applicable in many cases.
Average Mark
Average mark (marks 1,2,3) of
the quality of all areas which
could be identified as project
targets and the applicable
impact indicators
A high average mark is
indicating that the project has
succeeded in reaching its goals
and was identified as having an
good impact in the applicable
areas
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Measure
Description
Reason
Final Score (Sum)
The sum of the equally
weighted scores of the three
indicators Number of filled
Fields, Total Score and Average
Mark Average
Used as a comparison and
ranking measure. This measure
ensures, that the impact of
projects covering only an subset
of the identified areas and/or
indicators are not applicable, is
not underestimated and these
projects therefore are ranked
misleadingly low.
Final Score (Product)
The product of the equally
weighted scores of the three
indicators Number of filled
Fields, Total Score and Average
Mark Average
Used as a comparison and
ranking measure. This measure
ensures, that the impact of
projects covering most of the
identified
areas
and/or
indicators, is not overestimated
and these projects therefore are
ranked misleadingly high.
To weight the respective scores Number of filled Fields, Total Score and Average Mark Average equally the
following transformations have been conducted:
Measure
Number of filled
Fields
Total Score
Average Mark
Average
Transformation
WeightedNoFilledFiel ds =
WeightedTotalScore =
NoOfFilled Fields * AverageMarkAverage
NoOfFilled FieldsAverage
TotalScore * AverageMarkAverage
TotalScore Average
WeightedAverageMarkAverage =
AverageMark * AverageMarkAverage
AverageMarkAverage
WeightedAverageMarkAverage = AverageMark
The following table shows the resulting top ranked Projects, where the final rank was calculated as follows:
Rank ( AVG( RankNoOfFilledFields + RankTotalScore +
Rank = RankMarkAverage + RankFinalS core( Sum) +
RankFinalS core(Pr od )))
The resulting highest ranked projects as a result of applying the described process is detailed below:
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
3
3
3
3
3
3
3
2
3
2
3
3
3
0
3
3
3
3
3
3
1
3
3
0
3
3
3
3
3
3
3
0
0
3
3
0
3
0
3
3
3
3
1
3
3
3
2
3
3
3
647
645
192
411
641
939
583
152
427
1065
132
1096
256
286
371
584
93
103
147
190
403
182
12
171
601
291
574
527
585
603
905
110
838
135
564
370
879
1092
379
253
349
563
824
1131
1172
7
958
539
214
954
ContractNb
Acronym
evalID
FinalJudgement
Ranking based on Average Rank of
[Weighted Final Score, Weighted Total
Score, Weighted Filled Fields, Weighted
Average Mark and Weighted Final Score red fields: Evaluated as "in best 50" using
(Product)]
different measures
CALYPSO IA 1001
TELEINVIVO HC 4021
ATOL
SEA-20363
OXEPICLE SEA Project
SYNEX
HC 4020
ProATN
TR 1042
POCS
38422
SEMPER
AC026
PLADIS
IST-1999-10692
ELRA
LE1-1019
OPEN
AC066
NESSTAR
IE8028
CRABS
AC 215
BOURBON AC001
MAPBRIC
29649
PERFECT
28870
ESSI
23901
ESTIMA
24358
AMUSE
AC011
HYPERFILM IST-1999-20306
PIRANHA
IST-1999-10334
APHRO
IST-2000-28161
OPENDREA 25262
3D SEARCH IST-2000-29583
BARRIER
DE3202
MESA
IST-1999-20010
GILARE
29056
FASTER
IST-1999-11791
AVIR
48480
RESORT
DE4208
AUTHENTIC IST-1999-12157
UPGRADE
AGORA
COBNET
ESCAPESTREAM
IDAS
PRO-3
SEHAD
MIDSTEP
DEMINE
SVAVISCA
MULINEX
EATS
AC-ASSIST
ATLANTIC
THISL
MOSQUITO
PRIMAVERA
THISL
AC045
AC069
32379
IST-1999-10341
LE4-8315
IST-1999-11449
29568
AC 214
29902
31951
LE 4203
DE3101
TR 1004
AC078
23495
AC 334
IST-1999-20408
23495
(Weight
ed) Final
Score
(Sum)
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
0
0
0
0
0
0
1
1
1
1
1
(Weight
Weight
Weight ed)
ed
Weighte ed
Final
Total
d Filled Averag Score
score
fields
e Mark (Prod)
1
0
1
1
1
0
1
1
1
1
1
1
1
1
1
1
1
0
1
1
1
0
1
1
1
1
0
1
1
1
0
1
1
1
0
1
1
0
0
1
1
0
1
1
1
0
1
1
1
1
0
1
1
1
0
1
1
1
0
1
1
1
0
1
1
0
1
1
1
1
0
1
1
0
1
1
1
1
0
1
1
1
0
1
1
0
0
1
1
0
1
1
1
1
0
1
1
1
0
1
1
0
1
1
1
0
1
1
1
1
0
1
1
1
0
1
1
1
0
1
1
0
1
1
1
0
0
1
1
0
0
1
1
0
0
1
1
0
0
1
1
1
0
1
1
0
0
1
1
0
1
1
1
0
0
1
0
1
0
0
0
1
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
1
1
0
0
1
1
0
1
1
1
0
0
1
1
0
0
1
Sum
of "in Avg
best Sum
50"
Rank
4
3,4
4
9,2
5
13,6
5
13,6
4
13,6
4
13,6
4
18
4
21,2
4
24
3
24
4
24,2
4
24,2
4
28
4
28
4
28
4
28
4
29,6
4
34,4
4
37,8
4
38,2
4
38,2
3
42,4
4
42,6
4
45
4
45
4
45,4
4
49,4
4
49,6
4
49,6
4
49,6
4
52,6
3
59
3
59
3
59,2
3
59,2
4
61
3
61
4
62,6
3
65,2
1
66,4
1
66,4
1
66,4
0
66,4
0
66,4
0
66,4
3
66,6
3
66,6
4
69,4
3
70
3
70
Overall
Rank
(ranked
after
AVG
Sum
Rank)
1
2
3
3
3
3
7
8
9
9
11
11
13
13
13
13
17
18
19
20
20
22
23
24
24
26
27
28
28
28
31
32
32
34
34
36
36
38
39
40
40
40
40
40
40
46
46
48
49
49
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
The red marked fields are indicating weather or not the project would have been selected using only one
respective measure of the ranking function.
As the following table shows, the “Overall Final Rank” based on the function shown before is best suited to
match the experts positive judgement (“Thumbs up”), 39 of the 50 calculated cases are inline with the
expert’s vote, compared to a smaller value for each of the submeasures.
Final Score=Sum(weighted Scores)
50
AVG Final Judge
No. of "Thumbs up" (3)
Weighted Total score
2,38
37
50
AVG Final Judge
No. of "Thumbs up" (3)
Weighted Filled fields
50
Final Score=Prod(weighted Scores)
50
50
2,38
37
AVG Final Judge
No. of "Thumbs up" (3)
1,835
110
200
50
Overall Final Rank
1,51
86
200
1,84
28
AVG Final Judge
No. of "Thumbs up" (3)
1,995
119
200
1,52
23
AVG Final Judge
No. of "Thumbs up" (3)
1,995
119
200
2,38
37
AVG Final Judge
No. of "Thumbs up" (3)
Weighted Average Mark
200
1,995
119
200
2,5
39
1,98
118
Categories Ranking
The separate ranking of each of the different categories was conducted, as it was felt, that projects, which
have the most impact in one of these categories might be sorted out using the “Overall Methodology”, even
applying the weighting factors.
Therefore a ranking of each of the categories was performed separately, based on the evaluation score the
project has reached in the respective category.
As a number of projects have reached the same score in each of the categories, the “Overall Rank” has been
used as second ranking criteria in those cases. The following table shows the top 20 projects as which have
been selected applying this methodology in each of the categories:
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Product Services & Technology
Acronym
Contract Nb
Usage and market
Contract Nb
2
3
645
192
TELEINVIVO HC 4021
ATOL
SEA-20363
645
641
TELEINVIVO HC 4021
SYNEX
HC 4020
411
583
OXEPICLE
POCS
4
5
6
411
939
583
OXEPICLE
ProATN
POCS
SEA Project
10396
TR 1042
38422
939
132
147
ProATN
OPEN
AMUSE
TR 1042
AC066
AC011
132
574
838
OPEN
GILARE
AGORA
7
8
1065
1096
ELRA
NESSTAR
LE1-1019
IE8028
574
110
GILARE
UPGRADE
29056
AC045
99
95
9
371
MAPBRIC
29649
109
MIRAGE
AC044
10
147
AMUSE
54
EMPHASIS
11
403
12
13
CALYPSO
Contract Nb
Acronym
Contract Nb
Acronym
IA 1001
evalID
39
601
47
DE3202
AC 102
645
647
TELEINVIVO
CALYPSO
AC066
29056
641
152
132
SYNEX
SEMPER
OPEN
HC 4020
AC026
AC066
939
286
93
24977
23925
93
147
ESSI
AMUSE
26381
1092
817
TALENT
AC 105
497
GOTHERE
25416
480
PRO-3
XML-KM
Project
23901
AC011
IST-199911449
IST-199912030
601
539
520
STRETCH
LAPS
HECTOR
300
ProATN
BOURBON
ESSI
BARRIER
INFO
MOSQUITO
1014
TALENT
960
SENECA
26981
31
ASPeCT
AC 095
243
OSM
647
1096
CALYPSO
NESSTAR
IA 1001
IE8028
138
232
GRID
PHOTON
26322
AC 084
641
152
SYNEX
SEMPER
ATOL
SEA-20363
SEA Project
10396
38422
evalID
647
Networking and European Impact
CALYPSO
BARRIER
INFO
M2VTS
IA 1001
evalID
192
Acronym
evalID
647
IA 1001
evalID
647
Acronym
1
CALYPSO
Micro, meso & macro economic
indicators
Quality and Impact
MOMUSYS
192
ATOL
171
349
AC011
IST-1999PIRANHA
10334
IST-20003D SEARCH 29583
DEMINE
29902
411
1065
OXEPICLE
ELRA
SEA-20363
SEA Project
10396
LE1-1019
14
1172
AC-ASSIST
TR 1004
1096
NESSTAR
IE8028
93
ESSI
23901
645
TELEINVIVO HC 4021
427
PLADIS
15
7
ATLANTIC
AC078
584
PERFECT
147
AMUSE
NESSTAR
THISL
23495
182
APHRO
291
MESA
12
NESSTAR
IE8028
OPENDREA
MS II
25262
1096
954
AC011
IST-199920010
1096
16
28870
IST-200028161
838
AGORA
17
301
QOSIPS
IST-199920033
291
IST-199920010
62
LEVERAGE AC 109
291
MESA
IST-199920010
214
PRIMAVERA
18
54
EMPHASIS
AC 105
564
MESA
ESCAPENET
32379
584
PERFECT
585
AVIR
48480
627
19
627
DISTINCT
583
POCS
38422
190
838
AGORA
163
20
456
QUAIP
IA1003
IST-199911234
DISTINCT
BONAPART
E
371
MAPBRIC
29649
182
137
SICMA
28870
IST-1999HYPERFILM 20306
IST-2000APHRO
28161
7
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ATLANTIC
AC078
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Final Selection of Cases – “final selection of projects”
As a final result after applying the methodologies as described previously the 13 highest ranked
projects (16 projects) of the “Overall Ranking” and the 20 highest ranked projects of each of the
different categories have been selected.
This selection procedure was applied to get to a final selection of 48 + x cases, with a ratio of 1/3rd
from the “overall ranking” and 2/3rd from the categories rankings. The number of cases and the ratio
are exogenous variables. The x cases exceeding the number of 48 cases are a result from the fact that
some projects have reached the same rank.
1
1
1
3
645 TELEINVIVO
HC 4021
2
1
1
3
939 ProATN
TR 1042
3
1
1
3
192 ATOL
SEA-20363
3
1
11
1
3
411 OXEPICLE
SEA
10396
3
1
11
1
3
641 SYNEX
HC 4020
3
3
583 POCS
38422
7
2
152 SEMPER
AC026
8
LE1-1019
9
IST-199910692
9
IE8028
11
2
3
3
Acronym
1065 ELRA
427 PLADIS
1096 NESSTAR
1
1
19
1
12
4
12
1
12
14
1
1
4
371 MAPBRIC
29649
13
3
584 PERFECT
28870
13
0
286 BOURBON
AC001
13
3
256 CRABS
AC 215
13
3
147 AMUSE
AC011
1
1
AC 105
1
1
IST-200029583
1
TR 1004
1
1172 AC-ASSIST
4
11
3
3
2
12
11
171 3D SEARCH
14
11
AC066
0
3
3
1
132 OPEN
54 EMPHASIS
1
Project
3
0
12
Rank Networking and
European Impact
indicators
Rank Product/Services
and Technology
IA 1001
ContractNb
647 CALYPSO
evalID
3
Final Judgement
Overall Rank
Rank Usage and market
Rank Exploitation
organisation towards the
creation of Impact
Rank Micro, meso and
macro economic
indicators
This yielded -- after building the union of sub-rankings, which means sorting out the projects which
have been selected within more than one of these sub-rankings -- to the following final selection: The
numbers are indicating on which rule the projects have been selected, and the respective rank reached.
1
19
11
18
3
12
4
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3
7 ATLANTIC
AC078
1
14
3
349 DEMINE
29902
1
3
627 DISTINCT
IA1003
1
1
403 PIRANHA
IST-199910334
1
1
301 QOSIPS
IST-199920033
1
0
456 QUAIP
IST-199911234
1
3
954 THISL
23495
1
3
574 GILARE
29056
1
0
109 MIRAGE
AC044
1
0
110 UPGRADE
AC045
1
3
182 APHRO
IST-200028161
11
3
564 ESCAPE-NET
32379
11
3
291 MESA
IST-199920010
11
0
838 AGORA
0
31 ASPeCT
18
12
14
1
14
14
48480
3
601 BARRIER INFO
DE3202
1
163 BONAPARTE
AC022
93 ESSI
1
4
585 AVIR
3
12
AC 095
3
2
12
1
497 GOTHERE
25416
1
138 GRID
26322
3
520 HECTOR 300
26381
3
190 HYPERFILM
IST-199920306
3
12
23901
3
Rank Networking and
European Impact
indicators
Rank Exploitation
organisation towards the
creation of Impact
Rank Micro, meso and
macro economic
indicators
Rank Usage and market
Rank Product/Services
and Technology
Overall Rank
ContractNb
Acronym
evalID
Final Judgement
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
4
3
4
1
18
3
95 LAPS
23925
1
0
62 LEVERAGE
AC 109
12
3
47 M2VTS
AC 102
0
39 MOMUSYS
AC 098
2
1
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3
3
539 MOSQUITO
12 OPENDREAMS II
AC 211
2
232 PHOTON
AC 084
3
214 PRIMAVERA
IST-199920408
960 SENECA
26981
3
137 SICMA
AC071
99 STRETCH
24977
0
817 TALENT
28124
3
480 XML-KM Project
IST-199912030
Rank Networking and
European Impact
indicators
Rank Usage and market
Rank Exploitation
organisation towards the
creation of Impact
Rank Micro, meso and
macro economic
indicators
14
3
4
12
IST-199911449
1
3
3
25262
243 OSM
1092 PRO-3
Rank Product/Services
and Technology
AC 334
3
0
Overall Rank
ContractNb
Acronym
evalID
Final Judgement
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
4
1
12
1
3
4
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A.VI – ILLUSTRATIVE INTERVIEWS
A number of projects, which showed considerable expected impact according to the previous analysis,
were identified (cf. A.V – RANKING METHODOLOGY & SELECTION PROCESS AND
LIST OF HIGHEST RANKED PROJECTS) and selected for interviews. The aim of these
interviews was to illustrate the issues regarding the socio economic impact of the relevant projects and
to illuminate the factors that played a major role in the creation of impact by these projects through
comments from participants to the projects.
The work process was to initially identify a contact person, usually the project manager working for
the project coordinator and then try to establish contact and arrange a telephone, or face-to-face
interview.
Due to the relatively long time that has passed since the completion of the assessed projects, several
contact details had become obsolete. In addition, several contact persons had changed jobs and in
some cases the companies that had acted as project coordinators had even ceased to exist.
45 projects were contacted on a first run. As a result, 11 interviews were conducted; 9 telephone
interviews and 2 face-to-face, corresponding to 10 projects.
List of projects selected for the first run of interviews:
Acronym
ContractNb
Comments
3D SEARCH
IST-2000-29583
Could not establish contact
AGORA
IST-1999-20457
Could not establish contact
APHRO
IST-2000-28161
Could not establish contact.
ASPeCT
AC 095
Phone number is wrong. Found new number. Tried several
times with no answer.
ATLANTIC
AC078
Is on holidays and will be back Monday 03.11. 03.11.: Is on
Business trip, will be back next week. 10.11.: Is not in office
ATOL
SEA -20363
Could not establish contact.
BONAPARTE
AC022
Project manager left the company. Very poor English.
BOURBON
AC001
Interview completed
CALYPSO
IA 1001
Interview completed
CRABS
AC 215
Interview completed
DEMINE
29902
Could not establish contact
EMERALD
AC 107
Project manager has left the company. No additional info.
EMPHASIS
AC 105
Project manager has left the company. No additional info.
ESCAPE-NET
32379
Interviews completed
ESSI
23901
Could not establish contact
GOTHERE
25416
Interview completed
HECTOR 300
26381
Interview completed
HYPER-FILM
IST-1999-20306
Could not establish contact
LAPS
23929
Could not establish contact
LEVERAGE
AC 109
Interview completed
MESA
IST-1999-20010
Could not establish contact
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MISA
AC080
Phone number was no longer registered. No Phone numbers on
Italian website available. Got Number via German branch.
Tried four times to get through was always lost within their
telephone-system and was always cut-off finally. Nobody
knows Mr. Abate. Nobody knows MISA!
MOMUSYS
AC 098
Reached him after several tries. Was not available for interview
until mid November. Arranged telephone appointment but he
did not reply.
MOSQUITO
AC 334
Is out of the office until next Monday 03.11. Provided secretary
my Name and Telephone Number, and an introduction about
IMPACT
OPEN
AC066
Still in company, but out of office (AM), try again. Third call
secretary: "He is in holidays this week, he is back next week
(3.11.). 3.11.-4.11.: Out of office, he will call back
OPENDREAMS
25262
Could not establish contact
OSM
AC 211
Company moved to Paris, new Telephone number from
Internet. Called multiple times, nobody is picking up the phone
OXEPICLE
IST-1999-10396
Co-Ordinator could not be identified, tried: Daniel Bensahel
STMicroelectronics, France. +33 4 76 92 57 11,
daniel.bensahel@st.com
PERFECT
28870
Could not establish contact
PHOTON
AC 084
The phone number is wrong. Could not find new number.
PIRANHA
IST-1999-10334
Could not establish contact
PLADIS
IST-1999-10692
Interview completed
POCS
38422
Not the right person, please call Jeff. Jeff has only been
involved as interface and disseminator during the project.
Exploitation took place after the project's end where he was not
involved. SEA projects are typically for evaluating
technologies involving one supplier (equipment provider here
RECIF) and one user (equipment evaluator here
STMicroelectronics). The best - according to Jeff - would be to
get in touch with RECIF. Anyway, he said we should feel free
to drop him an e-mail, if we have further questions. Recif
contact person could not be found.
PRIMAVERA
IST-1999-20408
Could not establish contact
PRO3
IST-1999-11449
Could not establish contact
QOSIPS
IST-1999-20033
Could not establish contact
SEMPER
AC026
No answer on the phone.
SENECA
26981
Could not establish contact
SICMA
AC071
Tried a couple of times, nobody is picking up the phone
SMARTS
AC 114
Motherhood, will be back in April 04.
STRETCH
24977
Could not establish contact
TALENT
28124
Interview completed
THISL
23495
Could not establish contact
UPGRADE
AC045
Project manager must still be in the company. Tried several
times to reach him but no answer on the phone. Left a message,
no reply.
XML-KM
IST-1999-12030
Interview completed
Table 1 Results of attempts to contact the project coordinators and take the interviews
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Summary of results:
Total projects
Interviewed
Not interviewed
45 – 100%
10 – 22%
35 – 78%
Table 2 Percentages of projects interviewed
The following points briefly summarise some of the issues discussed during the interviews and the
interviewees’ views on them:
q
All project managers that were interviewed agreed that the synthesis of the consortium is the
most important structural parameter for successful project completion and for creating impact.
They also all pointed out that the EC had played an important role in creating impact, although
this role varied from project to project.
q
All the project managers interviewed thought of the consortium agreement as a very important
document for the successful completion of the project and as a first step for drafting some kind
of exploitation contract after the project’s completion.
q
The views on IPR varied though, some of them putting a lot more “weight” to them than
others. Most projects agree that simple IPR management (e.g. one result-one partners owning)
are important
q
Most projects agreed that a business plan is a prerequisite for successful exploitation of the
project results even though no business plan was created for some of these projects.
q
All interviewees found it very difficult to provide any kind of estimate on impact on
employment and on economic impact on a wider scale than their own companies.
q
The project managers interviewed do not directly associate the exploitation phase that follows
a project to the project’s success. Most of the projects’ objectives were to develop of
demonstrate one or more technologies and to the managers’ views the projects were successful
since these objectives were met, irrespective of whether they lead to a commercial product or
not. In this sense, the vision which guides the projects is seen as important
The illustrative information brought from the interviews complement the efforts on the statistical
analysis and in particular in the comparison between the highly ranked projects and the others (cf. §
6).
The information gathered helped to better understand the behaviour of projects and to formulate the
conclusions and recommendations.
The following sections present transcripts of the interviews taken.
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BOURBON – Phone interview of Mr Jim Clarke by Mr Epaminondas Stamos.
Mr Jim Clarke works for Lake Communications and he was the manager of the BOURBON project.
Q.: What are the structural parameters that play a role towards creating impact?
A.: The consortium partners are one of the most important parameters and play an important role both towards
the successful completion of the project and towards creating impact. Another important parameter is the project
budget.
Q.: How were your relationships with the project partners during the project? How are they now?
A.: Our relationships with the project partners were very good then. They still are. We continue to collaborate in
European and other projects with several of them.
Q.: Why did so many partners withdraw from the project before its completion?
A.: Several of the partners withdrew due to internal problems. Also the scope of the project was reduced and
their contribution wan no longer needed towards the end of the project. Finally, their budget was already spent.
Q.: What is the actual role of the EC in supporting the creation of impact?
A.: The EC (via the project officer) played a vital role towards the successful completion of the project and the
creation of impact. We had a very good relationship with the PO, he was very supportive and helped us in many
ways.
Q.: Did you develop new technology during the project or did you just validate existing technology?
A.: There was a considerable amount of development done particularly in some sites, during the first two years
of the project.
Q.: What are the synergies and conflicts with the other partners?
A.: There was very good cooperation between project partners.
Q.: What was the involvement of customers and end-users?
A.: The end-users played a vital role in the project. They were very involved and continued to use the technology
after the project’s completion. Actually, the technology is still in use in some sites.
Q.: How do you view the importance of a consortium agreement?
A.: The CA was signed during the project, after the first project year. It has been very important and very useful
for clarifying and resolving issues that surfaced during the project.
Q.: How do you view the importance of controlling the IPR?
A.: Not much weight was being put back then on controlling the IPR, although our view has changed now.
Therefore, we didn’t put a lot of effort into it. We haven’t suffered any consequences and therefore haven’t
regretted for our strategy.
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Q.: What are the pre-requisites to effectively start exploitation (after the project’s end)?
A.: An IPR agreement is vital. One has to agree on the property of the project results before starting their
exploitation.
Q.: Were these conditions fulfilled in the project? Why?
A.: No. It was not deemed necessary at the time.
Q.: What is the importance of developing a business plan within the life span of the project?
A.: I don’t recall that happening at all during the BOURBON project.
Q.: But, do you think it is important to develop/adopt a business plan for the effective project’s exploitation?
A.: Yes. If one wants to exploit the results, then a business plan is very important.
Q.: Did you take advantage of any other (non IST) funding schemes for the BOURBON project (local, national
or European)?
A.: No. No other funding schemes were used.
Q.: What was the role of public funding for the project?
A.: Public funding played a big role. It was essential to cover the cash flow. Many SMEs participated to the
project (as end-users) and they would not be able to afford it if it hadn’t been for the public funding.
Q.: Is the technology widely used now?
A.: Yes, ATM networks are used in Ireland today.
Q.: Has the project resulted to a product?
A.: The technology that has been developed and validated through the project has been incorporated in several of
our products since then.
Q.: Are these products out in the market now?
A.: Yes several of these products are available in the market today.
Q.: Would you say that the project was a positive factor, or a hindrance in the development of these products?
A.: The project has provided valuable help to the product development.
Q.: What would you say has been the project’s greatest strength?
A.: The promotion of the technology to SMEs and its validation by such a large number of end-users.
Q.: What would you say has been the project’s greatest weakness?
A.: Strangely enough, the project’s greatest strength has been its greatest weakness as well. In other words, the
participation of such a large number of SMEs caused several problems and has been its greates t weakness.
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LEVERAGE – Interview of Mr Patrice Le Moing by Ms Aneta Synachopoulou.
Mr Patrice Le Moing works for CAP SESA TELECOM SA and he was the manager of the project.
Q.: What are the structural parameters that play a role towards creating impact?
A.: Three were the most important structural parameters: The number of partners, the number of countries
involved and the number of deliverables. The number of partners and countries was very important for creating
impact because they came from multidisciplinary business backgrounds and helped view the project objectives
from different points of view. The deliverables helped us quantify our obligations and keep a schedule for
delivering the project outcomes.
Q.: What is the actual role of the EC in supporting the creation of impact?
A.: The EC played an important role in supporting the creation of impact. Its role was mainly financial. It also
helped through the provision of up-to-date information about neighbouring projects, technology, etc.
Q.: How far in the product development value chain did the project progress?
A.: We reached as far as developing new technology. In addition, there was a partial integration of several
technologies. We did not develop a full product due to the very fast technology development that was taking
place in parallel to the project. This was not good from a product point of view.
Q.: What is the expected and the actual role of a co-operative project in the product strategy?
A.: Co-operative projects such as this provide participating companies with technology know-how and
technology competence, two attributes that are very important and difficult to acquire otherwise.
Q.: What are the synergies and conflicts with the other partners in the product strategy?
A.: The main synergy was in the integration of technologies and in the consultancy provided among partners.
Q.: How was the project integrated in the value chain (suppliers, competitors, customers, prescribers) in order
to succeed in linking the R&D and the industrial phase?
A.: The project contributed to the area of technology validation through user-tests. It also contributed to the
development of new telecommunication services, multimedia services and voice portals.
Q.: What was the involvement of customers and end-users?
A.: The end-users were in the case of the project universities and students and they played a significant role in
the technology validation.
Q.: How do you view the importance of a consortium agreement?
A.: The consortium agreement was absolutely necessary and very useful. The project could not have been
completed without it. Its importance though is limited to the project duration and it does not play a role in the
creation of impact after the project’s end.
Q.: How do you view the importance of controlling the IPR?
A.: IPR management is more important for projects that directly produce products. In our case it was not
important.
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Q.: What are the pre-requisites to effectively start exploitation (after the project’s end)?
A.: Technology and market area know-how is the most important pre-requisite.
Q.: Were these conditions fulfilled in the project? Why?
A.: No. The project’s objective was to validate a specific technology. However, competing technology had
advanced a lot during the project and by the project’s end, our know-how was already obsolete.
Q.: What is the importance of developing a business plan within the life span of the project?
A.: The development of a business plan is very important, but it is also very difficult to create a business plan for
a period 4-5 years in the future. It is more feasible to develop some ideas.
Q.: But, do you think it is important to develop/adopt a business plan for the effective project’s exploitation?
A.: Yes it is important. We didn’t develop a business plan though, but more of a general guidelines for the
future. The medium term plan though was more precise and concrete.
Q.: What was the expected impact on employment?
A.: The impact was local for middle range personnel. At that time the impact on employment was not that
important. There were many competent engineers available in the market.
Q.: What is the collective benefit from the cooperative project?
A.: The acquisition of know-how is very important today. There are not many engineers available today, who
have a complete and broad knowledge of their field. Therefore, projects such as this are of a great benefit to
engineers, which have the chance to learn a great many things.
Q.: What was the role of public funding for the project?
A.: Public funding was essential to cover the required cash flow and to minimise the involved risk. In addition, it
made many different people from different companies and different countries deal with and think about the same
issues. This created a multiplier effect for the project’s value.
Q.: What would you say has been the project’s greatest strength?
A.: The lessons learned from the system demonstrations and the user tests by a large number of users.
Q.: What would you say has been the project’s greatest weakness?
A.: The extra energy expended at coordinating the project and the activities of such a large number of partners.
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Crabs – Telephone interview of Mr Agne Norbotten by Mr Lars Hansen
Q: Has there been a result, which was marketed directly at the project’s end, or was there further work needed
to bring the results on the market, as the project’s goal was maybe only to build the foundations for future work,
as to define standards, provide a market study, study of user requirements, etc…
A: The primary goal of this project was to provide a cellular system for accessing interactive broadcast and
multimedia services. This approach provides the only method in many rural locations, where fixed networks are
not appropriate and could be a more environmental-friendly solution for historic and cultural cities. The
commercial exploitation of this concept could provide European industry with considerable export potential for
the developing world.
While the interactive multimedia services have been marketed successfully, including TV-based services, the
broadcasting part has been vanished, as it proved not to be the right approach.
Q: Is a commercial product, which can be seen as based on the projects results, marketed today?
A: The first services have been comme rcially started at the project’s end, and they’ve been constantly developed
until today. The exploitation took place especially in Slovakia and the Czech-Republic. For the future more
services are planned.
Q: Was the project helpful regarding the planned achievements, or was it more hindering, in a sense that the
results would have been reached better (faster, cheaper), etc. within another structure/framework? What have
been the strength and weaknesses of the project?
A: The frame of a European project was extremely helpful for the achievement of the results during the lifetime
of the project, and also after the project has officially ended. The project partners have been the first nodes of an
network, which has become quite extended until today. Using this network we have found for example our
Czech partners, which have created on her part national projects to start the operational services which are now
in place there, and where we are involved. So the network and the EC project has been extremely important for
us.
Q: Was the EC supporting the project in another way than funding/co-funding? Have they provided help in one
or the other way (with standardisation bodies, dissemination, networks, etc)?
A: There is always expected a lot from the EC. In our case we really got a lot of help! Our project officer was
always really helpful when we called him.
The EC provided help in setting up the project, for example in terms of the structure, or management issues,
which are very specific in this kind of, distributed, internationally, more or less “virtual” project teams, and of
course with all of the administrative issues.
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Q: How has the project been integrated into the value chain (suppliers, competitors, customers, prescribers,
…)?
A: The project partners covered the whole value-chain, as broadcasters, cable operators, and so on.
Q: What was the involvement of customers and end-users?
A: We have conducted a market study and studies of the user and service requirements
Q: How do you view the importance of a consortium agreement for example to control IPR?
A: To have a consortium agreement was very important for us, and it was consensus between all of the partners
that it will be compiled. So IPR issues have never been a problem, as we had a clear, written agreement
regarding all of the legal issues. And I have to say that a consortium agreement was not been required by that
time. And even though we will always take care of a CA, as it makes you much better sleep, I think it was better
then, than know (for eg. within FP6) where it is mandatory, as it takes too much time and needs too much of the
resources during an stage of the project where other issues are more pressing.
Q: Could you tell me something about the effect of the project on employment (qualitative/quantitative)?
A: This is really something, which is nearly impossible to say. I can only speak for our company, and we had an
effect on operators, but more importantly on higher qualified personal. But I cannot put it into figures.
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ESCAPE-NET – Telephone Interview of Dr. Horst Reichardt by Mr Lars Hansen
Q: Has there been a result, which was marketed directly at the project’s end, or was there further work needed
to bring the results on the market, as the project’s goal was maybe only to build the foundations for future work,
as to define standards, provide a market study, study of user requirements, etc…
A: Due to the kind of measure (SEA), a prototype has been evaluated and found useful to control and monitor
the gas abatement of all vacuum pump -outlets, producing hazardous gases from semiconductor processes.
Q: Is a commercial product, which can be seen as based on the projects results, marketed today?
A: Based on the results it was possible to sell the solution directly to INFINEON. Today the networking solution
is used for 125 abatement-systems installed in INFINEON, helping both maintenance and status assessments.
Q: Was the project helpful regarding the planned achievements, or was it more hindering, in a sense that the
results would have been reached better (faster, cheaper), etc. within another structure/framework? What have
been the strength and weaknesses of the project?
A: The project was extremely helpful, because any chip-fab demands an evaluation of any new equipment in
particular assessing the cost of ownership. The project was also helpful, because the co-ordinator (ZMD
Dresden) allowed access to this installation for reference and demonstration purposes to other chipfabs.Strengths: State of the art installations, show-case. Collection of real, industrial processing data, not
available otherwise. Fine-tuning and software adaptation on the spot possible. Weakness: This project should
have been done with a major semiconductor company like STMicroelectronics or INFINEON first place.
Q: Was the EC supporting the project in another way than funding/co-funding? Have they provided help in one
or the other way (with standardisation bodies, dissemination, networks, etc)?
A: The EC was very helpful in disseminating the results at SEMICON Europe, a high level industrial fare. Also
all the standardisation issues were addresses properly, in particular the European wide regulations on gaseous
emissions, needed to be fulfilled and monitored.
Q: How has the project been integrated into the value chain (suppliers, competitors, customers, prescribers,
…)?
A: Yes, the complete value chain of gas-supplier, two chip-manufacturers, pump manufacturers, abatementsystem-manufacturers and network software provider were deployed.
Q: What was the involvement of customers and end-users?
A: The involvement of customers was extremely important, because any semi-conductor equipment needs
customer references.
Q: How do you view the importance of a consortium agreement for example to control IPR?
A: A consortium agreement has been made and found very useful.
Q: Could you tell me something about the effect of the project on employment (qualitative/quantitative)?
A: At the time of the project, the company deployed 20 persons, today more than 50. This increase of personnel
is of course not related to this one successful project, however, this projects formed the necessary customer
reference leading to sales of 750 abatement systems worldwide. Without RTD funding by the Commission the
company does never would have made this success of being today one of the few East-German companies
surviving as semiconductor-manufacturer.
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ESCAPE-NET – Face-To-Face Interview Questions, of Dr. Horst Reichardt, DAS Dresden done
by Dr. Ingo Hussla
Q: What is the expected and the actual role of a co-operative project in the product strategy?
A: DAS is a manufacturer for innovative Waste-Gas abatement equipment specialised for the Semiconductor
chip fab industry. DAS used one ESPRIT project (ADAPT) and two SEA projects for both – Development of
equipment close and together with the customer and secondly reference creation for product acceptance and
evaluation / introduction to industrial use.
The SEA Escape-Net was strategically important because it demonstrated successfully the monitoring of 50 –
100 network abatement equipment.
Q: What are the synergies and conflicts with the other partners in the product strategy?
A: There has been no conflicts. In contrast satisfied customers have been created who purchased additional
equipment and abatement systems.
Q: How do you view the importance of controlling the IPR
A: The control of IPR is extremely important for the equipment maker and it is clear in the SEA project that the
equipment maker is owing the equipment IPR. In a SEA it is a favourable situation that demonstration and
evaluation is carried out and not additional research work were common foreground IPR is developed. An SEA
is therefore an excellent protection and support for the European Semiconductor equipment maker.
Q: Do you think it is important to develop/adopt a business plan for the effective project’s exploitation?
A: Yes, it is important to constantly update a companies business plan, in particular when new opportunities are
rising due to successful evaluation of newly developed products.
Q: Is it important to develop a business plan already within the life span of the project?
A: Yes, already before starting the project a clear view on how to use the results should be present. Again, the
DAS business plan is constantly updated and it is very interesting for DAS to present the business plan to
investors who are impressed with the European co-operation work.
Q: The project was estimated by an domain expert for the IMPACT study. Its potential business important range
was estimated to be <1Mio €, can you please verify this?
A: The subsequent sales of up to 10 Escape-Net software packages are indeed in the range of EUR 1 mio.
However, DAS could manage to sell to chip-fab industry in Europe and Asia the networking software and
additional up to 50 systems in one purchase to facilitate and guarantee efficient Waste-gas management
according to existing environmental laws. The Escape-Net software is extremely valuable to proof cost of
ownership and other important manufacturing criteria like meantime between the systems, meantime between
failures, total uptime of systems etc. Without this proof the customer cannot assess automatically these
benchmarking values.
The total value of such an installation of 50 systems plus Escape-Net is in the order of EUR 2.5 Mio. Again, a
total worldwide installation base of 750 DAS systems are currently present. And, much more important 95% of
DAS turnover is currently created in Asia. The total number of customers served worldwide is 80.
The EU projects, in particular the SEA project created an important impact on DAS business and worldwide
competitive positioning. Today about 8% of the market worldwide (in 2003 about EUR 100 Mio. Total) is
owned by DAS.
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Q: It seems that you have satisfied in intruding into the market. Can you please specify in a more detailed way
your target market segment?
A:
Geographically
Asia
By share
Worldwide 20% target
By competition
Independent environmental expert company to the semiconductor industry not related to chemical gas delivery
industry or vacuum pump.
Q: How do you see the role of the EC for the overall development of the European market? Would you
characterise it as of paramount importance?
A: We expect that the European Commission to create work programmes and support funded RTD leading to
competitive advantage in the global markets. In the case of the SEA Escape-Net this has been successfully
achieved.
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CALYPSO – Face to Face interview of Mr Philippe Vappereau by Mr Jorge Vieira da Silva
Mr Philippe Vappereau works for RATP and he was the manager of the CALYPSO project.
Q.: What are the structural parameters that play a role towards creating impact?
A.: The presence of operators in project played the most important role (RATP, SNCF, OTLIS, STIB, ACTV,
Landkreis Konstanz), since the project was based on their real needs to implement operational solutions.
Q.: How were your relationships with the project partners during the project? How are they now?
A.: These relationships were based on true confidence, enabling to build shared solutions, as an addition of
added values, and not as competition. These relationships remained strong between partners within the CNA
(Calypso Networks Association) created to promote and diffuse the Calypso technologies.
Q.: Why did so many partners withdraw from the project before its completion?
A.: No partner withdraw from the project before its completion.
Q.: What is the actual role of the EC in supporting the creation of impact?
A.: The actual role of the EC was to create a base to the project, through the program of R&D, which was a key
to launch such a project. After the project, it has missed a stronger support of the EC to the partners of the
project to concretely push the Calypso’s solutions (financed by the EC) as bases of the standardisation.
Q.: Did you develop new technology during the project or did you just validate existing technology?
A.: During ICARE and CALYPSO projects, a new technology of transmission (ISO 14443 B is a direct result of
this work) and scheme of secured and fast ticketing transaction. Some other issues were also part of the project
(integration of electronic purse, information, ...) as complementary issues.
Q.: What are the synergies and conflicts with the other partners?
A.: No significant conflicts emerged. Synergies resulted both from common views and approach of the partners,
and from their reciprocal confidence in technical developments.
Q.: What was the involvement of customers and end-users?
A.: The presence of the operators who are used to take in charge the needs of their customers is the best solution
to involve concretely and practically end-users.
Q.: How do you view the importance of a consortium agreement?
A.: Mainly important to build the bases of the exploitation of results.
Q.: How do you view the importance of controlling the IPR?
A.: CALYSPO has a strong issue about controlling the IPR, in order to avoid absolutely any kind of industrial
monopoly, which could be a complete failure if so. The policy of CALYPSO was based on IPR owned by the
operators of the consortium, and non discriminatory licence to all manufacturers (success of this policy with
today 20 licensed manufacturers of CALYPSO).
Q.: What are the pre-requisites to effectively start exploitation (after the project’s end)?
A.: To have real needs which allow to rapidly launch tenders using the results of the project, and to have well
prepared in advance the licence policy described above.
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Q.: Were these conditions fulfilled in the project? Why?
A.: Yes, particularly in Lisbon and Paris who have generalised the results of Calypso in the very continuation of
the project. Brussels and Venice are now following with 2 or 3 years delay. Other 40 cities have or are
implemented Calypso, all around the world (last city realising a Calypso implementation : Montreal).
Q.: What is the importance of developing a business plan within the life span of the project?
A.: Important, with all the restrictions linked with this kind of exercise : the most important is to strongly believe
in what you do, and the business plan is therefore positive.
Q.: But, do you think it is important to develop/adopt a business plan for the effective project’s exploitation?
A.: The business plan is a way to demonstrate to deciders of the pertinence of the solution proposed.
Q.: Did you take advantage of any other (non IST) funding schemes for the project (local, national or
European)?
A.: No
Q.: What was the role of public funding for the project?
A.: Very important to create a really balanced consortium, including those for whom the contribution of EC was
essential to begin the work.
Q.: Is the technology widely used now?
A.: Very widely used: 20 licensed manufacturers, 30 distributors of products, 40 cities equipped.
Q.: Has the project resulted to a product?
A.: As described above, to a technology of ticketing transaction.
Q.: Are these products out in the market now?
A.: Yes, proposed by numerous manufacturers.
Q.: Would you say that the project was a positive factor, or a hindrance in the development of these products?
A.: Yes
Q.: What would you say has been the project’s greatest strength?
A.: Real needs of the operators, confidence between partners in development, policy of licence very well adapted
to exploitation of results.
Q.: What would you say has been the project’s greatest weakness?
A.: To have lead to envy to many which were not part of the project, and consequently to divergence in
standardisation, without support from EC at this level
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TALENT - INTERVIEW REPORT of Mr Guegan by Mr Jorge Vieira da Silva
Mr Guegan works for Mentor Graphics (Grenoble, Fr) which has purchased ANACAD, the TALENT project
leader. He was the manager of the TALENT project.
What are the structural parameters that play a role towards creating impact ?
The most important issue is to develop a long term vision from the R&D to the product that will be emerging out
of the research effort.
What was the expected role of the EC in supporting the creation of impact
EC has a role to bring financing upstream of the commercial requirements, which allows to justify internally
complementary funding.
What is the actual role of the EC in supporting the creation of exploitation
EC has played its leveraging effect towards bringing partners together and ensuring some financial support
What is the expected and the actual role of a co-operative project in the product strategy ?
Expected role is to share competencies among complementary partners with different roles in the value chain.
For PLADIS, the complete design flow was reengineered and validated for the MEMS environment.
What are the synergies and conflicts with the other partners in the product strategy ?
The leadership must be ensured by a partner who has a commercial interest in exploitation and who can
accommodate and respect the interests of the other partners.
How was the project integrated in the value chain (suppliers, competitors, customers, prescribers, …) in
order to succeed in linking the R&D and the industrial phase ?
The adequate partnership of TALENT was covering the necessary elements of the value chain towards the
definition, the production and, most important, the validation of the results.
What was the involvement of customers and end-users as well as of the sales channels ?
ANACAD (MENTOR) as the project leader had its own sales channels, ensuring rapid up-take of the results
How do you view the importance of a consortium agreement?
It is of high importance to have a sound agreement defining the IPR expectations and limits as well as the
management environment.
How do you view the importance of controlling the IPR ?
This is a critical issue, which must be dealt with respecting some basic rules:
Property of results must not be shared
Confidentiality must be tightly under control in a very competitive environment
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What are the pre-requisites to effectively start exploitation after the R&D stage ?
The integration of the R&D results in existing products (in this case, the outcome of PLADIS is an extension to
the IC tools of MENTOR) is speeding up the exploitation
Were these conditions fulfilled in the project ? Why ?
Yes, as the project was supporting a commercial vision of the results, although the topic was still considered
risky and pre-commercial
What is the importance of developing an business plan within the life span of the project ?
The Business Planning is important to evaluate the business opportunities. In the case of PLADIS it was biased
by the the economics of the MEMS markets, which were not growing as expected by the analysts
Micro, meso and macro economic indicators
The PLADIS project allowed an expansion of the product range of MENTOR and generated business (less than
1 M € ). It callowed creating directly 2 to 3 full time jobs in Grenoble.
It supported the growth of the Grenoble operation of MENTOR from 20 persons in 98 to ca. 55 in 2004.
What is the collective benefit from the cooperative project ?
The capability of working with a partnership covering the adequate elements of the value-chain including for
results validation.
What are the necessary agreements to maximise the collective benefit ?
Clear and simple IPR arrangements, together with the respect of property constraints from the partners are
essential elements. No shared property on the results is simplifying relationship among the partners.
What is the role of public funding ?
EC funding has a leveraging effect but cannot replace the company’s strategies.
SWOT
Strengths
Financing anticipating the consolidation of a real market
Weaknesses
Insufficient view of the final, end-user, markets
Opportunities
Anticipate new markets, even if they appear to be smaller and slower than expected
Threats
Competition on a global scale, including at MENTOR with India and Egypt MENTOR
facilities
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GOTHERE - INTERVIEW REPORT by Epaminondas Stamos
Face to face interview with Ms Asimakopoulou
What are the structural parameters that play a role towards reaching the project objectives?
The complementary competence of the partners and the competence of the project manager and of his
organisation, who plays a very important role in leading the other partners.
What was the expected and actual role of the EC in supporting the exploitation of results?
Not very important. All contact between the EU and the project was lost after the end of the project and therefore
the EU’s role in the exploitation of results was very limited.
How was the project integrated in the value chain (suppliers, competitors, customers, prescribers, …) in
order to succeed in linking the R&D and the industrial phase ?
The project resulted in a software tool, which was just a means for the provision of the actual product, which was
the tourist information and service material.
How do you view the importance of a consortium agreement ?
The consortium agreement plays a role when things do not go exactly according to plan and there are
disagreements between the partners. The GOTHERE project partners had signed a consortium agreement.
How do you view the importance of controlling the IPR ?
Not particularly important for the specific project.
Were there the necessary pre-requisites to effectively start exploitation after the R&D stage?
In the case of the GOTHERE project, yes. Exploitation started immediately after the development of the
software tool.
What is the importance of developing a business plan within the life span of the project? Did you develop
one during the project?
Yes, an elaborate business plan was developed during the lifetime of the project. It proved very useful in
defining our strategy and in the finalisation of the project results.
Do you have any view of the economic impact of the GOTHERE project on a local, national, and
international level?
This is very hard to estimate. I could potentially estimate about the short term impact for the project partners, but
nothing more.
Was there a spin-of company created?
Yes.
Did you have any other source of funding apart from the funding through FP4?
No.
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HECTOR 300 - INTERVIEW BY LARS HANSEN
What are the structural parameters that play a role towards project success in the sense of reaching the
defined goals and the exploitation of project results ?
The different partner participating on the project. It’s most important that partner are working good together.
What was the expected role of the EC in supporting the exploitation of results
It’s not epected that the EC plays any role, it’s the business of the respective consortial-partner.
What is the actual role of the EC in supporting the exploitation of results
None
What is the expected and the actual role of a co-operative project in the product strategy ?
What are the synergies and conflicts with the other partners in the product strategy ?
How was the project integrated in the value chain (suppliers, competitors, customers, prescribers, …) in
order to succeed in linking the R&D and the industrial phase ?
It was necessary to initiate the project in order to develop the technology. Main competitors outside of the EU
have although tried to develop similar technologies (as Applied Materials, the main competitor. AM was not
successful at the end and gave it up). The participating companies used their joint pool of knowledge
successfully. Regarding conflicts it has to be said that not all partners agreed on the approach as it had to be
redefined during the project lifetime due to technological issues. Therefore two partners left the consortium
before the project’s end.
Fraunhofer was involved as the partner conducting the fundamental research needed. Infineon, Motorola and
Austria Microsystems have jointly conducted the R&D. They are competitors the users of the technology.
What was the involvement of customers and end-users as well as of the sales channels ?
See above
How do you view the importance of a consortium agreement ?
For those projects it is of highest importance.
How do you view the importance of controlling the IPR ?
IPR is also very important. In the case of the project results of Hector 300 all of the IPR is hold by Aixtron.
What are the pre-requisites to effectively start exploitation after the R&D stage ?
The project results have been the basis for a project follower where a demonstrator has been build for proof of
concept.
Were these conditions fulfilled in the project ? Why ?
During the lifetime of the project the initial goals had to be adopted and cut back due to technological
difficulties. But at the end all pre-requisites for exploitation of the results have been achieved.
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What is the importance of developping an business plan within the life span of the project ?
It’s of highest importance to have a business plan and to constantly refine and adopt it to the reality. In the case
of the developed technology the expectations in this technology have been shown as too optimistic as the project
evolved. The costs of using the technology are much higher than previously expected, therefore it cannot be used
as broadly as expected. Today there are cheaper technologies available. But it has found its niche, eg. in the
domain of chipcards.
Micro, meso and macro economic indicators
It was important for the European industry to stay competitive in this field. We are competitive here nowadays.
Aixtron has build up a complete new department for the exploitation of the project results, and it has a positive
impact on employment. Unfortunately I cannot quantify this effect on employment.
What is the role of public funding ?
There was no further funding for the project besides the EC contribution.
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PLADIS - INTERVIEW REPORT BY MR JORGE VIEIRA DA SILVA
Mr Gérard Rilly works for THOMSON (Rennes, FR) and he was the manager of the PLADIS project.
What are the structural parameters that play a role towards creating impact ?
The quality of the partnership
What was the expected role of the EC in supporting the creation of impact
Support the whole initiative with some financial elements
What is the actual role of the EC in supporting the creation of exploitation
The EC has drastically cut the project initial ambition from a full industroial project to its upstreal R&D part.
This also imposed the rejection of a few partners
The EC is helping the projects to get credibility and more support on internal side or on national level
The EC is stepping in the trains led by industry
What is the expected and the actual role of a co-operative project in the product strategy ?
Expected role is to push forward the technology
Actual role is the delivery of basic bricks of technology
What are the synergies and conflicts with the other partners in the product strategy ?
Excellent synergies in a compact consortium, helped by clear IPR rules
How was the project integrated in the value chain (suppliers, competitors, customers, prescribers, …) in
order to succeed in linking the R&D and the industrial phase ?
The project assemnled ky partners, but the vision of the trends and market evolutions over the next decades is
essential
What was the involvement of customers and end-users as well as of the sales channels ?
The project focussed on technological objectives, but was supported by strong market vision from all the
partners and by contacts with global users and partners
How do you view the importance of a consortium agreement ?
It is essential that the partners have a clear understanding of the business relationship
How do you view the importance of controlling the IPR ?
It is also crucial that the IPR is controled in a simple and effective way. In the PLADIS projects, no shared
property of results was allowed, and single partner p^roperty was accompanied by licensing at the requested fair
conditions. This worked out very well
What are the pre-requisites to effectively start exploitation after the R&D stage ?
It is necessary to have a long term vision of the global dynamics of the area, to focus on the relevant innovation
and differentiation elements vs. competition. Thechnology has only interest oif it is under property control
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Were these conditions fulfilled in the project ? Why ?
All the partners were aware of the global sao and of the trends in the long term
What is the importance of developping an business plan within the life span of the project ?
It is important to develop the vision which is upstream of the strategy leading to a business plan for the final
products
Micro, meso and macro economic indicators
The direct impact exists, as the project allowed to consolidate activities in particular in Thomson and ST,
therefore maintaining and expanding employment
Networking and European impact indicators
Revalidate and explain the indicators. Put emphasis in the interview on the indicators where the project
performed well
What is the collective benefit from the cooperative project ?
Each main partner had its own benefits on toip of the collective aspects:
o
ST is now in a leader position in the ICs for Plasma displays
o
Thomson could license valuable elements of control of image quality to global partners such as e.g.
LGE
What are the necessary agreements to maximise the collective benefit ?
Consortium agreement and clear and simple IPR rules
What is the role of public funding ?
Leverage a global dynamics
SWOT
Strengths
Basic technological bricks towards global leadership
Weaknesses
None identified
Opportunities
The basic technologies lead to products in a ca. 10 year time frame. These products (here plasma
displays) are expected to last for a few decades. So the leveraging effect can be very high
Threats
Permanent global competition
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XML-KM - INTERVIEW REPORT BY MR JORGE VIEIRA DA SILVA
Mr Aureo Dias Carrasco works for Iberdrola (Madrid, SP) and he was the manager of the
XML-KM project.
What are the structural parameters that play a role towards creating impact ?
The most important aspect is the complementarities established in the consortium allowing the realisation of
pilots and the validation of the results in operational environments. In XML-KM, 2 end-users were ensuring this
role, specifying their requirements and validating the output of the project. This guidance of the project,
including a vision of the future, ensures the best configuration towards exploitation.
Most of the consortium has submitted a successful proposal to continue on the lines of XML-KM, proving the
coherence of the team through efficiency.
What was the expected role of the EC in supporting the creation of impact
It is expected from the EC a stronger support in terms of exploitation, e.g. through the dissemination of best
practices.
What is the actual role of the EC in supporting the creation of exploitation
In XML-KM the EC had a quite passive role. In fact, the involvement in exploitation has developed at the EC in
the course of the 5th FWP. An observatory on the impact of the EC and non-EC R&D projects would welcome
What is the expected and the actual role of a co-operative project in the product strategy ?
Expected role is to share competencies.
In this case, the leadership of Ibematica was federating the various contributions around an industrial objective
What are the synergies and conflicts with the other partners in the product strategy ?
Synergies are found along the product value-chain.
Some conflicts have taken place due to the share of property of some elements of IPR. Such situation should be
avoided as much as possible.
How was the project integrated in the value chain (suppliers, competitors, customers, prescribers, …) in
order to succeed in linking the R&D and the industrial phase ?
End-users were of vital importance to link with the real
requirements to the consortium.
business environment and input the business
What was the involvement of customers and end-users as well as of the sales channels ?
The sales channels of the partners, and in particular Ibermatica, were activated for the benefit of the project and
allowed to support specification and validation of the results.
How do you view the importance of a consortium agreement?
It is of high importance but must not block the system.
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How do you view the importance of controlling the IPR ?
This the point which can create difficulties, and we recommend that projects do not have shared property on the
results but rather find a simple system avoiding conflicts and allowing simple exploitation rules.
What are the pre-requisites to effectively start exploitation after the R&D stage ?
It is important that each of the partners has a benefit from the exploitation activities. If partners do not have other
intentions than to execute their part of R&D, this is limiting and slowing down exploitation.
Were these conditions fulfilled in the project ? Why ?
This was implemented in the consortium under the leadership of Ibermatica allowed each partner to focus on its
core business.
What is the importance of developing an business plan within the life span of the project ?
It is important that IPR is under control to allow each partner ton develop its own business plan.
Of course, the end-users in XML-KM have developed such business plans
Micro, meso and macro economic indicators
In the last 3 years Ibermatica grew from n1000 to 1400 employees. This is not directly related to XML-KM, but
the project allowed the developments and the product consolidation that is at the basis of such growth, together
with other initiatives.
The situation varies fom one partner to the other, e.g. the Fraunhofer created a spin-off to support the
exploitation of results from several IST projects, leading to the creation of ca. 10 jobs.
What is the collective benefit from the cooperative project ?
The type of work of XML-KM is very difficult to do in an integrated way in a single company (at that time XML
was only little more than a concept)
It is important to integrate expertise and to bring to all the partners a continuity in the value chain through the cooperative work.
What are the necessary agreements to maximise the collective benefit ?
Clear and simple IPR arrangements
What is the role of public funding ?
It is important, motivating also more the SMEs than the large corporations. But the most important is the
collective dynamics, although this could not happen without funding.
SWOT
Strengths
Possibility to merge high level expertise
Weaknesses
Lack of motivation for 100% funded partners to commit after project end towards exploitation.
Opportunities
Integration and acquisition of know-How.
The projects act at the forefront of technology and give the possibility to open up and to benchmark.
Concertation meetings are viewed positively (especially towards the end of FWP5)
Threats
Not all partners are equally committed to exploitation, which slows down actions when quick time to
market is required.
Changes in people might induce important distortions in the spirit and the letter of the agreements.
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
A.VII - RELATIVE FREQUENCIES OF THE INDICATORS
Relative frequencies of the indicators of all of the selected projects within each of the categories compared to the relative frequencies of all projects
A comparison of the selected projects to all not
selected projects
R&D stage
Identified technology
Full product
Overall Selection
(16 of overall
ranking)
Selected PS&T
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Selected Quality &
Impact
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Selected 3Ms
Selecte
d
projects
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
9,9%
1,8%
9,4%
,0%
9,4%
,0%
9,2%
5,0%
9,2%
5,6%
9,4%
,0%
9,4%
,0%
Partial developments
47,8%
7,3%
45,0%
,0%
45,4%
,0%
45,4%
,0%
45,2%
,0%
45,0%
10,0%
44,7%
15,8%
Successful R&D
42,3%
90,9%
45,6%
100,0%
45,2%
100,0%
45,4%
95,0%
45,6%
94,4%
45,6%
90,0%
45,9%
84,2%
None or only identified
technology
26,7%
5,5%
25,3%
,0%
25,5%
,0%
25,5%
,0%
25,4%
,0%
25,3%
5,0%
24,7%
21,1%
Developed technology
51,8%
25,5%
50,6%
,0%
51,0%
,0%
50,6%
10,0%
49,8%
27,8%
49,4%
40,0%
50,1%
21,1%
Validated technology
21,5%
69,1%
24,1%
100,0%
23,6%
100,0%
23,9%
90,0%
24,8%
72,2%
25,3%
55,0%
25,2%
57,9%
42,1%
5,6%
39,5%
,0%
39,8%
,0%
39,8%
,0%
39,5%
5,6%
39,3%
15,0%
39,4%
10,5%
Developed tech. product
45,9%
25,9%
45,0%
6,3%
45,6%
,0%
45,1%
10,5%
44,2%
33,3%
44,6%
25,0%
44,1%
36,8%
Validated tech. product
12,1%
68,5%
15,5%
93,8%
14,6%
100,0%
15,2%
89,5%
16,3%
61,1%
16,2%
60,0%
16,5%
52,6%
None or only identified
integration
49,3%
11,5%
46,4%
18,8%
47,3%
,0%
46,3%
22,2%
46,4%
18,8%
46,7%
15,0%
46,4%
21,1%
Developed integration
40,8%
30,8%
40,8%
6,3%
41,4%
,0%
40,8%
11,1%
39,8%
37,5%
40,0%
35,0%
39,9%
36,8%
Validated integration
10,0%
57,7%
12,8%
75,0%
11,3%
100,0%
12,9%
66,7%
13,8%
43,8%
13,3%
50,0%
13,7%
42,1%
None or only identified full
product
70,0%
20,8%
66,7%
12,5%
67,6%
,0%
67,2%
10,0%
66,5%
22,2%
66,3%
31,6%
66,1%
33,3%
D10 Final Report – V2.2
© IZET, MTA & Archimedia – April 2003 to March 2004
page 143/194
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Selected
Networking
Projects
which
have not
been
selected
Questionable R&D results
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Selected Market
Projects
which
have not
been
selected
within
the
category
Identified
None or only identified
technological product tech. product
Integration of several
technologies
Final Selection
(„TOP 58“)
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Selecte
d
projects
of the
categor
y
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Relative frequencies of the indicators of all of the selected projects within each of the categories compared to the relative frequencies of all projects
A comparison of the selected projects to all not
selected projects
Dissemination
IPR management
OEM & direct sales
Selected PS&T
Column
%
Column
%
Column
%
Developed full product
24,7%
22,6%
24,5%
25,0%
25,4%
,0%
24,9%
15,0%
24,8%
16,7%
24,4%
26,3%
24,6%
22,2%
Validated full product
5,3%
56,6%
8,9%
62,5%
7,0%
100,0%
8,0%
75,0%
8,7%
61,1%
9,3%
42,1%
9,3%
44,4%
None or symbolic
34,7%
7,3%
32,8%
6,3%
33,0%
5,3%
33,0%
5,0%
32,7%
11,1%
33,0%
5,0%
32,5%
20,0%
Proactive
38,6%
36,4%
38,6%
31,3%
38,5%
36,8%
38,5%
35,0%
38,2%
44,4%
38,7%
30,0%
39,3%
15,0%
Efficient
26,7%
56,4%
28,6%
62,5%
28,6%
57,9%
28,4%
60,0%
29,1%
44,4%
28,3%
65,0%
28,3%
65,0%
None or symbolic
61,7%
10,7%
58,0%
,0%
58,5%
,0%
58,5%
,0%
58,0%
5,6%
57,9%
15,0%
57,7%
20,0%
Some IPR control
28,5%
32,1%
29,2%
18,8%
28,6%
35,0%
29,8%
5,0%
29,1%
22,2%
28,8%
30,0%
28,4%
40,0%
9,8%
57,1%
12,8%
81,3%
12,9%
65,0%
11,7%
95,0%
12,9%
72,2%
13,3%
55,0%
13,9%
40,0%
60,1%
14,8%
56,5%
6,3%
56,8%
5,3%
57,2%
,0%
56,6%
10,5%
56,5%
15,0%
55,4%
35,3%
Identified beta sites
22,5%
13,0%
21,9%
6,3%
22,3%
,0%
22,3%
,0%
21,8%
10,5%
21,4%
20,0%
21,5%
17,6%
Validated prototypes
17,4%
72,2%
21,7%
87,5%
20,9%
94,7%
20,5%
100,0%
21,6%
78,9%
22,1%
65,0%
23,1%
47,1%
Identified OEM customers
78,4%
36,5%
74,0%
25,0%
74,8%
21,1%
76,3%
,0%
75,1%
15,8%
73,1%
40,0%
72,5%
55,6%
Initial Sales
17,9%
13,5%
18,1%
,0%
16,9%
21,1%
18,3%
,0%
18,3%
,0%
17,4%
13,3%
17,5%
11,1%
3,7%
50,0%
7,9%
75,0%
8,3%
57,9%
5,3%
100,0%
6,6%
84,2%
9,5%
46,7%
9,9%
33,3%
74,2%
32,0%
70,3%
6,3%
69,0%
33,3%
71,8%
,0%
70,4%
15,8%
68,8%
31,3%
69,5%
23,5%
21,8%
22,0%
21,7%
25,0%
22,2%
16,7%
22,8%
10,0%
21,9%
21,1%
21,3%
31,3%
21,0%
35,3%
3,9%
46,0%
8,0%
68,8%
8,8%
50,0%
5,4%
90,0%
7,7%
63,2%
9,9%
37,5%
9,5%
41,2%
Operational
distribution
Column
%
Column
%
Column
%
D10 Final Report – V2.2
© IZET, MTA & Archimedia – April 2003 to March 2004
page 144/194
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Column
%
Column
%
Selected
Networking
Column
%
Initial distribution actions
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Selected 3Ms
Column
%
Identified distributors
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Selected Quality &
Impact
Selecte
d
projects
Identified prototypes
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Selected Market
Projects
which
have not
been
selected
Sales to the open market
Distribution networks
in place
Overall Selection
(16 of overall
ranking)
Projects
which
have not
been
selected
within
the
category
Full IPR control
Prototypes and niche
markets
Final Selection
(„TOP 58“)
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Selecte
d
projects
of the
categor
y
Column
%
Column
%
Column
%
Column
%
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Relative frequencies of the indicators of all of the selected projects within each of the categories compared to the relative frequencies of all projects
A comparison of the selected projects to all not
selected projects
Final Selection
(„TOP 58“)
Overall Selection
(16 of overall
ranking)
Selected PS&T
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Selected Market
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Selected Quality &
Impact
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Selected 3Ms
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Selected
Networking
Projects
which
have not
been
selected
Selecte
d
projects
Projects
which
have not
been
selected
within
the
category
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Selecte
d
projects
of the
categor
y
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
51,4%
8,8%
48,3%
,0%
48,4%
5,0%
48,6%
,0%
48,6%
,0%
48,0%
15,0%
48,1%
10,5%
Guessed
21,3%
15,8%
20,9%
12,5%
20,3%
30,0%
21,3%
5,0%
21,5%
,0%
20,9%
15,0%
20,9%
15,8%
Identified
27,4%
75,4%
30,8%
87,5%
31,3%
65,0%
30,1%
95,0%
29,9%
100,0%
31,1%
70,0%
31,0%
73,7%
65,9%
21,1%
62,9%
,0%
62,2%
30,0%
63,2%
5,0%
63,4%
,0%
62,3%
26,3%
62,6%
20,0%
26,8%
21,1%
25,8%
37,5%
26,4%
20,0%
26,4%
20,0%
27,0%
5,0%
26,4%
21,1%
25,8%
35,0%
7,3%
57,9%
11,3%
62,5%
11,4%
50,0%
10,4%
75,0%
9,6%
95,0%
11,4%
52,6%
11,6%
45,0%
74,7%
31,6%
71,3%
25,0%
71,3%
35,0%
71,5%
30,0%
72,7%
,0%
71,0%
40,0%
70,9%
42,1%
21,1%
29,8%
21,8%
31,3%
21,8%
30,0%
22,4%
15,0%
22,4%
15,0%
22,0%
25,0%
21,7%
31,6%
4,2%
38,6%
6,9%
43,8%
7,0%
35,0%
6,2%
55,0%
4,9%
85,0%
7,0%
35,0%
7,4%
26,3%
87,1%
43,4%
84,4%
18,8%
83,7%
47,4%
84,3%
31,6%
85,8%
,0%
83,5%
52,6%
83,3%
55,6%
12,4%
28,3%
13,0%
50,0%
13,5%
31,6%
13,5%
31,6%
13,7%
25,0%
13,9%
21,1%
13,7%
27,8%
network
Existence
of
organisation
identified
exploitation
Existence
of
organisation
effectively
implementing
exploitation
an
None
for
an
None
Commited
Active
Initial business plan
outlined
None
Basic
Developed
Business plan and
analysis
of
competitive
status
completed
None
Validated
D10 Final Report – V2.2
© IZET, MTA & Archimedia – April 2003 to March 2004
page 145/194
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Relative frequencies of the indicators of all of the selected projects within each of the categories compared to the relative frequencies of all projects
A comparison of the selected projects to all not
selected projects
started
Expected impact on
employment
(quantification)
company
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Selected 3Ms
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Selected
Networking
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
,5%
28,3%
2,6%
31,3%
2,8%
21,1%
2,2%
36,8%
,4%
75,0%
2,6%
26,3%
3,0%
16,7%
82,7%
23,6%
78,4%
,0%
77,6%
35,0%
78,7%
10,0%
79,1%
,0%
77,9%
26,3%
78,3%
11,1%
12,2%
29,1%
13,3%
37,5%
13,7%
25,0%
13,9%
20,0%
14,1%
15,0%
13,9%
21,1%
13,4%
33,3%
5,1%
47,3%
8,2%
62,5%
8,7%
40,0%
7,4%
70,0%
6,7%
85,0%
8,3%
52,6%
8,3%
55,6%
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Selecte
d
projects
of the
categor
y
36,8%
6,9%
33,8%
,0%
33,9%
5,0%
34,1%
,0%
33,6%
10,0%
34,1%
,0%
33,9%
5,0%
National
23,8%
6,9%
22,3%
,0%
22,2%
5,0%
22,5%
,0%
22,2%
5,0%
22,2%
5,0%
22,2%
5,0%
European or global
39,4%
86,2%
44,0%
100,0%
43,9%
90,0%
43,4%
100,0%
44,2%
85,0%
43,7%
95,0%
43,9%
90,0%
42,9%
14,8%
39,8%
12,5%
40,6%
5,0%
40,5%
5,3%
39,9%
11,8%
40,5%
5,3%
39,8%
16,7%
Middle range
39,9%
50,0%
40,1%
68,8%
39,4%
75,0%
40,5%
57,9%
40,5%
58,8%
42,0%
31,6%
41,0%
50,0%
High level
17,2%
35,2%
20,1%
18,8%
20,0%
20,0%
19,0%
36,8%
19,5%
29,4%
17,5%
63,2%
19,3%
33,3%
78,1%
50,9%
75,0%
43,8%
73,7%
68,4%
74,2%
58,8%
74,2%
58,8%
78,2%
5,0%
76,4%
30,0%
17,4%
24,5%
17,6%
37,5%
18,5%
21,1%
18,7%
17,6%
18,7%
17,6%
17,9%
30,0%
16,4%
50,0%
>1000
4,5%
24,5%
7,4%
18,8%
7,8%
10,5%
7,1%
23,5%
7,1%
23,5%
3,9%
65,0%
7,1%
20,0%
None
87,6%
70,2%
86,0%
75,0%
85,8%
82,4%
86,3%
68,8%
87,3%
47,1%
87,1%
46,7%
86,8%
61,1%
Local
Operators
<100
100 < m <1000
New
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Selected Quality &
Impact
Column
%
None
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Selected Market
Selecte
d
projects
Real Business
Expected impact on
employment
(qualifications)
Selected PS&T
Projects
which
have not
been
selected
Dedicated Structure
Expected impact on
employment
(geographical)
Overall Selection
(16 of overall
ranking)
Projects
which
have not
been
selected
within
the
category
Budget commited
Exploitation
effectively
Final Selection
(„TOP 58“)
D10 Final Report – V2.2
© IZET, MTA & Archimedia – April 2003 to March 2004
page 146/194
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Relative frequencies of the indicators of all of the selected projects within each of the categories compared to the relative frequencies of all projects
A comparison of the selected projects to all not
selected projects
Final Selection
(„TOP 58“)
Overall Selection
(16 of overall
ranking)
Selected PS&T
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Selected Market
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Selected Quality &
Impact
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Selected 3Ms
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Selected
Networking
Projects
which
have not
been
selected
Selecte
d
projects
Projects
which
have not
been
selected
within
the
category
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Selecte
d
projects
of the
categor
y
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
10,1%
23,4%
11,4%
18,8%
11,7%
11,8%
11,1%
25,0%
10,1%
47,1%
10,8%
33,3%
10,9%
27,8%
2,2%
6,4%
2,6%
6,3%
2,6%
5,9%
2,6%
6,3%
2,6%
5,9%
2,1%
20,0%
2,3%
11,1%
55,6%
15,1%
50,6%
6,3%
49,6%
26,3%
50,4%
11,8%
51,1%
5,3%
51,7%
,0%
50,8%
10,5%
38,8%
54,7%
40,1%
68,8%
40,6%
57,9%
40,7%
58,8%
40,6%
57,9%
41,9%
40,0%
40,2%
63,2%
5,6%
30,2%
9,3%
25,0%
9,8%
15,8%
9,0%
29,4%
8,3%
36,8%
6,4%
60,0%
9,0%
26,3%
20,2%
1,7%
18,4%
,0%
18,6%
,0%
18,6%
,0%
18,4%
5,0%
18,6%
,0%
18,6%
,0%
creation
One
Several
Potential
business
importance range
< 1Mio €
1Mio€ < i < 100 Mio €
>100 Mio €
Business
development
perspectives
Consortium
agreement
Bilateral agreements
Local
National
20,7%
6,9%
19,6%
,0%
19,3%
10,0%
19,5%
5,0%
19,5%
5,0%
19,8%
,0%
19,8%
,0%
European or global
59,2%
91,4%
62,0%
100,0%
62,1%
90,0%
61,9%
95,0%
62,1%
90,0%
61,6%
100,0%
61,6%
100,0%
74,2%
47,2%
72,1%
43,8%
71,9%
52,6%
71,9%
52,6%
71,9%
52,6%
72,9%
23,5%
74,0%
5,0%
Draft
13,3%
11,3%
12,9%
18,8%
13,4%
5,3%
13,6%
,0%
13,6%
,0%
13,1%
11,8%
12,5%
25,0%
Signed
12,6%
41,5%
15,1%
37,5%
14,7%
42,1%
14,5%
47,4%
14,5%
47,4%
14,0%
64,7%
13,4%
70,0%
None
84,4%
54,7%
81,7%
62,5%
81,3%
73,7%
82,0%
57,9%
81,8%
61,1%
82,8%
35,3%
83,4%
26,3%
Draft
10,9%
18,9%
11,8%
12,5%
11,8%
10,5%
12,1%
5,3%
12,0%
5,6%
11,3%
23,5%
10,7%
36,8%
4,7%
26,4%
6,6%
25,0%
6,8%
15,8%
5,9%
36,8%
6,1%
33,3%
5,9%
41,2%
5,9%
36,8%
91,8%
67,4%
90,2%
64,3%
89,4%
88,2%
89,5%
84,6%
89,8%
75,0%
90,2%
58,3%
91,8%
33,3%
None
Signed
Other (non IST)
funding
schemes
None
D10 Final Report – V2.2
© IZET, MTA & Archimedia – April 2003 to March 2004
page 147/194
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Relative frequencies of the indicators of all of the selected projects within each of the categories compared to the relative frequencies of all projects
A comparison of the selected projects to all not
selected projects
Final Selection
(„TOP 58“)
Overall Selection
(16 of overall
ranking)
Selected PS&T
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Selected Market
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Selected Quality &
Impact
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Selected
Networking
Selected 3Ms
Projects
which
have not
been
selected
Selecte
d
projects
Projects
which
have not
been
selected
within
the
category
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Selecte
d
projects
of the
category
Projects
which
have not
been
selected
within
the
category
Selecte
d
projects
of the
categor
y
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
3,4%
25,6%
4,7%
35,7%
5,4%
11,8%
5,4%
15,4%
5,1%
25,0%
4,6%
41,7%
4,0%
44,4%
used
Local/national
European
Impact on standards
4,7%
7,0%
5,1%
,0%
5,2%
,0%
5,1%
,0%
5,1%
,0%
5,1%
,0%
4,2%
22,2%
None
65,6%
49,1%
64,3%
50,0%
64,3%
52,6%
64,1%
57,9%
63,5%
75,0%
65,2%
31,6%
66,1%
10,0%
Low
22,8%
20,8%
22,7%
18,8%
22,9%
15,8%
22,9%
15,8%
23,0%
12,5%
22,7%
21,1%
21,9%
40,0%
Important
11,5%
30,2%
12,9%
31,3%
12,8%
31,6%
13,0%
26,3%
13,5%
12,5%
12,2%
47,4%
12,0%
50,0%
Table 3 Relative frequencies of the indicators of all of the selected projects within each of the categories compared to the relative frequencies of all projects
D10 Final Report – V2.2
© IZET, MTA & Archimedia – April 2003 to March 2004
page 148/194
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Relative frequencies of the indicators of the selected projects within each of the categories compared to the rel. freq. of the remaining selected projects
A comparison of the projects which have been
selected in each of the categories to all of the
remaining finally selected projects which have not
been selected within the respective subsection
R&D stage
Selected Market
Selected Quality &
Impact
Selected 3Ms
Selected
Networking
Selecte
d
projects
Not
selected
by this
category
Selecte
d
projects
of the
category
Not
selected
by this
category
Selecte
d
projects
of the
category
Not
selected
by this
category
Selecte
d
projects
of the
category
Not
selected
by this
category
Selecte
d
projects
of the
category
Not
selected
by this
category
Selecte
d
projects
of the
category
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
1,8%
2,6%
,0%
2,9%
,0%
,0%
5,0%
,0%
5,6%
2,9%
,0%
2,7%
,0%
7,3%
10,3%
,0%
11,4%
,0%
11,4%
,0%
10,8%
,0%
5,7%
10,0%
2,7%
16,7%
90,9%
87,2%
100,0%
85,7%
100,0%
88,6%
95,0%
89,2%
94,4%
91,4%
90,0%
94,6%
83,3%
5,5%
7,7%
,0%
8,6%
,0%
8,6%
,0%
8,1%
,0%
5,7%
5,0%
,0%
16,7%
Developed technology
25,5%
35,9%
,0%
40,0%
,0%
34,3%
10,0%
24,3%
27,8%
17,1%
40,0%
27,0%
22,2%
Validated technology
69,1%
56,4%
100,0%
51,4%
100,0%
57,1%
90,0%
67,6%
72,2%
77,1%
55,0%
73,0%
61,1%
5,6%
7,9%
,0%
8,8%
,0%
8,6%
,0%
5,6%
5,6%
,0%
15,0%
2,8%
11,1%
Developed tech. product
25,9%
34,2%
6,3%
41,2%
,0%
34,3%
10,5%
22,2%
33,3%
26,5%
25,0%
22,2%
33,3%
Validated tech. product
68,5%
57,9%
93,8%
50,0%
100,0%
57,1%
89,5%
72,2%
61,1%
73,5%
60,0%
75,0%
55,6%
None or only identified
integration
11,5%
8,3%
18,8%
18,8%
,0%
5,9%
22,2%
8,3%
18,8%
9,4%
15,0%
8,8%
16,7%
Developed integration
30,8%
41,7%
6,3%
50,0%
,0%
41,2%
11,1%
27,8%
37,5%
28,1%
35,0%
26,5%
38,9%
Validated integration
57,7%
50,0%
75,0%
31,3%
100,0%
52,9%
66,7%
63,9%
43,8%
62,5%
50,0%
64,7%
44,4%
None or only identified full
product
20,8%
24,3%
12,5%
33,3%
,0%
27,3%
10,0%
20,0%
22,2%
14,7%
31,6%
16,7%
29,4%
Developed full product
22,6%
21,6%
25,0%
36,4%
,0%
27,3%
15,0%
25,7%
16,7%
20,6%
26,3%
22,2%
23,5%
Validated full product
56,6%
54,1%
62,5%
30,3%
100,0%
45,5%
75,0%
54,3%
61,1%
64,7%
42,1%
61,1%
47,1%
Questionable R&D results
None or only identified
technology
Identified
None or only identified
technological product tech. product
Full product
Selected PS&T
Selecte
d
projects
of the
category
Successful R&D
Integration of several
technologies
Overall Selection
(16 of general
ranking)
Not
selected
by this
category
Partial developments
Identified technology
Final Selection
(„TOP 58“)
D10 Final Report – V2.2
© IZET, MTA & Archimedia – April 2003 to March 2004
page 149/194
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Relative frequencies of the indicators of the selected projects within each of the categories compared to the rel. freq. of the remaining selected projects
A comparison of the projects which have been
selected in each of the categories to all of the
remaining finally selected projects which have not
been selected within the respective subsection
Dissemination
Prototypes and niche
markets
OEM & direct sales
Distribution networks
in place
Existence
of
organisation
identified
exploitation
an
for
Overall Selection
(16 of general
ranking)
Selected PS&T
Selected Market
Selected Quality &
Impact
Selected 3Ms
Selected
Networking
Selecte
d
projects
Not
selected
by this
category
Selecte
d
projects
of the
category
Not
selected
by this
category
Selecte
d
projects
of the
category
Not
selected
by this
category
Selecte
d
projects
of the
category
Not
selected
by this
category
Selecte
d
projects
of the
category
Not
selected
by this
category
Selecte
d
projects
of the
category
Not
selected
by this
category
Selecte
d
projects
of the
category
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
7,3%
7,7%
6,3%
8,3%
5,3%
8,6%
5,0%
5,4%
11,1%
8,6%
5,0%
2,8%
15,8%
Proactive
36,4%
38,5%
31,3%
36,1%
36,8%
37,1%
35,0%
32,4%
44,4%
40,0%
30,0%
47,2%
15,8%
Efficient
56,4%
53,8%
62,5%
55,6%
57,9%
54,3%
60,0%
62,2%
44,4%
51,4%
65,0%
50,0%
68,4%
None or symbolic
10,7%
15,0%
,0%
16,7%
,0%
16,7%
,0%
13,2%
5,6%
8,3%
15,0%
5,4%
21,1%
Some IPR control
32,1%
37,5%
18,8%
30,6%
35,0%
47,2%
5,0%
36,8%
22,2%
33,3%
30,0%
29,7%
36,8%
Full IPR control
57,1%
47,5%
81,3%
52,8%
65,0%
36,1%
95,0%
50,0%
72,2%
58,3%
55,0%
64,9%
42,1%
14,8%
18,4%
6,3%
20,0%
5,3%
23,5%
,0%
17,1%
10,5%
14,7%
15,0%
5,4%
35,3%
Identified beta sites
13,0%
15,8%
6,3%
20,0%
,0%
20,6%
,0%
14,3%
10,5%
8,8%
20,0%
10,8%
17,6%
Validated prototypes
72,2%
65,8%
87,5%
60,0%
94,7%
55,9%
100,0%
68,6%
78,9%
76,5%
65,0%
83,8%
47,1%
Identified OEM customers
36,5%
41,7%
25,0%
45,5%
21,1%
59,4%
,0%
48,5%
15,8%
35,1%
40,0%
28,6%
52,9%
Initial Sales
13,5%
19,4%
,0%
9,1%
21,1%
21,9%
,0%
21,2%
,0%
13,5%
13,3%
14,3%
11,8%
Sales to the open market
50,0%
38,9%
75,0%
45,5%
57,9%
18,8%
100,0%
30,3%
84,2%
51,4%
46,7%
57,1%
35,3%
32,0%
44,1%
6,3%
31,3%
33,3%
53,3%
,0%
41,9%
15,8%
32,4%
31,3%
36,4%
23,5%
Initial distribution actions
22,0%
20,6%
25,0%
25,0%
16,7%
30,0%
10,0%
22,6%
21,1%
17,6%
31,3%
15,2%
35,3%
Operational
network
46,0%
35,3%
68,8%
43,8%
50,0%
16,7%
90,0%
35,5%
63,2%
50,0%
37,5%
48,5%
41,2%
8,8%
12,2%
,0%
10,8%
5,0%
13,5%
,0%
13,5%
,0%
5,4%
15,0%
7,7%
11,1%
None or symbolic
IPR management
Final Selection
(„TOP 58“)
Identified prototypes
Identified distributors
distribution
None
D10 Final Report – V2.2
© IZET, MTA & Archimedia – April 2003 to March 2004
page 150/194
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Relative frequencies of the indicators of the selected projects within each of the categories compared to the rel. freq. of the remaining selected projects
A comparison of the projects which have been
selected in each of the categories to all of the
remaining finally selected projects which have not
been selected within the respective subsection
Existence
of
organisation
effectively
implementing
exploitation
an
Initial business plan
outlined
Business plan and
analysis
of
competitive
status
completed
Exploitation
effectively
started
Final Selection
(„TOP 58“)
Overall Selection
(16 of general
ranking)
Selected PS&T
Selected Market
Selected Quality &
Impact
Selected 3Ms
Selected
Networking
Selecte
d
projects
Not
selected
by this
category
Selecte
d
projects
of the
category
Not
selected
by this
category
Selecte
d
projects
of the
category
Not
selected
by this
category
Selecte
d
projects
of the
category
Not
selected
by this
category
Selecte
d
projects
of the
category
Not
selected
by this
category
Selecte
d
projects
of the
category
Not
selected
by this
category
Selecte
d
projects
of the
category
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Guessed
15,8%
17,1%
12,5%
8,1%
30,0%
21,6%
5,0%
24,3%
,0%
16,2%
15,0%
15,4%
16,7%
Identified
75,4%
70,7%
87,5%
81,1%
65,0%
64,9%
95,0%
62,2%
100,0%
78,4%
70,0%
76,9%
72,2%
21,1%
29,3%
,0%
16,2%
30,0%
29,7%
5,0%
32,4%
,0%
18,4%
26,3%
23,7%
15,8%
Committed
21,1%
14,6%
37,5%
21,6%
20,0%
21,6%
20,0%
29,7%
5,0%
21,1%
21,1%
13,2%
36,8%
Active
57,9%
56,1%
62,5%
62,2%
50,0%
48,6%
75,0%
37,8%
95,0%
60,5%
52,6%
63,2%
47,4%
31,6%
34,1%
25,0%
29,7%
35,0%
32,4%
30,0%
48,6%
,0%
27,0%
40,0%
25,6%
44,4%
Basic
29,8%
29,3%
31,3%
29,7%
30,0%
37,8%
15,0%
37,8%
15,0%
32,4%
25,0%
30,8%
27,8%
Developed
38,6%
36,6%
43,8%
40,5%
35,0%
29,7%
55,0%
13,5%
85,0%
40,5%
35,0%
43,6%
27,8%
43,4%
54,1%
18,8%
41,2%
47,4%
50,0%
31,6%
69,7%
,0%
38,2%
52,6%
38,9%
52,9%
Validated
28,3%
18,9%
50,0%
26,5%
31,6%
26,5%
31,6%
30,3%
25,0%
32,4%
21,1%
27,8%
29,4%
Budget committed
28,3%
27,0%
31,3%
32,4%
21,1%
23,5%
36,8%
,0%
75,0%
29,4%
26,3%
33,3%
17,6%
23,6%
33,3%
,0%
17,1%
35,0%
31,4%
10,0%
37,1%
,0%
22,2%
26,3%
28,9%
11,8%
Dedicated Structure
29,1%
25,6%
37,5%
31,4%
25,0%
34,3%
20,0%
37,1%
15,0%
33,3%
21,1%
28,9%
29,4%
Real Business
47,3%
41,0%
62,5%
51,4%
40,0%
34,3%
70,0%
25,7%
85,0%
44,4%
52,6%
42,1%
58,8%
None
None
None
None
D10 Final Report – V2.2
© IZET, MTA & Archimedia – April 2003 to March 2004
page 151/194
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Relative frequencies of the indicators of the selected projects within each of the categories compared to the rel. freq. of the remaining selected projects
A comparison of the projects which have been
selected in each of the categories to all of the
remaining finally selected projects which have not
been selected within the respective subsection
Expected impact on
employment
(geographical)
New
creation
company
Selected Market
Selected Quality &
Impact
Selected 3Ms
Selected
Networking
Selecte
d
projects
Not
selected
by this
category
Selecte
d
projects
of the
category
Not
selected
by this
category
Selecte
d
projects
of the
category
Not
selected
by this
category
Selecte
d
projects
of the
category
Not
selected
by this
category
Selecte
d
projects
of the
category
Not
selected
by this
category
Selecte
d
projects
of the
category
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
6,9%
9,5%
,0%
7,9%
5,0%
10,5%
,0%
5,3%
10,0%
10,5%
,0%
7,7%
5,3%
6,9%
9,5%
,0%
7,9%
5,0%
10,5%
,0%
7,9%
5,0%
7,9%
5,0%
7,7%
5,3%
86,2%
81,0%
100,0%
84,2%
90,0%
78,9%
100,0%
86,8%
85,0%
81,6%
95,0%
84,6%
89,5%
14,8%
15,8%
12,5%
20,6%
5,0%
20,0%
5,3%
16,2%
11,8%
20,0%
5,3%
13,5%
17,6%
Middle range
50,0%
42,1%
68,8%
35,3%
75,0%
45,7%
57,9%
45,9%
58,8%
60,0%
31,6%
51,4%
47,1%
High level
35,2%
42,1%
18,8%
44,1%
20,0%
34,3%
36,8%
37,8%
29,4%
20,0%
63,2%
35,1%
35,3%
50,9%
54,1%
43,8%
41,2%
68,4%
47,2%
58,8%
47,2%
58,8%
78,8%
5,0%
61,8%
31,6%
100 < m <1000
24,5%
18,9%
37,5%
26,5%
21,1%
27,8%
17,6%
27,8%
17,6%
21,2%
30,0%
11,8%
47,4%
>1000
24,5%
27,0%
18,8%
32,4%
10,5%
25,0%
23,5%
25,0%
23,5%
,0%
65,0%
26,5%
21,1%
70,2%
67,7%
75,0%
63,3%
82,4%
71,0%
68,8%
83,3%
47,1%
81,3%
46,7%
76,7%
58,8%
23,4%
25,8%
18,8%
30,0%
11,8%
22,6%
25,0%
10,0%
47,1%
18,8%
33,3%
20,0%
29,4%
6,4%
6,5%
6,3%
6,7%
5,9%
6,5%
6,3%
6,7%
5,9%
,0%
20,0%
3,3%
11,8%
15,1%
18,9%
6,3%
8,8%
26,3%
16,7%
11,8%
20,6%
5,3%
24,2%
,0%
17,1%
11,1%
1Mio€ < i < 100 Mio €
54,7%
48,6%
68,8%
52,9%
57,9%
52,8%
58,8%
52,9%
57,9%
63,6%
40,0%
51,4%
61,1%
>100 Mio €
30,2%
32,4%
25,0%
38,2%
15,8%
30,6%
29,4%
26,5%
36,8%
12,1%
60,0%
31,4%
27,8%
Local
Operators
<100
None
One
Several
Potential
business
importance range
Selected PS&T
Selecte
d
projects
of the
category
European or global
Expected impact on
employment
(quantification)
Overall Selection
(16 of general
ranking)
Not
selected
by this
category
National
Expected impact on
employment
(qualifications)
Final Selection
(„TOP 58“)
< 1Mio €
D10 Final Report – V2.2
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Relative frequencies of the indicators of the selected projects within each of the categories compared to the rel. freq. of the remaining selected projects
A comparison of the projects which have been
selected in each of the categories to all of the
remaining finally selected projects which have not
been selected within the respective subsection
Business
development
perspectives
Other (non IST)
funding
schemes
used
Selected Market
Selected Quality &
Impact
Selected
Networking
Selected 3Ms
Selecte
d
projects
Not
selected
by this
category
Selecte
d
projects
of the
category
Not
selected
by this
category
Selecte
d
projects
of the
category
Not
selected
by this
category
Selecte
d
projects
of the
category
Not
selected
by this
category
Selecte
d
projects
of the
category
Not
selected
by this
category
Selecte
d
projects
of the
category
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
Column
%
1,7%
2,4%
,0%
2,6%
,0%
2,6%
,0%
,0%
5,0%
2,6%
,0%
2,6%
,0%
6,9%
9,5%
,0%
5,3%
10,0%
7,9%
5,0%
7,9%
5,0%
10,5%
,0%
10,3%
,0%
91,4%
88,1%
100,0%
92,1%
90,0%
89,5%
95,0%
92,1%
90,0%
86,8%
100,0%
87,2%
100,0%
47,2%
48,6%
43,8%
44,1%
52,6%
44,1%
52,6%
44,1%
52,6%
58,3%
23,5%
70,6%
5,3%
Draft
11,3%
8,1%
18,8%
14,7%
5,3%
17,6%
,0%
17,6%
,0%
11,1%
11,8%
5,9%
21,1%
Signed
41,5%
43,2%
37,5%
41,2%
42,1%
38,2%
47,4%
38,2%
47,4%
30,6%
64,7%
23,5%
73,7%
None
54,7%
51,4%
62,5%
44,1%
73,7%
52,9%
57,9%
51,4%
61,1%
63,9%
35,3%
68,6%
27,8%
Draft
18,9%
21,6%
12,5%
23,5%
10,5%
26,5%
5,3%
25,7%
5,6%
16,7%
23,5%
11,4%
33,3%
Signed
26,4%
27,0%
25,0%
32,4%
15,8%
20,6%
36,8%
22,9%
33,3%
19,4%
41,2%
20,0%
38,9%
67,4%
69,0%
64,3%
53,8%
88,2%
60,0%
84,6%
64,5%
75,0%
71,0%
58,3%
88,5%
35,3%
25,6%
20,7%
35,7%
34,6%
11,8%
30,0%
15,4%
25,8%
25,0%
19,4%
41,7%
11,5%
47,1%
7,0%
10,3%
,0%
11,5%
,0%
10,0%
,0%
9,7%
,0%
9,7%
,0%
,0%
17,6%
None
49,1%
48,6%
50,0%
47,1%
52,6%
44,1%
57,9%
37,8%
75,0%
58,8%
31,6%
70,6%
10,5%
Low
20,8%
21,6%
18,8%
23,5%
15,8%
23,5%
15,8%
24,3%
12,5%
20,6%
21,1%
11,8%
36,8%
Important
30,2%
29,7%
31,3%
29,4%
31,6%
32,4%
26,3%
37,8%
12,5%
20,6%
47,4%
17,6%
52,6%
Local
None
None
Local/national
European
Impact on standards
Selected PS&T
Selecte
d
projects
of the
category
European or global
Bilateral agreements
Overall Selection
(16 of general
ranking)
Not
selected
by this
category
National
Consortium
agreement
Final Selection
(„TOP 58“)
Table 4 Relative frequencies of the indicators of the selected projects within each of the categories compared to the rel. frequencies of all selected projects
D10 Final Report – V2.2
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page 153/194
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
A VIII - THE HIGHEST RANKED PROJECTS IN THE DIFFERENT CATEGORIES
In this section the projects with the highest expected impact are analysed in detail. The analysis is performed
separately on each of the different categories and over all categories:
•
Product, Services & Technologies:
•
Usage & Market:
•
Exploitation Organisation towards the creation of Impact:
•
Micro, Meso & Macro economic Indicators:
•
Networking & European Impact:
•
Overall categories:
D10 Final Report – V2.2
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
HIGHEST RANKED PROJECTS IN CATEGORY: Product Services & Technology
Product/Services & Technology 20 best projects in Product/Services & Technology
Full product
Validated full product
Validated integration
Integration of several technologies
Identified Technological Product
Validated prototypes
Identified Technology
Validated technology
Successful
R&D
R&D Stage
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Figure 40 Basis of Sample: Highest impact projects of the ‘Product services & Technology’ category
§
.
Not surprisingly, all of the 20 highest ranked projects of the category have successfully completed and
validated the whole scale of the “Product/Services & Technology” category from R&D to the full
product
Sample
Highest ranked (highest impact) Projects of the category “Product
Services & Technology”
Number of projects in this sample, N =
20
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Usage and market 20 best projects in Product/Services & Technology
Distribution networks in place
N=18
Identified distributors
Operational distribution network
Identified OEM
customers
Initial distribution
actions
Initial Sales
OEM & direct sales N=19
Sales to the open market
Identified
prototypes
Prototypes and niche markets
N=19
Validated prototypes
Some IPR
control
IPR management
Full IPR control
None or symbolic
Dissemination N=19
Proactive
0%
10%
20%
Efficient
30%
40%
50%
60%
70%
80%
90%
100%
Figure 41 ‘Usage and market’ indicators and their characteristic values for the highest ranked projects of the
‘Product services & Technology’ category
§
Accordingly, 19 out of the 20 projects have already identified (5%) or even validated (95%) a prototype
and
§
79% are already selling project results – products or services – to the market: 21% initial sales, 58%
sales to the open market.
§
All of the selected projects of this category have therefore implemented some or full IPR control.
Almost all of the projects have a validated prototype and all implemented at least some IPR control. .
Sales started for most projects with 50% of them having implemented distribution networks.
Sample
Highest ranked (highest impact) Projects of the category “Product
Services & Technology”
Number of projects in this sample, N =
20
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Quality and Impact 20 best projects in Product/Services & Technology
Exploitation started effect.
Dedicated
Structure
None
Bus. Plan and anal. Of comp.
status compl. N=19
Validated
None
Init. Business plan outlined
None
Exist. Of org. impl. Expl.
None
Real Business
Budget committed
Basic
Developed
Committed
Active
None
Guessed
Exist. Of org. for exploitation
0%
10%
20%
Identified
30%
40%
50%
60%
70%
80%
90%
100%
Figure 42 ‘Exploitation organisation towards the creation of impact' indicators and their characteristic values
for the highest ranked projects of the ‘Product services & Technology’ category
§
65% of the projects have already selected the partner who is responsible for the exploitation of the results
§
and 50% have a partner who has effectively implemented the exploitation
§
65% have identified the adequate expoloitation structure or effectively started exploitation.
Other than expected, the number of the projects which have an organisation which has committed or
effectively started the exploitation of the results is below the value of the highest ranked projects of all
other categories. The same is the case for projects which have already started real business: exploitation
of results has not yet started in significantly more cases compared to the selected projects of all other
categories.
Sample
Highest ranked (highest impact) Projects of the category “Product
Services & Technology”
Number of projects in this sample, N =
20
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Micro, meso and macro economic indicators 20 best projects in Product/Services &
Technology
Potential bus. Importance range
N=19
<100 Mio Euro
<1 Mio Euro
>100 Mio Euro
Several
None
New company creation N=17
One
Exp. Impact on empl. (quantif.)
N=19
<100
100<IMP<1000
>1000
Operator
s
Exp. Impact on empl. (qualif.)
Middle Range
Local
High Level
National
European or Global
Exp. Impact on empl. (geograph.)
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Figure 43 ‘Micro, meso and macro economic’ indicators and their characteristic values for the highest ranked
projects of the ‘Product services & Technology’ category
§
A majority of the selected projects of the category “Product services & technologies” has a business
potential between 1 Mio € and 100 Mio €
§
16% have even a potential of 100 Mio € and more!
§
Companies normally exploit the project results within existing structures, but there are also 18% which
create one or more new companies in order to exploit the project results!
§
32% of the projects have an expected impact on the labour market by creating more than 100 jobs, 11%
of them by creating more than 1000 jobs.
§
The major impact on the qualification is for middle range jobs (75%) and high level jobs (20%).
§
The geographical impact on the labour force is most likely at European or global level.
Other than expected, there is not a higher number of projects with a business potential above 100 Mio €
than found in the other 4 category samples.
The percentage of projects with a business potential above 100 Mio € is even smaller than the
percentage of the highest ranked projects within the samples of all other categories and around average
for values between 1 Mio € and 100 Mio €.
From our point of view, this can be seen as an indicator for the difficulty to evaluate the expected value
of products, services and technologies, which have completed their technological development,
including validation, but for which the same excellence regarding exploitation activities and business
planning could not be verified.
Sample
Highest ranked (highest impact) Projects of the category “Product
Services & Technology”
Number of projects in this sample, N =
20
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Networking and European Impact indicators 20 best projects in Product/Services &
Technology
Impact on standards N=19
Low
None
Other (NON IST) funding schemes
N=17
None
Bilateral agreements N=19
None
Important
Local/
National
Draft
Signed
Draft
Consortium agreement N=19
None
Signed
National
Business development
perspective
0%
European or Global
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Figure 44 ‘Networking and European Impact' indicators and their characteristic values for the highest ranked
projects of the ‘Product services & Technology’ category
§
More than 30% of the highest ranked projects of the category “Product services & technology” have an
important impact on standards!
§
Most projects are funded solely by European sources, 12% are locally or nationally co-funded.
§
While nearly 60% of the selected projects within this category are already doing sales to the open market
(Erreur ! Source du renvoi introuvable.), only 47% have a signed consortium agreement.
The overall percentage of ~50% of projects with no impact on standards is much higher than expected.
But on the other hand – and as expected – projects which are strong in research and development of
products, services and technologies will also strongly participate in the development of standards
(“important impact”) : >30%. It will be seen later, analysing the different samples of selected projects
of the different categories, that the impact on standards is closely related to the expected impact on
employment and the expected business importance range.
Sample
Highest ranked (highest impact) Projects of the category “Product
Services & Technology”
Number of projects in this sample, N =
20
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
HIGHEST RANKED PROJECTS IN CATEGORY: Usage and market
Usage and market 20 best projects in Usage & Market
Initial distribution actions
Distribution networks in place
Operational distribution network
Sales to the open market
OEM & direct sales
Prototypes and niche markets
Validated prototypes
Some IPR Control
IPR management
Full IPR control
None or symbolic
Dissemination
Efficient
Proactive
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Figure 45 Basis of Sample: Highest impact projects of the ‘Usage and Market' category
§
All of the projects state to have validated prototypes and also are doing already sales on the open market.
§
Accordingly 95% say that they have full IPR control over the project results, which is significantly
higher than the percentage of all other category samples.
As this category is the basis for the selection of the best projects of this category, the project
participants are highly aware of the need of an IPR control of their results – the products, services and
technologies which they have developed above the average of the sele cted projects of the 5 category
sub-samples as well, which is shown in the next graph. They all have fully validated prototypes and
they also have all started to sell to the open market. This should coincide with above average values
within the “Quality & impact” and “Micro, meso and macro” categories. While this is the case
compared to the lower impact projects, the comparison to the selected projects of the other categories
shows clear above average values only in the “Quality & impact” category.
Sample
Highest ranked (highest impact) Projects of the category “Usage &
Market”
Number of projects in this sample, N =
20
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Product/Services & Technology 20 best projects in Usage & Market
None or only identified full product
Full product
Validated full product
Developed full product
None or only identified integration
Integration of several
technologies N=18
Validated integration
Developed
integration
Developed tech.
product
Identified Technological Product
N=19
Validated technological product
Developed
technology
Validated technology
Identified Technology
Questionable R&D
results
Successful R&D
R&D Stage
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Figure 46 'Product Services & Technologies' indicators and their characteristic values for the highest ranked
projects of the ‘Usage and Market’ category
§
95% of the selected projects in “Usage & market” have successfully conducted R&D and
§
75% have a validated full product
The projects which excelled in the “Usage & market” category have been expected to reach also above
average values within the “Product/services & technology” category, as the developed products and
services build the foundation for a market success. The analysis of this category is providing proof for
this assumption, as the values of all indicators are well above the respective averages (average values of
all of the 5 highest impact category samples) for these indicators.
Sample
Highest ranked (highest impact) Projects of the category “Usage &
Market”
Number of projects in this sample, N =
20
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Quality and Impact 20 best projects in Usage & Market
None
Exploitation started effect.
Dedicated Structure
Bus. Plan and anal. Of comp.
status compl. N=19
None
Init. Business plan outlined
Exist. Of org. impl. Expl.
Real Business
Validated
Basic
None
Non
e
Budget committed
Developed
Active
Committed
Guessed
Identified
Exist. Of org. for exploitation
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Figure 47 ‘Exploitation organisation towards the creation of Impact’ indicators and their characteristic values
for the highest ranked projects of the ‘Usage and Market’ category
§
Not surprisingly, the most frequent characte ristic value of the attribute “exploitation started effectively”
is “real business” (70%), which is also higher than the value of this attribute for the expected highest
impact projects in any other category.
§
In 95% of the cases the partner who is already effectively exploiting the results could be identified and
§
in 75% there is an organisation which has already actively implemented the exploitation of the project’s
results.
As expected, many more companies than the average number of companies of all 5 category samples
have already started to exploit the results or the project and are doing real business. This is also true for
all of the business plan issues.
Sample
Highest ranked (highest impact) Projects of the category “Usage &
Market”
Number of projects in this sample, N =
20
D10 Final Report – V2.2
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Micro, meso and macro economic indicators 20 best projects in Usage & Market
Potential bus. Importance range
N=17
<1 Mio
Euro
<100 Mio Euro
>100 Mio Euro
Several
One
None
New company creation N=16
Exp. Impact on empl. (quantif.)
N=17
<100
100<IMP<1000
>1000
Operator
s
Exp. Impact on empl. (qualif.) N=19
High Level
Middle Range
European or Global
Exp. Impact on empl. (geograph.)
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Figure 48 ‘Micro, meso and macro economic indicators' and their characteristic values for the highest ranked
projects of the ‘Usage and Market’ category
§
A majority of the selected projects of the category “Usage & Market” has a business potential between 1
Mio € and 100 Mio €.
§
29% even have a potential of 100 Mio € and more!
§
Companies normally exploit the project results within existing structures, but there are also 34% which
create one or more new companies in order to exploit the project results!
§
42% of the projects have an expected impact on the labour market by creating more than 100 jobs, 24%
of them by creating more than 1000 jobs.
§
The major impact on the qualification is for middle range jobs (58%) and high level jobs (37%).
§
The geographical impact on the labour force is in all of the cases at European or global level.
Interestingly, the number of newly created businesses is slightly below the average of all of the 5
category samples. The business potential of the highest impact projects within “usage & market” is
around the average values of all of the 5 category samples of selected projects. But the business
potential is very significantly higher than the potential of the lower impact projects.
Sample
Highest ranked (highest impact) Projects of the category “Usage &
Market”
Number of projects in this sample, N =
20
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Networking and European Impact indicators 20 best projects in Usage & Market
Impact on standards N=19
Low
None
Other (NON IST) funding schemes
N=13
Important
Local/
National
None
Draft
None
Bilateral agreements N=19
Signed
None
Consortium agreement N=19
Signed
National
European or Global
Business development perspective
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Figure 49 ‘Networking and European Impact' indicators and their characteristic values for the highest ranked
projects of the ‘Usage and Market’ category
§
26% of the “winning” projects of the category “Usage & Market” have an important impact on
standards.
§
As for the selected projects of all other categories, most projects are solely funded by European sources.
15% of the “Usage & Market-projects” are locally or nationally co-funded.
§
While all of the selected projects within this category are doing sales to the open market, 53% of them do
nothave a consortium agreement!
The impact on standards is only around or slightly below the overall average of all high impact
category samples, other than expected. The European or global business development perspectives are
significantly above the average of all category samples.
There are a high number of projects without bilateral agreements but, interestingly, the percentage of
consortia having signed bilateral agreements in place is the highest value of the category samples (only
the indicator value of “Networking & European Impact” sample itself has reached the same
percentage).
Sample
Highest ranked (highest impact) Projects of the category “Usage &
Market”
Number of projects in this sample, N =
20
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
HIGHEST RANKED PROJECTS IN CATEGORY: Exploitation organisation towards the
creation of Impact
Quality and impact. 20 best projects in Quality & Impact
Dedicated
structure
Exploitation started effect.
Bus. Plan and anal. Of comp.
status compl.
Real business
Budgets
committed
Validated
Basic
Init. Business plan outlined
Developed
Committed
Active
Exist. Of org. impl. Expl.
Identified
Exist. Of org. for exploitation
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Figure 50 Basis of Sample: Highest impact projects of the category ‘Exploitation organisation towards the
creation of Impact’
As basis for the selection of the 20 projects of the category “Exploitation organisation towards the creation of
Impact”, an above average (compared to all other category samples, as well as to all not selected lower
impact projects) of 95% of the projects have an organisation which has already effectively implemented the
exploitation of results.
An above average (compared to all other category samples, as well as to all not selected lower impact
projects) of 85% have already effectively started exploitation, which is already illustrated by the previous
Erreur ! Source du renvoi introuvable..
All of the consortia already provide a basic (15%) or developed (85%) initial business plan.
All provide a complete business plan including an analysis of the competitors and 75% of them have already
committed budgets for an ongoing work on and exploitation of the project’s results.
The projects of the category “Exploitation organisation towards the creation of Impact” have been
selected because of their excellence in business planning and exploitation issues.
All of them have already identified an organisation for exploitation and most of them also already have
an organisation actively exploiting the project’s results.
In all cases there was not only an initial business plan compiled, but already a complete and validated
business plan, including an analysis of competition. Moreover, in 2/3rd of the cases there have been
already some budgets committed.
Sample
Highest ranked (highest impact) Projects of the category “Exploitation
organisation towards the creation of impact”
Number of projects in this sample, N =
20
D10 Final Report – V2.2
© IZET, MTA & Archimedia – April 2003 to March 2004
page 165/194
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Product Serv. & Tech. 20 best projects in Quality & Impact
Developed
None or only
identified product full product
Full product N=18
Validated full product
None or only
identified integr.
Integration of several
technologies N=16
Validated integration
Developed integration
None or only identified
tech. product
Idendified Technological
Product N=18
Developed tech.
product
Validated technological product
Developed
technology
Identified Technology N=18
Validated technology
Questionable R&D
results
Successful R&D
R&D Stage N=18
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Figure 51 'Product Services & Technologies' indicators and their characteristic values for the highest ranked
projects of the category ‘Exploitation organisation towards the creation of Impact’
A large percentage of the 20 best projects in the category “Quality & impact” has successfully conducted
R&D (94%), which is similar to our R&D findings about selected projects of other categories as well.
61% of the projects provide a validated full product.
The selecte d projects of the category “Exploitation organisation towards the creation of impact” are
above average (average of all 5 category samples) for most of the indicators related to the development
of product services and technologies besides the “technological product” and “integration of several
technologies”: while successful completion of the development is around average, the percentage of
consortia which have developed and validated is significantly below the average value of the other
category samples.
Sample
Highest ranked (highest impact) Projects of the category “Exploitation
organisation towards the creation of impact”
Number of projects in this sample, N =
20
D10 Final Report – V2.2
© IZET, MTA & Archimedia – April 2003 to March 2004
page 166/194
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Usage and market. 20 best projects in Quality & Impact
Distribution networks in place
N=19
Identified
distributors
OEM & direct sales N=19
Identified OEM
customers
Initial distribution
actions
Operational distribution network
Sales to the open market
Identified
prototypes
Identified
beta sites
Prototypes and niche markets
N=19
Validated prototypes
None or
symbolic
Some IPR
control
IPR management N=18
Full IPR control
None or
symbolic
Proactive
Dissemination N=18
0%
10%
20%
30%
Efficient
40%
50%
60%
70%
80%
90%
100%
Figure 52 ‘Usage and market' indicators and their characteristic values for the highest ranked projects of the
category ‘Exploitation organisation towards the creation of Impact’
84% of the consortia are doing sales to the open market, 16% have OEM customers
More than 4/5th of the consortia have started with the distribution of the products and services resulting from
the project.
The selected projects of the “Usage & market category” are generally also superior in the category of
“Exploitation organisation towards the creation of Impact”: the relative number of consortia which have
already operational distribution networks in place is above the average value of the 5 category samples,
as well as the significantly above average number of projects which already sell to the open market.
Sample
Highest ranked (highest impact) Projects of the category “Exploitation
organisation towards the creation of impact”
Number of projects in this sample, N =
20
D10 Final Report – V2.2
© IZET, MTA & Archimedia – April 2003 to March 2004
page 167/194
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Micro, meso & macro economic indicators. 20 best projects in Quality &
Impact
Potential bus. Importance
range N=19
<100 ME
>100 ME
<1 ME
New company creation
N=17
Several
One
None
Exp. Impact on empl.
(quantif.) N=17
<100
>100 <1000
>1000
Operators
Exp. Impact on empl.
(qualif.) N=17
Middle range
Local
High level
National
Exp. Impact on empl.
(geograph.)
European or global
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Figure 53 ‘Micro, meso & macro economic indicators’ and their characteristic values for the highest ranked
projects of the category ‘Exploitation organisation towards the creation of Impact’
A majority of the projects which are excellent regarding business planning and exploitation have a business
potential between 1 Mio € and 100 Mio €
37% even have a potential of 100 Mio € and more
An also very high percentage of 53% of the consortia create one or more new companies in order to exploit
the project results!
42% of the projects have an expected impact on the la bour market by creating more than 100 jobs, 24% of
them by creating more than 1000 jobs
The major impact on the qualification is for middle range jobs (59%) and high level jobs (29%)
The projects which have been selected within the category of “Exploitatio n organisation towards the
creation of Impact” because of their excellence in business planning and exploitation issues have an
above average (compared to the average of all 5 category samples, and – for the sake of completeness –
compared to all lower impact projects) business potential, which is reasonable. The relative percentage
of project results having a business potential above 100 Mio € is the highest percentage of this
indicator, besides the highest ranked “3M-Projects” itself.
Sample
Highest ranked (highest impact) Projects of the category “Exploitation
organisation towards the creation of impact”
Number of projects in this sample, N =
20
D10 Final Report – V2.2
© IZET, MTA & Archimedia – April 2003 to March 2004
page 168/194
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Networking and European impact indicators. 20 best projects in Quality &
Impact
None
Impact on standards N=16
Other (NON IST) funding
schemes N=12
Low
None
Bilateral agreements N=18
Local/National
None
Consortium agreement N=19
Important
Draft
None
Signed
Signed
Local
National
Business development
perspective
European or global
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Figure 54 ‘Networking and European impact’ indicators and their characteristic values for the highest ranked
projects of the category ‘Exploitation organisation towards the creation of Impact’
Only 13% of the highest ranked projects of the category “Exploitation organisation towards the creation of
Impact” have an important impact on standards, which is the lowest compared to the value of the projects of
the other categories.
As for the selected projects of all other categories, most projects are solely funded by European sources. 25%
of the projects which are excellent in business planning and exploitation are locally or nationally co-funded.
53% of them do not have a consortium agreement.
The overall percentage of more than 70% of projects with no impact on standards is the highest
percentage for this indicator of all samples and is very significantly above the average value, compared
to the average of all 5 category samples, and even compared to all lower impact projects.
Sample
Highest ranked (highest impact) Projects of the category “Exploitation
organisation towards the creation of impact”
Number of projects in this sample, N =
20
D10 Final Report – V2.2
© IZET, MTA & Archimedia – April 2003 to March 2004
page 169/194
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
HIGHEST RANKED PROJECTS IN CATEGORY:
Indicators
Micro, Meso & Macro economic
Micro, meso & macro economic indicators. 20 best projects in 3M
economic indicators.
Potential bus. Importance
range N=20
<100 ME
New company creation
N=15
>100 ME
Several
One
None
<100
Exp. Impact on empl.
(quantif.) N=20
>100 <1000
>1000
Operators
Exp. Impact on empl.
(qualif.) N=19
Middle range
High level
National
Exp. Impact on empl.
(geograph.) N=20
European or global
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Figure 55 Basis of Sample: Highest impact projects of the category ‘Micro, meso and macro economic indicators'
More than 50% of these projects result in the creation of one or more spin-off companies.
60% of these projects are expected to generate more than 100 M€ of revenues through the exploitation of
their results. The other 40% are expected to generate several millions of €.
65% of the projects are expected to create more than 1000 new jobs. Only 5% of these projects are
expected to create less than 100 new work places.
95% of these projects will have a European or global impact on employment.
The majority will create jobs for high and/or middle level personnel.
The general characteristics of successful projects in the area of micro, meso and macro economic
indicators are the European or global expected impact on employment, the creation of many new work
places, the creation of one or more spin-off companies and the expectation for large revenues in the
order of several hundreds of M€. As far as qualitative impact on employment is concerned, our
classification method rewards projects which create high level job positions. This complies with the set
goal of the EU to transform its economy and make it highly competitive and knowledge based.
However, this does not mean that projects that create new operator level jobs are not successful in
creating impact.
Sample
Highest ranked (highest impact) Projects of the category “micro, meso &
macro economic indicators”
Number of projects in this sample, N =
20
D10 Final Report – V2.2
© IZET, MTA & Archimedia – April 2003 to March 2004
page 170/194
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Product Serv. & Tech. 20 best projects in 3M economic indicators.
None or only
identified product
Full product N=19
Developed full
product
Validated full product
None or only
identified integr.
Integration of several
technologies N=20
Validated integration
Developed integration
None or only identified
tech. product
Identified Technological
Product N=20
Developed tech.
product
Validated technological product
None or only
identified technol.
Developed
technology
Identified Technology N=20
Validated technology
Partial
developments
Successful R&D
R&D Stage N=20
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Figure 56 'Product Services & Technologies' indicators and their characteristic values for the highest ranked
projects of the category ‘Micro, meso and macro economic indicators'
Successful R&D has been achieved in 90% of the projects.
Half of the projects achieved and validated the integration of several technologies.
More than 40% of the projects produced and validated a full product.
It is interesting to note that there are more projects with validated technological products than there are
with validated technology.
Less than 50% of the projects have validated a full product.
These are the projects that were expected to generate the largest amount of revenue, the largest number
of new jobs, spin-offs for exploitation, etc. However, less than half of them had validated full products
at the end of their duration.
Sample
Highest ranked (highest impact) Projects of the category “micro, meso &
macro economic indicators”
Num ber of projects in this sample, N =
20
D10 Final Report – V2.2
© IZET, MTA & Archimedia – April 2003 to March 2004
page 171/194
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Usage and market. 20 best projects in 3M economic indicators.
Distribution networks in place
N=16
Identified
distributors
Prototypes and niche markets
N=20
Initial
Sales
Identified OEM customers
OEM & direct sales N=15
Identified
prototypes
Sales to the open market
Identified
beta sites
None or symbolic
IPR management N=20
Operational distribution network
Initial distribution actions
Validated prototypes
Some IPR
control
Full IPR control
None or
symbolic
Proactive
Dissemination N=20
0%
10%
20%
Efficient
30%
40%
50%
60%
70%
80%
90%
100%
Figure
57 ‘Usage and market' indicators and their characteristic values for the highest ranked projects of the category
‘Micro, meso and macro economic indicators'
The majority of these projects are strong in IPR control and dissemination activities. More than 80% of
the projects have some or full IPR control and more than 95% of them have made efficient or proactive
dissemination activities.
60% of these projects have initiated sales, while about 45% of them are making sales in the open market.
Even more (around 70%) projects have already performed some distribution actions. Around 40% of the
projects have established operational distribution networks.
The percentage of projects with validated prototypes is around 65% and matches the percentage of
projects with validated technological products shown in Erreur ! Source du renvoi introuvable..
As expected, an overall good performance of the highest ranked projects of the category “Micro, meso
and macro economics” has been observed regarding usage & market issues. The majority of them have
a validated prototype or are in the final testing stages. A significant percentage has established
distribution networks and has started sales. Finally, almost all of these projects have performed
adequate dissemination activities and have IPR control of their developments.
Sample
Highest ranked (highest impact) Projects of the category “micro, meso &
macro economic indicators”
Number of projects in this sample, N =
20
D10 Final Report – V2.2
© IZET, MTA & Archimedia – April 2003 to March 2004
page 172/194
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Quality and impact. 20 best projects in 3M economic indicators.
Exploitation started effect.
N=19
Dedicated
structure
None
Bus. Plan and anal. Of comp.
status compl. N=19
Real business
None
Init. Business plan outlined
N=20
None
Exist. Of org. impl. Expl.
N=19
Exist. Of org. for exploitation
N=20
None
0%
Active
Guessed
10%
20%
Developed
Basic
Committed
None
Budgets
committed
Validated
Identified
30%
40%
50%
60%
70%
80%
90%
100%
Fig
ure 58 ‘Exploitation organisation towards the creation of Impact’ indicators and their characteristic values
for the highest ranked projects of the category ‘Micro, meso and macro economic indicators'
For more than 70% of the projects there is an identified organisation which is committed, or is actively
implementing exploitation of the project results.
For more than 50% of the projects the exploitation of the project results has reached the stage of real
business.
However, only 35% of the projects have outlined a business plan.
In only about 25% of the projects the partners have committed the budgets for the exploitation of the
project results.
According to this graph, there are more projects actively implementing exploitation and there are more
projects for which the exploitation has become a real business than there are projects with an outlined
business plan. Even fewer are the projects whose consortium partners have committed budgets for
exploitation. These statistics indicate that either the project partners rush into the exploitation activities
without creating a business plan, or that information about the existence of business plans is not
requested through the documents (eTIP, final report) that the projects usually deliver.
Sample
Highest ranked (highest impact) Projects of the category “micro, meso &
macro economic indicators”
Number of projects in this sample, N =
20
D10 Final Report – V2.2
© IZET, MTA & Archimedia – April 2003 to March 2004
page 173/194
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Networking and European impact indicators. 20 best projects in 3M
economic indicators.
Impact on standards N=19
Low
None
Other (NON IST) funding
schemes N=12
Important
None
Local/National
None
Bilateral agreements N=17
None
Consortium agreement N=17
Signed
Draft
Draft
Signed
Business development
perspective N=20
European or global
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Figure 59 ‘Networking and European impact’ indicators and their characteristic values for the highest ranked
projects of the category ‘Micro, meso and macro economic indicators'
The business development perspective for all of these projects is European or global, as is the expected
geographical impact on employment shown in Erreur ! Source du renvoi introuvable..
As expected, the partners of almost 80% of these projects have signed consortium agreements. Usually
these agreements are a prerequisite for exploitation.
The corresponding percentage for bilateral agreements is around 65%.
The general trend, that other (NON IST) funding schemes are not used applies for this group of projects
as well. Only 42% of them have secured some other source of funding.
Almost half of these projects have a high impact on standards, while another 20% have low impact.
The overall percentage of ~70% of projects with some (high or low) impact on standards is very
significant and it shows that the impact on standards is closely related to the expected impact on
employment and the expected business importance range. This is understandable because companies
and projects that have the necessary knowledge, technology and leverage to impact on international
standards usually find themselves in a very good position to exploit their knowledge or project results
and dominate the related market with their products.
Sample
Highest ranked (highest impact) Projects of the category “micro, meso &
macro economic indicators”
Number of projects in this sample, N =
20
D10 Final Report – V2.2
© IZET, MTA & Archimedia – April 2003 to March 2004
page 174/194
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
HIGHEST RANKED PROJECTS IN CATEGORY: Networking and European Impact
Networking and European impact indicators. 20 best projects in
Networking & Eur. Impact
Impact on standards N=20
None
Other (NON IST) funding
schemes N=18
Important
Low
None
Bilateral agreements N=19
European
Local/National
None
Signed
Draft
None
Draft
Consortium agreement N=20
Signed
Business development
perspective N=20
European or global
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Figure 60 Basis of Sample: Highest impact projects of the category ‘Networking and European impact’
All of the projects in this group have a European or global business development perspective.
Consortium agreements have been drafted and/or signed for 95% of these projects, while additional
bilateral agreements have been drafted and/or signed for more than 70% of these projects.
These projects have been highly successful in securing additional (NON IST) sources of funding.
90% of them have an impact on standards. This impact is significant for 50% of the projects.
The main characteristics of successful proje cts in the area of Networking and European impact are the
European or global business development perspective, the high impact on standards and the existence
of a drafted or signed consortium agreement. In addition, the project partners were successful in
securing funds from other sources, national or European.
Sample
Highest ranked (highest impact) Projects of the category “networking &
European impact”
Number of projects in this sample, N =
20
D10 Final Report – V2.2
© IZET, MTA & Archimedia – April 2003 to March 2004
page 175/194
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Product Serv. & Tech. 20 best projects in Networking & Eur. Impact
None or only
identified product
Full product N=18
Integration of several
technologies N=19
None or only
identified integr.
Developed full
product
Validated full product
Developed integration
Validated integration
None or only identified
tech. product
Identified Technological
Product N=19
Developed tech. product
None or only
Identified Technology N=19 identified technol.
R&D Stage N=19
Developed
technology
Validated technology
Partial
developments
0%
10%
Validated technological product
Successful R&D
20%
30%
40%
50%
60%
70%
80%
90%
100%
Figure 61 'Product Services & Technologies' indicators and their characteristic values for the highest ranked
projects of the category ‘Networking and European impact’
85% of the projects in this group have done successful R&D and the remaining ones have done partial
development work.
About 58% of them have created and validated new technology, a few less (53%) have created a
validated technological product, and more than 40% of them have integrated several technologies.
Almost 70% of them have developed a new product, while around 45% have validated their product as
well.
The successful R&D and the integration of several technologies for the high majority of these projects
lead to the high impact on standards, which is exhibited by this group of projects. The development and
validation of technology and new products by a significant percentage of the projects lead to the
signature of consortium and bilateral agreements.
Sample
Highest ranked (highest impact) Projects of the category “networking &
European impact”
Number of projects in this sample, N =
20
D10 Final Report – V2.2
© IZET, MTA & Archimedia – April 2003 to March 2004
page 176/194
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Usage and market. 20 best projects in Networking & Eur. Impact
Distribution networks in place
N=17
Identified
distributors
Identified
prototypes
Prototypes and niche markets
N=17
None or symbolic
None or symbolic
Dissemination N=20
0%
10%
20%
Operational distribution network
Initial Sales Sales to the open market
Identified OEM customers
OEM & direct sales N=18
IPR management N=20
Initial distribution actions
Identified
beta sites
Validated prototypes
Some IPR control
Full IPR control
Proactive
30%
Efficient
40%
50%
60%
70%
80%
90%
100%
Figure 62 ‘Usage and market’ indicators and their characteristic values for the highest ranked projects of the
category ‘Networking and European impact’
80% of these projects have conducted proactive or efficient dissemination activities.
The same percentage has some or full IPR control.
Almost 80% have initiated some distribution actions, while 40% have an operational distribution
network.
About a third have already started sales in the open market.
While most of the indicators are around average, less than the average number of consortia is taking
care about IPR and also less than the average number have operating distribution networks in place.
These findings are not unexpected, as the strength of the projects selected within the category of
“Networking & European impact” does not necessarily have to be related positively to high values in
the “Usage & market” category.
Sample
Highest ranked (highest impact) Projects of the category “networking &
European impact”
Number of projects in this sample, N =
20
D10 Final Report – V2.2
© IZET, MTA & Archimedia – April 2003 to March 2004
page 177/194
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Quality and impact. 20 best projects in Networking & Eur. Impact
Exploitation started effect.
N=18
None
Dedicated structure
Bus. Plan and anal. Of comp.
status compl. N=18
Real business
None
Init. Business plan outlined
N=19
None
Exist. Of org. impl. Expl.
N=20
Exist. Of org. for exploitation
N=19
None
0%
Committed
Active
Guessed
10%
20%
Developed
Basic
None
Budgets
committed
Validated
Identified
30%
40%
50%
60%
70%
80%
90%
100%
Figure 63 ‘Exploitation organisation towards the creation of Impact’ indicators and their characteristic values
for the highest ranked projects of the category ‘Networking and European impact’
More than half of the projects do not have a completed business plan and analysis of the competition
status.
However, the exploitation has reached the real business stage in more than half of the projects of this
group.
The same percentage of projects has outlined at least a basic business plan.
An organisation for exploitation exists (either identified or guessed) for 90% of these projects.
This organisation is active in 45% of the cases.
For this group of projects, as for others, there is an information gap concerning the development of a
detailed business plan. This either means that the business plan does not exist and the project partners
go ahead and exploit their results without it, or that the information is simply not provided in the
standard documents (eTIP, final report, etc).
Sample
Highest ranked (highest impact) Projects of the category “networking &
European impact”
Number of projects in this sample, N =
20
D10 Final Report – V2.2
© IZET, MTA & Archimedia – April 2003 to March 2004
page 178/194
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Micro, meso & macro economic indicators. 20 best projects in
Networking & Eur. Impact
Potential bus. Importance
range N=19
<100 ME
>100 ME
<1 ME
New company creation
N=18
None
Exp. Impact on empl.
(quantif.) N=20
<100
Exp. Impact on empl.
(qualif.) N=18
Several
One
>100 <1000
Operators
>1000
High level
Middle range
National
Exp. Impact on empl.
(geograph.) N=20
European or global
Local
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Figure
64 ‘Micro, meso and macro economic indicators’ indicators and their characteristic values for the highest
ranked projects of the category ‘Networking and European impact’
The expected geographical impact on employment is European or global for 90% of these projects.
The qualitative impact on employment is more balanced with slightly more middle range job positions
being created.
The quantitative impact on employment is also balanced with most of the projects creating between 100
and 1000 new jobs.
More than 60% of these projects are expected to create several millions of € as exploitation revenues.
The high percentage of projects with an expected European or global impact on employment bodes well
with the European or global business development perspective that these projects have. Otherwise, the
majority of these projects are expected to have a quite significant quantitative impact on employment,
almost equally balanced between the three levels of qualitative classification.
Sample
Highest ranked (highest impact) Projects of the category “networking &
European impact”
Number of projects in this sample, N =
20
D10 Final Report – V2.2
© IZET, MTA & Archimedia – April 2003 to March 2004
page 179/194
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
HIGHEST RANKED PROJECTS OVER ALL CATEGORIES
Product Serv. & Tech. 16 best projects Overall
Developed full
product
Full product N=16
Validated full product
None or only
identified product
Integration of several
technologies N=16
None or only
identified integr.
Developed
tech. product
Validated integration
Developed
integration
Identified Technological
Product N=16
Validated technological product
Identified Technology N=16
Validated technology
R&D Stage N=16
Successful R&D
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Figure 65 'Product Services & Technologies' category for the 16 best projects of all categories
Almost all 16 projects have reached the stage of creating and validating their technological products.
12 of the projects have demonstrated validated integration of technologies.
10 of these projects have created and validated a full product.
All of the projects which are highest ranked over all categories have successfully completed R&D and
have successfully developed and validated at least one technology.
Sample
Highest ranked (highest impact) Projects over all categories
Number of projects in this sample, N =
16
D10 Final Report – V2.2
© IZET, MTA & Archimedia – April 2003 to March 2004
page 180/194
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Usage and market. 16 best projects overall
Initial distribution
actions
Distribution networks in place
N=16
Operational distribution network
Identified
distributors
Initial Sales
OEM & direct sales N=16
Sales to the open market
Identified
prototypes
Prototypes and niche markets
N=16
Validated prototypes
Identified beta
sites
Some IPR control
IPR management N=16
Full IPR control
None or
symbolic
Proactive
Dissemination N=16
0%
10%
20%
Efficient
30%
40%
50%
60%
70%
80%
90%
100%
Figure 66 'Usage & Market' category for the 16 best projects of all categories
All projects have some or full IPR controls of their results and all but one have proactively disseminated
their results.
Operational distribution networks exist for 11 out of the 16 projects. Another 4 projects have initiated the
distribution activities.
The partners of 12 of these projects are selling their project resulting products in the open market.
All of the projects which ranked highest over all categories have already started to sell the developed
products, services and/or technologies.
All projects have some or full IPR controls of their results and all but one have proactively
disseminated their results.
Sample
Highest ranked (highest impact) Projects over all categories
Number of projects in this sample, N =
16
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Quality and impact. 16 best projects overall
Exploitation started effect.
N=16
Dedicated structure
Bus. Plan and anal. Of comp.
status compl. N=16
None
Init. Business plan outlined
N=16
None
Exist. Of org. impl. Expl.
N=16
Real business
Validated
Budgets committed
Developed
Basic
Committed
Active
Exist. Of org. for exploitation
Guessed
N=16
0%
Identified
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Figure 67 'Exploitation organisation towards the creation of Impact’ category for the 16 best projects of all
categories
10 out of the 16 projects have created a business from the exploitation of their results.
Within each of these 10 projects at least one organisation is actively implementing this business.
The remaining 6 are in the final stages before starting real business.
3 or 4 out of the 16 projects have not outlined or completed a business plan, although they are going forward
with their exploitation plans.
All of the projects which ranked highest over all categories have conducted some serious exploitation
planning efforts, and are already generating real business from the project results, or are close to the
kick-off of business generation.
Sample
Highest ranked (highest impact) Projects over all categories
Number of projects in this sample, N =
16
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Micro, meso & macro economic indicators. 16 best projects overall
Potential bus. Importance
range N=16
<100 ME
>100 ME
<1 ME
New company creation
N=16
None
One
Several
Exp. Impact on empl.
(quantif.) N=16
>100 <1000
<100
Exp. Impact on empl.
Operators
(qualif.) N=16
>1000
Middle range
Exp. Impact on empl.
(geograph.) N=16
High level
European or global
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Figure 68 'Micro, meso & macro economic' category for the 16 best projects of all categories
All 16 projects are expected to have European or global impact on employment.
Only 4 out of the 16, however, are resulting in the creation of a spin-off for exploitation.
11 projects are expected to create middle level jobs and less than 100 million € in exploitation revenues.
4 projects however, are expected to create more than 100 million € in exploitation revenues.
The business potential is greater than 1M€ for all of the projects except one. For one quarter of the
projects it is even >100 M€. For more than 50% the expected impact on employment is >100 jobs
created, for ~20% it is >1000 jobs created. In all of the cases the geographical impact of job creation is
at least Europe-wide.
Sample
Highest ranked (highest impact) Projects over all categories
Number of projects in this sample, N =
16
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Networking and European impact indicators. 16 best projects overall
Impact on standards N=16
None
Other (NON IST) funding
schemes N=14
Low
Important
None
Bilateral agreements N=16
Local/National
Draft
None
None
Consortium agreement N=16
Draft
Business development
perspective N=16
Signed
Signed
European or global
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Figure 69 'Networking and European impact' category for the 16 best projects of all categories
All 16 projects are expected to have a European or global economic impact.
50% of the projects have an impact on international standards.
Only 5 of these projects managed to secure an additional source of funding, which was local or national for
all of these cases.
Although the project partners of more than half of these projects were actively exploiting their results, a
consortium agreement was signed for only 6 out of the 16 projects.
For all of the projects, which ranked highest over all of the 5 categories, the business development
perspective is expected to be at least Europe-wide, or even global. Consortium or bilateral agreements
are existent in around half of the projects only.
Sample
Highest ranked (highest impact) Projects over all categories
Number of projects in this sample, N =
16
D10 Final Report – V2.2
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
A.IX – GLOSSARY
CEA-LETI
: Coordinated European Activity-Laboratoire d'Electronique de Technologie de
l'Information
CMOS
: Complementary Metal Oxide Semiconductor
CRAFT
: Cooperative Research Action For Technology
IMEC
: Interuniversity MicroElectronics Center
IPPA
: Integrated Programme Portfolio Analysis
IPR
: Intellectual Property Rights
IST
: Information Society Technologies
R&D
: Research & Development
SEA
: Semiconductor Evaluation Initiative
SME
: Small and Medium Enterprise
SWOT
: Strengths, Weaknesses, Opportunities, Threats
Time Constants : Average delay necessary to observe the effect of an action
CMOS: Complementary Metal Oxide Semiconductor. Technology employing integrated field-effect
transistors in a complementary symmetry arrangement, which simulates "Push/Pull" operation because of the
placement of opposing-polarity devices (p-channel and n-channel FETs). Now often used to describe the
low-level hardware that contains a personal computer's BIOS setting, and the computer's hardware clock18 .
IMEC: (Interuniversity MicroElectronics Center) is Europe's leading independent research center in the
field of microelectronics, nanotechnology, enabling design methods and technologies for ICT systems.
Macroeconomics: The study of economics in terms of whole systems with reference to general levels of
output and income and to the interrelations among sectors of the economy 19 ; The study of the sum total of
18
Source: www.erinc.com/service_support/glossary.htm
19
Source: www.frbsf.org/tools/gloss.html
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
economic activity, dealing with the issues of growth, inflation0 and unemployment and with national
economic policies relating to these issues20 .
Microeconomics: The study of the individual parts of the economy, the household and the firm, how prices
are determined and how prices determine the production, distribution and use of goods and services21 ; The
branch of economics that analyses the market behaviour of individual consumers and firms. The interaction
of these individual decision-makers creates patterns of supply and demand that fix the prices of goods and
factors of production and determine how resources will be allocated among competing uses22 .
Relational database: A relational database is a collection of data items organized as a set of formallydescribed tables from which data can be accessed or reassembled in many different ways without having to
reorganize the database tables. The relational database was invented by E. F. Codd at IBM in 1970.
SME: Small and medium sized enterprises are defined by the European Commission as independent
enterprises that have fewer than 250 employees, and an annual turnover not exceeding €40/£25 million or a
balance-sheet total not exceeding €27/£17 million 23 .
Spin-off : The separation of a subsidiary or division of a corporation from its parent company by issuing
shares in a new corporate entity. Shareowners in the parent company receive shares in the new company in
proportion to their original holding and the total value remains approximately the same24 .
SWOT: an acronym standing for strengths, weaknesses, opportunities, and threats. A SWOT analysis is a
thorough and objective study of an organization's internal strengths and weaknesses and external
opportunities and threats25 .
20
Source: pittsford.monroe.edu/jefferson/calfieri/economics/EcoGlossary.html
21
Source: pittsford.monroe.edu/jefferson/calfieri/economics/EcoGlossary.html
Source: www.indiana.edu/~ipe/glossry.html
22
23
Extract from the 96/280/EC, Commission Recommendation of 3 April 1996.
24
Source: www.4insurance.com/annuity/glossary.asp
25
Source: highered.mcgraw-hill.com/sites/0072527897/student_view0/glossary.html
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Value-chain: The sequential set of primary and support activities that an enterprise performs to turn inputs
into value-added outputs for its external customers. An IT value chain is that subset of enterprise activities
that pertain to IT operations, both to add value directly for external customers and to add indirect value by
supporting other enterprise operations 26 .
Time Constants: Average delay necessary to observe the effect of an action. This concept is used to
compare the duration of comparable initiatives. Time constants, as averages, are measured in orders of
magnitude, e.g. in a scale like 1, 3, 5, 10, 20 years
26
Source: www.ichnet.org/glossary.htm
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A.X – LIST OF THE 890 PROJECTS ASSESSED
Acronym
MOCONT
TRIDENT
AQUILA
TELEDIMOS
ON-TO-KNOWLEDGE
ALERT
ADVISOR
QUCOMM
MIGRATOR2000
WEDEL MUSIC
MESSENGER
EUREDIT
S4P
CAST
OPELIX
ALFEBIITE
e-CONSTRUCT
EE II
INVETE
SPOTLIGHT
SATURN
PIRANHA
PALOMAR
STREAM
INSONET
ALASCA
DIRDA
OXEPICLE
TIPS
S4P
MESH
B2B-ECOM
SIGMUNDST
e-NTRTY
SIRIDUS
OSMOS
E-TAILOR
CMOSSENS
MKBEEM
Q-ACTA
IRAIA
MUMIS
SMADA
PLADIS
PARCELCALL
TELEMEDICARE
TOWER
ASH
MICROGENESIS
FASME
ASSIST
VIRTEPPE
VAKHUM
M-PIRO
CERTIMARK
EQUIP
ALQUIRE
PSI3
ECOLNET
DYNOCA
CHARISMATIC
CATCH 2004
FLEXBENCH
NEXT MAP
QUAIP
ContractNb
IST -1999-10057
IST -1999-10076
IST -1999-10077
IST -1999-10116
IST -1999-10132
IST -1999-10354
IST -1999-10147
IST -1999-10033
IST -1999-2000
IST -1999-10165
IST -1999-10195
IST -1999-10226
IST -1999-10243
IST -1999-10287
IST -1999-10288
IST -1999-10298
IST -1999-10303
IST -1999-10304
IST -1999-10311/70311
IST -1999-10314
IST -1999-10322
IST -1999-10334
IST -1999-10339
IST -1999-10341
IST -1999-10358
IST -1999-103672
IST -1999-10372
SEA Project 10396
IST -1999-10419
IST -1999-10243
IST -1999-10443
IST -1999-10281
IST -1999-10444
IST -1999-10478
IST -1999-10516
IST -1999-10491
IST -1999-10549
IST -1999-10579
IST -1999-10589
IST -1999-10596
IST -1999-10602
IST -1999-10651
IST -1999-10667
IST -1999-10692
IST -1999-10700
IST -1999-10754
IST -1999-10846
IST -1999-10859
IST -1999-10871
IST -1999-10882
IST -1999-10934
IST -1999-10953
IST -1999-10954
IST -1999-10982
IST -1999-10987
IST -1999-11053
IST -1999-11055
IST -1999-11056
IST -1999-11061
IST -1999-11065
IST -1999-11050
11103
IST -1999-11136
IST -1999-11206
IST -1999-11234
Acronym
PETERPAN
DICEMAN
ELISA
FLEXIMACS
ACQUIRE
STORIT
S3M
VISAVIS
ABROSE
MOTIVATE
SUPREGE
SOFLOPO
PRECEPT
COLOPODS
PATRICIA
ACS
IMAGINE-21
DIANA
ELLIPSE2
GOTHERE
DESCALE
DABLP
SUMMIT
FAST
SUSIE
FASE
CONCERTO
ITTI
ISO-3D
SALOMON
I-MODE
CRAFT
PCBIT
ALPINS
COMIQS
PASCALE
AUTOSOFT
MEDICOM
INDAQUA
HECTOR 300
IMPACT
PROCURE
PIE
MICRO-CARD
ASSET
FLIPAC
BC3
STEP-NC
CIPRESS
JACO3
EUROSTORE
AWACS
TELSIC
INTELEC
GISMO
ACTUAL
FUSE2
SIFGEN
ELTRAMOS
FLIRT
DRIVE
CYBERBAND
CYBERBAND
PROMURA
RUNNER
ContractNb
AC 307
AC 308
AC 310
AC 311
IST -1999-11055
AC 312
AC 313
AC 314
AC 316
AC 318
25400
25403
EP25412
25475
25476
25296
28732
AC 319
25434
25416
25519
25518
25559
25581
AC 320
29241
29159
AC 321
29953
25615
25702
25710
25716
25485
AC 322
25558
25762
25289
26240
26381
AC 324
25548
34840
33485
AC 326
26280
26298
25708
26313
28375
26317
AC 228
26352
27449
EP27463
AC 329
26586/26587/26588
EP 26698
EP 26700
26765
26938
EP 26939
26939
26961
26991
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Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Acronym
SQUID
ICITIES
PEACH
DIVIPRO
MATISSE
SOL-EU-NET
IST FORCE
ARETOPS
APNEE
VISIONS
NESPOLE
EMBRAGE
HUNT
QIPD-DF
CKARIFI
CORONET
HYPERGEO
ANFAS
SAFIRA
HARMONICS
NIMCUBE
XPERTS
RCSPLAIN
LIMBER
LICOTRENAS
ETB
FASTER
APC 300 or HERCULES AIC
I-EYE
ARTISTE
XML-KM Project
PRODACTOL
TRUST
ETEMII
MADISON
ONRADIO
ELSNET HLT
RENAISSANCE
MERCI
CO-OPERATE
MATCHPAD
PAPERLESS
HIGHLIGHT
SMITH
TOSCA
NAMIC
MYTHE
I-T V
RAA
CLASS
ISOP
SPARTA
FAIRLUIS RTD
TOURBOT
QUBITS
3D
ASSAVID
DIVERSITY
C-WER
G3 CARD
ATOMS
GLAS GAS
IBROW
RHDBOS
ContractNb
IST -1999-11311
IST -1999-11337
IST -1999-11345
IST -1999-11421
IST -1999-11435
IST -1999-11495
IST -1999-11508
IST -1999-11498
IST -1999-11517
IST -1999-11556
IST -1999-11562
IST -1999-11571
IST -1999-11599
IST -1999-11617
IST -1999-11631
IST -1999-11634
IST -1999-11641
IST -1999-11676
IST -1999-11683
IST -1999-11719
IST -1999-11926
IST -1999-11961
IST -1999-11969
IST -1999-11748
IST -1999-11751
IST -1999-11781
IST -1999-11791
IST -1999-11826
IST -1999-11883
IST -1999-11987
IST -1999-12030
IST -1999-12058
IST -1999-12070
IST -1999-12096
IST -1999-12100
IST -1999-12116
IST -1999-12127
IST -1999-12163
IST -1999-12238
IST -1999-12259
IST -1999-12256
IST -1999-12329
IST -1999-12339
IST -1999-12340
IST -1999-12364
IST -1999-12392
IST -1999-12395
IST -1999-12516
IST -1999-12585
IST -1999-12611
IST -1999-12619
IST -1999-12637
IST -1999-12641
IST -1999-12643
IST -1999-13021
IST -1999-13052
IST -1999-13082
IST -1999-13365
IST -1999-13475
IST -1999-13515
IST -1999-14192
IST -1999-19003
IST -1999-19005
IST -1999-19009
Acronym
VEGA-NT
SUPREME
ISIMS
TRUMP
GIPSIE
DIAMONDS
SAGAS
TALENT
HELIOS
SCAN
RESPITE
RESPITE
ASRA-HPC
ALICE
ALLESIA
ABI
HEATMASTER
NEMESIS-2
VINCENT
BLOODSIM
APOS
IPHITEMPS
COSAFE
MARINER
MOSQUITO
FLOWTHRU
USECA
ITHACI
APEX
MARINE
CAMELEON
MOVE
SUMO
ECSPLAIN
IN-RAM
GRID
INESAD
HISTACK
CLIME
D-ARTS
IEP
MEDICOM
FLEX
MDA
ATLAS
SUNBEAM
SEHAD
MAPBRIC
MISSION
SHOW
EPRI-COM
PELICAN
DOLPHIN 2
ASAP
INFOBRIDGE
CUSTOMTV
TERA
GESTALT
SPEAR
PRIME
HARMONY
TTL2
Q-CAP
DEMINE
ContractNb
27940
27943
27962
28015
28084
28086
28114
28124
28131
AC 330
28149
28149
28159
28168
28189
28193
28283
28265
28340
28350
28380
28415
28503
AC 333
AC 334
AC 335
AC 336
AC 337
AC 332
AC 340
AC 341
AC 343
AC 345
IST -1999-11969
26320
26322
25409
25345
25414
25447
25486
25289
29158
29248
29524
AC 347
29568
29649
29656
AC 350
AC 352
AC 355
AC 357
AC 358
AC 359
AC 360
AC 364
AC 367
AC 368
AC 370
29700
29750
29825
29902
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Acronym
MESA
NEPTUNE
BINDEX
QOSIPS
MEDIAT-SNE
BEE
RIMM
E-MATTER
QUIDEFREE
BROADMAP
NAOMME
SHAMAN
BIT NET
E2M
DISTRIBUTED SERVICES
CINTRANET
PETS
KNOW IT
3DINCTRAP
SIMUSYS
YONNGSTER
ARROWS
MOICANE
TONIC
ENORASI
SOB
LIQUID
PEKING
CAUTION
PED CARE
VSIIS
UNITE
E-PASTA
MONASIDRE
AVATAR CONFERENCE
SMART CAST
SABRINA
MAMBO
VIZARD
MIME
AVISS
MASCOT
APHRO
TEAMWORK
DOMINICO
EGTAGE
LAB-VR
VALHALLA
MIND
TREBIS
VIRTUAL
CHOSA
INFOCITIZEN
AS AN ANGEL
TPHS
VRCHIP
POR.COM
3D SEARCH
METEDREZOO
ADRIATIC
FASP
PARAMOUNT
MIETTA II
CEeB
ICEBERGS
ContractNb
IST -1999-20010
IST -1999-20017
IST -1999-20028
IST -1999-20033
IST -1999-11570
IST -1999-20078
IST -1999-21022
IST -1999-21042
IST -1999-21055
IST -1999-26264
IST -1999-26280
IST -1999-25350
IST -1999-29030
IST -1999-30167
IST -1999-55001
IST -1999-55011
IST -1999-55017
IST -1999-56403
IST -1999-56412
IST -1999-56418
IST -2000-25034
IST -2000-25133
IST -2000-25137
IST -2000-25172
IST -2000-25231
IST -2000-25287
IST -2000-25324
IST -2000-25338
IST -2000-25352
IST -2000-25417
IST -2000-25427
IST -2000-25436
IST -2000-26086
IST -2000-26144
IST -2000-26173
IST -2000-26261
IST -2000-26273
IST -2000-26298
IST-2000-26354
IST -2000-26360
IST -2000-26410
IST -2000-26467
IST -2000-28161
IST -2000-28162
IST -2000-28218
IST -2000-28314
IST -2000-28416
IST -2000-28541
IST -2000-28584
IST -2000-28667
IST -2000-28673
IST -2000-28691
IST -2000-28759
IST -2000-29298
IST -2000-29444
IST -2000-29486
IST -2000-29519
IST -2000-29583
IST -2000-29601
IST -2000-30049
IST -2000-30120
IST -2000-30158
IST -2000-30161
IST -2000-31059
IST -2000-31110
Acronym
COMPETE
OMEGA
TIRAN
ALADIN
PRAISE
COBWEB
CVIDAD
ELDS
PROCURE
MOSIS
ROBVISION
SCOOP
SVAVISCA
PERFECT
INION II
FORCEFILL
DISCUS
PACER
ESCAPE-NET
MAGIC
GHISO
COMMONGIS
MICRO CARD
WEBLING
GILARE
TRAIMWE
INFOMAN
CARDME
ANIMA
GEDISAC
POCS
AVIR
MINETEST LOT1
MagicTourNet
EASYTEX
HOME-AOM
CAPTION LIFE
VISIOBOARD
ICAN
ABCMALE
EHCR-SupA
RETRANSPLANT
WOMAN
Medimedia
VIRTUOSO
DIABCARD 3
TRUSTHEALTH II
CATCH II
NATASHA
SPACE
CANTOR
EUROVIEW
BARRIER INFO
PCAD
CREST
MULTIPLE
VOICE
RESORT
INCLUDE UNIT
DRAMA
FACILE
REACT
LISCOM
HEALTHLINE
MORE
ContractNb
29933
28599
28620
28623
28651
28773
28793
29948
31063
28867
31838
31951
28870
31958
32375
28879
28903
32379
28981
35112
28983
33485
29041
29056
29107
29114
29053
26875
35151
38422
48480
501031
961578
DE3002
DE3003
DE3203
DE4211
DE4204
HC 4001
HC 3001
HC 4028
HC 4026
HC 4013
HC 4024
HC 1010
HC 4023
HC 4004
DE4302
DE3012
HC 4003
AD1006
DE3202
DE3211
DE3204
DE3008
DE4104
DE4208
DE1109
DE4203
DE3207
DE4207
DE3005
HC 4007
DE3006
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Acronym
METIS
NITE
CO-ORTHOGONAL COPES
REGEO
HICCUP
CATNET
CAESAR
BOURBON
MOMENTS
VITAL
SECOMSABATE
THESEUS
VANTAGE
MUSIST
AMUSE
EXODUS
CANCAN
RAINBOW
STORMS
CICC
SMASH
TALISMAN
RESOLV
BONAPARTE
IMMP - Integr. Multimedia Proj.
VERTICAL
SEMPER
TOBASCO
WOTAN
KIMSAL
SOMMIT
ACTIVE-AD
eX Plantech
AMICITIA
EPOMAT
REINDEER
HYPERFILM
TEAM
ATOL
LONG
PECOS
PRIMAVERA
TOURSERV
SDSWEB
ON THE MOVE
DIVINE
DOLMEN
E-TOUR
ATHOC
BROADBANDLOOP (BBL)
CARTS
CAShMAN
COVEN
SAWC
PLATO
AVANTI
KEOPS
MIRAGE
KBEMOULD
UPGRADE
PHOTOS
CAPITAL
RETINA
SPEED
PLANET
ContractNb
IST -2000-32775
IST -2001-26095
IST -2001-32012
IST -2001-32336
IST -2001-33560
IST -2001-34030
IST -2001-35412
AC001
AC002
AC003
AC004
AC008
AC009
AC010
AC011
AC013
AC014
AC015
AC016
AC017
AC018
AC019
AC021
AC022
AC023
AC024
AC026
AC028
AC029
AC030
AC033
IST -1999-20157
IST -1999-20171
IST -1999-20215
IST -1999-20278
IST -1999-20288
IST -1999-20306
IST -1999-20333
SEA-20363
IST -1999-20393
IST -1999-20398
IST -1999-20408
IST -1999-20414
IST -1999-20441
AC034
AC035
AC036
IST -1999-20447
AC037
AC038
IST -1999-20608
AC039
AC040
IST -1999-20545
AC041
AC042
AC043
AC044
IST -1999-20645
AC045
AC046
AC047
AC048
AC049
AC050
Acronym
DISTINCT
MERMAID
DISCUS
INTERCARE
MANUS
SAFE21
Nord-Tide
SEAHORSE II
ENN
INTRANET HC
GASTER 2
RISE
TASC
WAI
EATS
SYNEX
MOBIL
FORTUNE
TELENURSE ID
GASTER
TELEINVIVO
NETLINK
CALYPSO
ROBOSCOPE
NDS-NET
INTERCEPT
CAPITALS PLUS
FARAWAY II
COSMOS
VISION
COMMAN
UDC
CAPITALS
ECOMANAGEMENT
EIOAPP
TITAN
EQUAL
IRENIE
RIPARIUS
IRDSS
LAPIN
SPACE
TeleRegions-SUN2
GALA
RAINBOW II
NETS
MIPEX
AUTOPSY
AUTHENTIC
WILD
PCIC
TOSAFES
INES
OLIVE
IDAS
ARISE
MIETTA
REWARD
PAROLE
ISLE
VODIS I
CONCEDE
SENECA
ACCESS
AGORA
ContractNb
IA1003
HC 1034
DE 4202
HC 4011
DE4205
DE3011
DE 4102
HC4019
HC1014
HC4012
HC4006
DE3010
DE3214
DE4105
DE3101
HC 4020
DE4206
DE9321
HC 4029
HC 1017
HC 4021
HC 4016
IA 1001
HC 4018
HC 3002
TR5004
TR4029
TR4012
TR1015
TR4028
TR4006
TR1060
TR1007
SU1104
EN4101
IA1011
IA1004
EN4002
EN4302
UR1015
AD 4006
AD 1014
IA 1010
IA 1005
AD 4009
AD 4008
AD 1010
28096
IST -1999-12157
IST -1999-10787
IST -1999-11239
DE 3215
TR 4015
LE 8364
LE4-8315
LE3-4229
LE 8343
LE1-2632
LE2 4017
LE4 8353
LE1 2277
PL96 1142
26981
LE1-1802
D10 Final Report – V2.2
© IZET, MTA & Archimedia – April 2003 to March 2004
page 191/194
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Acronym
ContractNb
OKAPI
AC051
PROSPECT
AC052
MIDAS
AC053
MEMO
AC054
QUO VADIS
AC056
WHAM
IST -1999-20676
VIDAS
AC 057
HORIZON
AC058
HORTONET 3
IST -1999-20707
FAST
AC059
ASICCOM
AC060
EDITH
IST -1999-20722
DIGISAT
AC061
CINENET
AC062
ESTHER
AC063
TECODIS
AC064
BLISS
AC065
OPEN
AC066
HIGHWAY
AC067
INSIGNIA
AC068
VRSUR
IST -1999-20783
COBNET
AC069
TEAM
AC070
SICMA
AC071
AURORA
AC072
METROPOLITAN OPTICAL
AC073
NETWORK (METON)
VANGUARD
AC074
EIES
AC075
SCALAR
AC077
RELAX
IST -1999-20827
ATLANTIC
AC078
EPRI-WATCH
AC079
MISA
AC080
SEQUIN
IST -1999-20841
STING
IST -1999-20847
SAFE
IST -1999-20959
ESTIA
IST -1999-20962
AGORA 2000
IST -1999-20982
MOBICOM
IST -1999-21000
ACTranS
AC 081
DIANE
AC 082
FRANS
AC 083
PHOTON
AC 084
The Magic WAND
AC 085
INTERACT
AC 086
DAM
AC 087
MICC
AC 088
DVP
AC 089
FRAMES
AC 090
SPECIAL
AC 091
PANORAMA
AC 092
FAIR
AC 093
EXPERT
AC 094
ASPeCT
AC 095
MULTIMEDIATOR
AC 096
SQUALE
AC 097
MOMUSYS
AC 098
WIDE
20280
TELESHOPPE
AC 099
OMI/OPAL
20295
EMW
20305
MAGIC
20360
RENAISSANCE
AC 100
CICDIP
20628
Acronym
PANEL GI
GOAL
LING LINK
MULTIDOC
VODIS
SENSUS
TRANSROUTER
EUROWORDNET
DOCSTEP
DIET
PICASSO
SPEECHDAT-CAR
TERM-IT
LING LINK II
MULINEX
VODIS II
VERA
INFOPOLIS 2
ISLAND
TELEFRAMS
GRASP
PRINT
CUSTODIAN
FACILE
TELEFLEUR
ContractNb
7736
977091
LE1 1951
LE4 8323
LE1 2277
LE4 8331
LE4-8345
LE2 4003 - LE4 8328
LE3 4225
LE 4204
LE4 8369
LE4 8334
LE4-8356
LE4 8320
LE 4203
LE4-8336
TR 4027
TR 4016
IA 1108 (AD)
AD 4010
AD 1008
DE 3009
DE 4004
LE1-2440
EN 4003
EU SPIRIT
IN-ARTE
LACOS
ARIADNE
THETIS
TTE
CLFSA
ARGONAUTA
ALLNET
SIMES
NAPLUS
TELRI II
SPECO
SPEECHDAT-E
SE For Desributed
A1
APOLO
DEMETER
EuROPE-TRIS
CODE
KAREN
RESPONSE
PISCES
ProATN
ISLE
OTELO
SALT
THISL
LANGELEC
DIINAR-MBC
AGILE
LARFLAST
EUROMAP
HAGIS
MAY
TREE
SPEEDATA
RECALL
SPEAK
TR 5002
T R-4014
TR 4019
DE 3201
RE 4009
973367
962109
962100
977135
961620
DC97 3133
PL 977085
977126
977017
962144
TR 4001
TR 4003
UR 1007
TR 1022
TR 1103
TR 4108
TR 4022
TR 1042
LE 8353
LE1 2703
IST -1999-10951
23495
PL96- 1098
INCO-DC 961791
PL 961104
977074
IST -1999-12595
LE1-1470
LE1 -1611
LE1- 1182
LE1 - 1999
LE1-1615
LE3-4216
D10 Final Report – V2.2
© IZET, MTA & Archimedia – April 2003 to March 2004
page 192/194
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Acronym
EDUSA
IBCoBN
OSIM CHIPSET
GAMMA
M2VTS
ISIS
EDGE
MOSTRAIN
SMOG
STARLIGHT
AMADEUS
ACID WG
FAMOOS
EMPHASIS
APPLE
RENAISSANCE
COTRED
VALIDATE
PASTEL
ELDISP
MONET
MESODYN
SYRF
ASPIRE
OLMO
NICE
SACHER
BETA
SUCCEDE
BREDSELS
PARAPET
ESDEM
EMERALD
ESSI
DVBIRD
LAPS
LEVERAGE
SPACE
NICE
ESTIMA RATIO
ROBAS
JAMES
VICAR
ASTORIA
IMPACT
PARROT
C3DS
MEFISTO
OPENMATH
STRETCH
DOMINOS
JULIUS
MELOPAS
PREST
LOVO
AMIED
LPGD
OPENDREAMS II
COOL LOGOS
INFOWIN
MEDIDEV
SMARTS
SUCOMS
TOMAS
NEWTEST
ContractNb
20141
AC 101
21227
21315
AC 102
AC 103
21404
AC 104
21428
21587
21812
21949
21975
AC 105
21981
22010
22350
AC 106
22552
22575
22672
22685
22703
22704
22889
22982
23153
23225
23242
23455
23493
23643
AC 107
23901
AC 108
23925
AC 109
24006
AC 110
24358
24359
AC 111
24916
24926
24949
24960
24962
24963
24969
24977
25009
25050
25213
25242
25248
25249
25256
25262
25279
AC 113
25289
AC 114
AC 115
AC 201
AC 202
Acronym
MAITS
SCARRIE
MULTIMETEO
ELRA
APOLLO
CAVE
MATE
LETRAC
ECRAN
EUROSEARCH
EAGLES
MABLE
LINGUANET
EDITO
SELECT
SELECT
TAMIC-P
TRINDI
SPARKLE
INTERVAL
TQ-PRO
POP-EYE
AVENTINUS
ELSE
SIMPLE
D` HOMME
CATCH-2004
BALRIC-LING
ELVIL 2000
ALIF
SPEECHDAT
ABDS for the CEEC
BREVIE
COINS
THEATRON
DEMOS
MAF
SAELN
SIMULAB
SMILE
TASC
PAPRIKA
MAGNOISE
PRO-3
SPACE
MUTATE
MUETEC
SITYA
EUROGATHERER
WATIS
NESSTAR
ALDICT
AQUARIUS
SEDODEL
SIGNING BOOKS
ETUDE
BIC
BOPS
HYPDOC
HYPDOC
PROCAT-GEN
LAHYSTOTRAIN
MOPLE
KAMP
PARLEUNET
ContractNb
LE1-1347
LE3-4239
LE1- 1612
LE1-1019
LE1-1033
LE1-1930
LE4-8370
LE4-8324
LE1-2110
LE-8303
LE3-4244
LE1-1203
LE1-1075
LE1-2246
LE4-8304
TAP RE 4008
LE 4253
LE4-8314
LE1-2111
LE1-4234
LE1-2238
LE4-8340
LE4-8346
IST -2000-26280
IST -1999-11103
LB-5667/C
962209
LE2-4001
97750
MM 1002
ET 1006
MM 1047
IE 2075
ET 3003
ET 3004
MM 1046
DE3214
25476
IST -1999-10849
IST -1999-11449
DE3012
DA1110
IE8011
IE2077
IE8028
DE4201
DE4001
DE4209
MM1009
ET 1003
MM 1031
IE 8046 - 23631/0
IE-2098
IE-8035
MM 1037
13460
ET 1013
MM 1022
D10 Final Report – V2.2
© IZET, MTA & Archimedia – April 2003 to March 2004
page 193/194
Study of the Impact of the IST Programme, and its Predecessor Programmes Esprit IV, ACTS, TAP
Acronym
VISCOUNT
TRUMPET
TAPESTRIES
COBRA
SAMBA
PANEL
ABS
DIFFERENCE
REFORM
MEPHISTO
DOLPHIN
OSM
SINUS
MIDSTEP
CRABS
EURORIM
CODIS
GAIA
DIPLOMAT
ETD
USINACTS
ATMAN
OPTIMUM
PHOBOS
SCREEN
INSURED
TEESURA
MOON
MEDIAN
OPARIS-OD
AMPA
TELEBORG
CODIS
GINA
MUSICIAN
GUIDFREE
MAESTRO
CREA-NET
CONVAIR
WATT
CABSINET
TOSCA
VISEUM
GAMMA
PRINT-IT
CATVDC
OCTALIS
PRAXIS
MIRADOR
ASIS
MODEST
REPEAT
LOIS
ContractNb
25754
AC112
AC055
AC 203
AC 204
AC 205
AC 206
AC 207
AC 208
AC 209
AC 210
AC 211
AC 212
AC 214
AC 215
AC 219
AC 218
AC 221
AC 222
AC 223
AC 224
AC 225
AC 226
IST -1999-19009
AC 227
AC 229
AC 230
AC 231
AC 006
AC 076
AC 213
AC 216
AC 218
AC 220
AC 232
IST -1999-21055
AC 233
IST -1999-10871
AC 234
AC 235
AC 236
AC 237
AC 238
AC 239
AC 240
AC 241
AC 242
AC 301
AC 302
AC 303
AC 304
AC 305
AC 306
Acronym
PRONET/CEE
SAFETY-NET
TELOS
GISEDI
TETRISS
MULTICUBE
EUROPRACTICE
VIRLAN
TRANSTEC
TOPILOT
PRINT
RISE
EATS
TEN 34
HAWK
MBLN
VISTEL
SENIOR ONLINE
ENABL
REACT
SWIFT
SANSICOM
ASTRID
SEDODEL
IAEVA/EURORAD
IAEVA II
CAPE
CONVERGE
ENTERPRICE
TELEMAN
ANIMATE
EURONAV
EOLIA
ETOILE
COMETA
INTACT
EUROSCOPE
ATTRACT
EUROSPIN
FLEETMAP
TELSCAN
PRESTO
IN-TELE
MULTIMEDIA BROKER
AC-ASSIST
ECHOES
HATS
ELECTRA
FABULA
EUROGAME
TEN
COBROW/D
AMOVIP
ContractNb
ET 1019
ET 3005
IE8030
ET3106
A012/CSE/MR/R/016.60
MM1029
MM1026
ET1023
DE3009
DE3010
DE3101
RE1009
IE8038
IE2081
DE3014
DE4002
D3206
DE4207
DE4003
TR4024
DE4106
DE4001
HC1025
HC 4009
TRIN4101
TR1101
TR1020
ET 3104
C6 1102
TR1024
TR1021
TR4005
TR4018
TR 1023
HC4002
TR4010
TR5005
TR 1108
TR4021
MM 1014
IE 2093
TR 1004
MM 1006
DE 3208
MM 1035
MM 1011
ET 1022
RE 4003
961646
D10 Final Report – V2.2
© IZET, MTA & Archimedia – April 2003 to March 2004
page 194/194